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To build an effective entry roof beam, a roof bolting or supporting system must be of the ability of providing a clamping force to the bolted roof strata. Currently, two roof bolting systems are widely used to serve the purpose of providing such a clamping force. They are resin and mechanical anchorage bolting systems. Both numerical modeling and double shear testing results indicate that a greater pre-installed load or pretension of a roof bolting system is very critical for effective beam building. Although it?s generally accepted that a mechanical anchorage bolting system can provide a greater pretension than a resin anchorage bolting system does (Su and Poland, 2007 and Peng, 2008), no published field data are available to support such a conclusion. This paper analyzes the results of our field tests on both roof bolting systems, explains why one roof bolting system is better than the other under a typical roof condition, and finally discusses the effective means for coal mine operators to determine the best roof bolting system for their roof conditions.

Jan 1, 2011

By R. Hedin, M. Dunn

The Pennsylvania Department of Environmental Protection (US EPA 319 program) provided funding to aid a public-private effort in the installation of an environmentally-friendly system to treat abandoned mine drainage at Jennings Environmental Education Center (Pennsylvania Department of Conservation and Natural Resources). Through this cooperative effort among state and federal agencies, mining, excavation, and environmental companies, college and home school students, Girl Scouts, and volunteers, a successful multi-component passive system, readily accessible for upgrades and public education/research activities, was built. 90 people were directly involved in construction of this award-winning system and about 1000 people annually benefit from the educational opportunities.

Jan 1, 2002

The Yanacocha Project is the first foreign investment in Peruvian mining since Cuajone (1976). Three years after the project began, it has become the largest producer of gold from heap leach operations in the world and the top producer in Latin America. The success of Minera Yanacocha (MYSA) opens a new chapter in Peruvian mining with the exploitation of its widely spread gold deposits and has attracted the interest of foreign investors in Peru's ample mineral resources. Construction began on August 1, 1992 and after twelve months of arduous work, the first gold bar was poured on August 7, 1993 from ore from the Carachugo mine. In 1993, Minera Yanacocha produced 81,000 ounces of gold and 304,000 ounces in 1994 (40% above budget). Production is expected to exceed 500,000 ounces in 1995 with the start-up of operations in the Maqui Maqui mine. This paper presents a summary of MYSA's experiences during its first two years of operations in the areas of mining, ore processing, environmental protection, loss control and community assistance. The paper also shows that MYSA's successes are not only due to the richness of the deposit, but also to the combination of a number of factors basic to the project's success, such as: an economic policy favoring investment in Peru, the availability of highly qualified local personnel to facilitate the transfer of technology from the United States and the desire and determination of the partners to carry the project forward in an initial atmosphere of uncertainty and terrorism.

Jan 1, 1996

By James Boyd

JAMES BOYD 29.1-STAFF-AND-LINE ORGANIZATION Industrial organizations are established primarily to coordinate the activities of many individuals working toward a specific goal. In mining, the goals can vary widely, and the skills necessary to reach them likewise will vary from operation to operation. It is essential to keep in mind the principal point that an organization embodies the necessary skills which supplement each other and achieve a given objective. Those who direct such an organization are grouped together as "management" and accept the responsibilities for the regulation, administration, supervision and guidance of the enterprise. Those who comprise the "administration" and have supervisory authority are referred to as the "executives." In the early days of mining it was common for one executive to exercise virtually complete control over the entire organization, and direct its operation from a central office. However, the science of management has advanced significantly since then. Mining organization administration now allocates increased authority and flexibility to those in direct-line responsibility, and organizes competent people in specialized fields to provide supervisors with guidance where it is needed in day-to-day operations. Few mining companies today are confined to one operation. Therefore, highly developed skills can be provided in the staff which assists management. This is known as staff-and-line organization, illustrated, in general, in Fig. 29-1. Each operation requires diverse skills for the carrying out of specific functions. The acquisition and training of those with such skills is an important operation in assembling organizations. An organization normally is modified to accommodate individuals rather than being a "hard and fast" mold into which people are fitted. The modern manager is inclined to organize to minimize central direction, with delegation to line executives, providing staff whose day-to-day operations, in cooperation with line executives, coordinate a continuing drive toward the organization's objectives. The staff officers, therefore, tend to become what could be described as parts of the president's brain, dealing with specific areas requiring certain skills. They do not necessarily direct operations, but watch them to be sure that the skills which they have themselves developed can be transmitted to line operations by persuasion rather than by direct authority. The elements of management requiring staff assignments are: 1. Planning, which, at staff level, is only a coordinating activity. Planning is done at all levels in the organization. 2. Engineering. 3. Finance. 4. Control. 5. Personnel and industrial relations, which set personnel policies, including salary plans and the means of handling relations with the unions. 6. Research, which, in a modern organization, is essential to progress and needs to be overseen at the top. 7. Legal staff to see that all operations of the company are provided with sound legal advice, and that the company's policies stay within the law.

Jan 1, 1973

By Edmond J. O’Donovan

South Bulga is a new longwall operation located in the Hunter Valley coal-mining region in Southeastern Australia. The mine’s objective is to achieve productivity levels significantly higher than the current industry average. From the day longwall production began, South Bulga’s output was below both budget and industry expectations, primarily because of the poor performance of the conveyor system. In the past, conveyor systems have been seen as an adjunct to the mine plan, not as an integral part. At past production levels, this approach may have been acceptable. In today’s mining operations, the conveyor system must be treated as integral and vital to the mining operation. The conveyor system is analogous to the vascular or circulatory system of the human body. Of itself, the system does not do anything, but if it is not functioning satisfactorily, the mine cannot operate.

Jan 1, 1996

By R. J. Sweigard, R. V. Ramani

G.F. Learning The paper by R.V. Ramani and R.J. Sweigard is a wonderful description of the labyrinthine web that has been spun about the mining industry by energetic bureaucrats and politicians over the past 50 years. The remedy for the problem, however, is not more of the same, but less. That may be difficult for the industry to achieve, for it is not a technical solution but a political one. And the current fervor for more detailed planning at all levels of government and private enterprise has become deeply ingrained. The authors recommend the provision of more information about mining and mineral resources to "macro" (i.e., government) land use planners. They apparently overlook, however, the already strong tendency on the part of most government land use planners to consider themselves omniscient. Thus, giving them more information about the technical problems of mining will only make them want to get more and more involved in the "micro" (private, site specific) mine development and production plans of the individual mining firm. In fact, this has already happened at all levels of jurisdiction from municipal to federal government. Examples are legion. The most effective way to ameliorate the adverse impacts of government land use planning on existing and potential mining operations is to: (1) introduce greater flexibility in the definition of land use zones by local and state governments; (2) adopt realistic and relevant ambient environmental performance standards in governing relationships between mineral land uses and concurrent or subsequent nonmining land uses; (3) allow greater leeway for economic considerations in land use decisions in contrast to the explicit legalistic approach now in vogue; (4) recognize that all minerals are not the same and that sand and gravel mining should not be treated the same as underground metal mining, coal stripping, oil field production, or in situ leaching; and (5) eliminate the notion that mining operators should be responsible for determining in detail the use of land by subsequent owners of mined land. This last bit of conventional ethic really makes no more sense than requiring the builders of every shopping center or government office complex to provide detailed plans for the use of that land when its use for shopping or government is ended. Did the builder of Ebbetts Field plan for Brooklyn after the Dodgers went to Los Angeles? Should the developer of the Bingham Pit plan for suburban Salt Lake City after the copper mining goes to Chile? The nation's mining industry must address these questions before further bankrupting itself to provide more data to planners and spending thousands of dollars per acre to create land that when reclaimed is worth only a few hundred dollars per acre. Reply by R.V. Ramani and R.J. Sweigard We thank Mr. Leaming for his valuable contribution. His views on the problems of land use planning and mineral resources are most welcome additions to our paper. As the title indicates, our paper was more concerned with the impacts of land use planning on mineral resource conservation than with the details of the planning process. On the whole, his five recommendations would be helpful for mineral resource conservation. However, we would suggest that the argument he presents for his final recommendation does not address the differences between mining as a land use and commercial or institutional uses. We believe that this difference is the crux of the issue. We share Mr. Leaming's desire to ameliorate the adverse impacts of land use planning. Possibly the most detrimental impact is the loss of mineral resources. Any development, whether mineral or community, that does not give proper consideration to other resources can result in permanent loss or sterilization of resources. With proper planning, some of these losses can be avoided. As our paper indicated, one factor that limits the consideration of mineral resources, and ultimately leads to their sterilization, is the generally inadequate levels of resource characterization and understanding of the unique nature of mineral resources and mining operations. The last point raised by Mr. Leaming is also important. In terms of reclamation and land use planning in mining districts, we certainly do not advocate spending more than what the results are worth. The main thrust of the paper was to explore the avenues for conserving the mineral resources so that, at some appropriate time, the issue of mining and reclamation can still be addressed.

Jan 4, 1985

By C. G. Buttleman, W. C. Brice

In Minnesota, reclamation of active aggregate mining sites is primarily regulated through local permits issued at the county, township, or municipality. However, for abandoned or depleted aggregate mining sites, a responsible party for reclamation is often no longer available. Since 1995, the Minnesota Department of Natural Resources has reclaimed several abandoned aggregate sites using innovative public/private partnerships and emphasizing native plant materials. The purpose of these projects is to demonstrate cost effective reclamation methods that can be utilized by both aggregate operators and local government and to promote mine planning and resource identification as it relates to reclamation.

Jan 1, 2000

By Earl L. Rau

Although the Sagasca deposit has been known for 76 years, the property was never put into successful operation because of various adverse factors including low market price for copper, legal entanglements, unsuccessful financial arrangements, and an inadequate metallurgical process. Late in 1963, Continental Copper & Steel Industries, Inc., obtained legal control of this property. Since that time there has been a concentrated effort to complete the necessary mine appraisal, process development, and engineering design, and to solve the legal and financial problems to bring this property into production.

Jan 1, 1970

By V. L. Ketellapper

This paper discusses the technical issues and stakeholder collaborative processes which resulted in achieving a balance between the reclamation of abandoned mine sites, providing affordable housing, and preservation of open space at the French Gulch Site. Through this process, it was discovered that mine site reclamation would need to be conducted in conjunction with two priorities for community sustainable development: providing affordable housing for locals who work in the resort town of Breckenridge, and open space preservation. It was found that conducting these activities concurrently would result in providing resources necessary to complete mine site reclamation. The first phase of the affordable housing development is almost completed. This development resulted in redevelopment of mining impacted lands and was recognized by the U.S. Environmental Protection Agency (EPA) with a National Smart Growth Award in 2002.Negotiations are also underway to preserve the remaining 1,800 acres of land held by the mining company as open space. This transaction will in turn provide resources to address water quality issues associated with mine discharges.

Jan 1, 2004

By Joseph Goessling, Mark Kroncke, James Parkes

The I-35 Capital Expressway (CapEx) Central Drainage Tunnels will serve as a stormwater collection system for the forthcoming I-35 Capital Express Central reconstruction project through downtown Austin, Texas. The schematic level concept design included three tunnels, 10 to 14 ft ID, totaling 26,000 LF. Constructability reviews during design development indicated issues with the concept design including phasing of construction, conicts with future retaining walls, staging area concerns, and signicant mixed face tunneling. The design was updated to mitigate these risks. The revised design includes two tunnels, both 22-ft ID and totaling 33,000 LF, that will be mined almost entirely in rock.

Jun 23, 2024

By S. Saeb, C. Francke

Introduction Although mining in one form or another has existed for millennia, the use of numerical methods for mine design is a relatively recent development. The basic physics that control the behavior of rock or soil have been known for centuries, but it wasn’t until the last half of the twentieth century that analytical methods that could accurately predict the behavior of a large, irregular rock mass were developed. Before the advent of modern computers combined with differential and integral analytical methods, numerical methods available to mining engineers were limited to closed form solutions for simple excavation geometries. Today, mine-scale three-dimensional stress analyses can be performed on a relatively inexpensive personal computer. Many of the recent advances in rock mechanics modeling are the result of research funded as part of nuclear waste repositories around the world. The large scale exacting performance requirements of waste repositories are frequently very different from traditional rock mechanics projects. These facilities are designed and built under tighter control and scrutiny because of the potential hazards they present to the public. Therefore, a great deal of research towards advancing rock mechanics and numerical modeling resulted from these projects. Much of the repository research is applicable to commercial mines. The advances in modeling programs have been paralleled by advances in computer equipment. Today, a moderately equipped personal computer can handle most mine geomechanical modeling projects in a reasonable period of time. While the learning curve varies, an engineer with modeling experience can develop a medium sized model in a few days. The relatively low investment cost of geomechanical modeling today makes it accessible to most mining operations. The benefits of a solid geomechanical modeling program include reduced operating costs, improved safety, and reduced design costs.

Jan 1, 2007

By Sabina Brady

Nearly a decade and a half after the US and China established formal diplomatic relations, and two decades after the two countries signed the Shanghai Communique and established commercial ties, the world, and perhaps China itself, has discovered that a wealth of natural mineral and energy resources lie beneath China's soil and directly off its coast. The country's coal reserves and oil and gas potential are well known. Its ferrous and nonferrous metal reserves are respectable and in a number of instances pre-eminent. According to 1981 Minerals Yearbook estimates - more often than not below those now being claimed by China - the country's aluminous metal reserves are about 907 Mt (1 billion st); iron ore reserves are 40 Gt (44 billion st); and copper reserves are about 46 Mt (54.4 million st) of contained metal. In addition, the country has about 10.7 Gt (11.8 billion st) of phosphate reserves, the fourth largest in the world, and 3 Gt (3.3 billion st) of pyrite. China's national Sixth Five Year Plan promulgated in late 1982 ended a stringent three-year retrenchment or readjustment period in which a number of major development projects involving foreign participation initiated in the late 1970s were shelved. The new Five Year Plan is a signal both within and outside of China that things are now moving again, and that major industrial and service sectors are receiving the kind of funding and flexibility they need for expansion, construction and modernization. The new plan's strategy for growth is measured and much less grandiose and frenetic than it was five years ago when China flung open its doors to foreign companies and invited participation in large-scale development projects. Now, the country's reticence to spend foreign exchange to purchase key equipment, technology, and services -a reaction to these projects and the spending they entailed - is clearly on the wane. In China's effort to quadruple its GNP by the year 2000, there is a new willingness to use some of its substantial foreign reserves. In fact, it is projected that 1983 will witness a $1.9 billion deficit, with a $2-3 billion deficit in 1984 and 1985. The following article discusses implications the Sixth Five-Year Plan has for nonferrous metal development in China. It is the first in a series of three articles on Chinese mineral resource development to be published in Mining Engineering over the next few months. The second article will identify specific nonferrous projects underway, while the third in the series will focus on trade and development opportunities for phosphate and potash producers in China. China's Ambitious Plans In the last few months, the exploitation of China's nonferrous resources and development of its industrial processing capabilities have begun to receive increasing attention on both provincial and central levels. Unlike the earlier modernization drive of 1978 when China's ferrous sector - best typified in the Baoshan iron and steel project - got the lion's share of the Ministry of Metallurgical Industry's (MMI) energy and resources, it now appears that in some respects the nonferrous and industrial sectors are finally moving out from beneath the dominating shadow of ferrous and getting their own day in the sun. Separation of Nonferrous from Ferrous One clear demonstration of this is the establishment in April 1983 of the China Nonferrous Metals Industry Corporation (CNFMIC). The corporation is composed of 819 enterprises with over a million workers, and also includes 12 nonferrous metal construction companies, eight design institutes, and three prospecting companies. Of ministerial rank, CNFMIC is responsible for the development of both the country's nonferrous resources and its processing facilities. Although closely tied to the parent ministry from which it sprang (i.e. MMI), CNFMIC, at least theoretically, is separate and independent from it. One strong indication that this independence is, or soon will become a reality, can be seen from the fact that the new corporation is not headed by the former MMI officials, not even those who made up the ministry's now defunct nonferrous bureau. Instead, its president Qiu Chunfu is formerly of the State Economic Commission and the China International Trust and Investment Corp. Its general manager Fei Ziwen, an engineer in his early 50s, is from the Jiangxi Province Copper Corp. The new nonferrous corporation appears to be powerful

Jan 7, 1983

By W. F. Riggs

1 Flotation Analogy To explain flotation in simpler terms the following analogy will be used. A factory (the flotation cell) manufactures a product (collector coated mineral). The product (collector coated mineral) is transported to market (the launder). A truck (the frother) is used to transport the product (collector coated mineral) to the market (the launder). The truck (the frother) transports the product over a road (the froth bed). The truck (the frother) and product (collector coated mineral) are supported by tires (the air). 2 Assumptions This operating philosophy assumes that the correct collector dosage is present along with the correct particle size distribution, pH conditions, etc. and that the minimum required frother dosage is correct. 3 Collector Addition The collector addition as used at a flotation plant is based on dosage rate as determined by the amount of mineral value entering the concentrator. Collector is normally added at two points in the concentrator: The primary flotation circuit and staged addition in the rougher scavenger circuit. Surveys have shown that the staged collector addition provides an increase in the kinetics and increases the recovery of the valued mineral in the rougher scavenger circuit. 4 Frother 4.1 Frother Dosage As explained in the above analogy, frother can be likened to the truck that transports the product (collector coated mineral) to market (the launder). Just as you would not use a truck rated at 15 tonnes to transport a 20 tonne load, you cannot expect to transport coarse minerals to the launder when there is insufficient frother present. Frother dosage must always be at, or above the minimum target. If less frother than the required minimum is used, then coarse mineral particles will not be supported and transported to launder where the mineral is recovered. To the naked eye the froth characteristics, even when insufficient frother is used, will appear to be correct. You cannot see the coarse particles that are not being recovered in the froth. (See Section 4.2 below for an explanation of why this occurs.)

Jan 1, 2006

By Richard Cole

The Energy Act of 1992 has many users of ac-induction motors eyeing premium-efficiency motors with mixed feelings and perhaps some confusion. When the October 1997deadline arrives for compliance with the1992 standards, the winners will be the environment due to reduced need for more power generating plants and the petroleum economy because of reduced dependency on foreign oil. But what will it mean for industrial users? The most obvious benefit is the potential for smaller electricity bills. Motors account for about 64% of the electricity consumed in the United States, at a yearly cost of $112 billion. Every 1% reduction in motor demand cuts 0.64%, or $716 million, off the industry wide bill. Higher efficiency motors also run cooler. This lightens the load on air-conditioning systems and further reduces plant demand. Lower total demand can lead to lower rates by helping to minimize peak-demand surcharges. As rates increase over time, these savings get bigger.

Jan 1, 1996

By M. Botz

For leach solutions containing primarily free cyanide, the silver nitrate titration method is a rapid and acceptably accurate means of analyzing for cyanide. However, in leach solutions containing elevated levels of copper, the titrimetric method significantly over-estimates the concentration of free cyanide and under-estimates the concentration of weak and dissociable (WAD) cyanide. The authors have developed a modified potentiometric titration method for determining WAD cyanide that overcomes issues with high copper levels in solution. The new MP-WAD method involves addition of a chemical ligand to the sample prior to silver nitrate titration to fully release cyanide bound to copper. Once released from copper, cyanide in solution is no longer affected by the presence of copper and titration results are quantitative rather than empirical. In multiple laboratory trials with synthetic solutions and complex actual leach solutions, accurate WAD cyanide measurements were achieved using the MP-WAD method. Analyses obtained with the new method were found to be within about ±10% of analyses obtained with the USEPA OIA-1677 WAD cyanide analytical method.

Feb 27, 2013

By G. Jalkanen

Parameter estimation of the inverse distance estimation algorithm is presented. The objective function to be minimized is a sum of squared cross validation errors. The unknowns to be estimated are the exponent of the inverse distance estimator and anisotropic angles and ratios that are used in determining the distances in the algorithm. Examples are presented for both two and three dimensions data sets.

Jan 1, 2009

By S. Mendenhall

The Golden Sunlight Mine (GSM) began operation in 1982 with a strong commitment to environmental stewardship and the local community. This commitment ensured the long-term physical, chemical and ecological stability of the mine site and maintained an active partnership with local stakeholders. Concerns for economic development intensified as mine closure loomed on the horizon and fostered the inception of the Community Transition Advisory Committee(CTAC).This coalition of interested area stakeholders has the primary focus to sustain current mining operations while concurrently seeking alternative post-mine economic development opportunities utilizing existing mine assets. Accomplishments include development of an Asset Re-utilization and Post-closure Plan, a community survey regarding the impending mine closure, recruiting an international wind energy company to develop a wind farm, and development of an industrial/business park. The synergy of this strong partnership is key to meeting sustainability goals and enhancing potential future mining operations. The cooperative effort of the GSM and the local stakeholders is a success story that could be a role model for other mining operations.

Jan 1, 2004

By A. Sullivan

Success in mining demands the creative application of equipment, systems and processes to the unique needs of each mineral deposit, market and, though often overlooked, the culture of the individual business. In recent years, domestic coal mining companies have become more attentive to the contribution safety and loss control programs have on their financial results. Although most have adopted fairly conventional safety programs, some have created systems and processes tailored to their unique circumstances. While each coal mining business must consider the typical risks inherent to our industry, excellence in safety is most likely achieved when a safety program is customized to meet the needs of the individual business.

Jan 1, 2000

By Peter Keppler, Charles Jackson

WHY DO AN AUDIT? There is increased enforcement of environmental laws and regulations at State and Federal levels with attendant steep fines and even the possibility of jail sentences. We are all aware of environmental and public health and safety incidences (i.e., Love Canal, Bhopal) which have led to stringent laws and regulations (i.e., CERCLA, RCRA, SARA). In some cases, the courts have specified that a company institute an audit program as a condition of settlement of claims which related to lack of environmental control. The U.S.EPA issued an Environmental Auditing Policy Statement in the November 8, 1985 Federal Register (pp. 46504-46508) which encourages the use of environmental auditing by regulated entities. Elements of what EPA considers to be an effective environmental auditing program are outlined and briefly explained. These factors combine to indicate why there is a growing number of companies which have instituted an audit program. Briefly, the program can and should be used to monitor compliance with environmental regulations and corporate policy, to prevent violations, to improve policies and procedures, to raise the level of environmental awareness, to encourage communication among operations and all management levels about environmental problems, and to measure risks and control costs. AMAX Inc. has had an environmental audit program since the early 1970's. The AMAX Environmental Affairs Department, working with the Law Department, oversees and coordinates environmental audits and analyzes the findings which an audit reveals. Facilities are audited on a regular schedule; those having the greatest potential for environmental liabilities are audited at least annually; other facilities are audited less frequently. The question of who performs the AMAX audits was settled in favor of the audit team being independent of personnel from the facility being surveyed. Other methods of auditing could be the following: - Independent contractor (Appendix A) - Combination of independent contractor and in-house staff - Self-audit by site personnel The merits and demerits of who should conduct the audit can be analyzed to suit your particular needs. Next you need to decide on the procedure for the audit and the form for reporting and follow up. Environmental publications referenced in Appendix B can be helpful to you at this point. After deciding on the form of auditing, a schedule is prepared and followed to the closest extent possible. This schedule should be published and distributed to the sites so facilities know when they are being audited. This is not designed to be "a game of hide and seek." Various elements of the AMAX Audit Program are as follows: Team selection Pre-visit preparation Site visit Exit interview Report Using the audit Follow-up Team Selection The usual make-up of the team is the audit manager, the environmental specialist who normally provides assistance to the site or has knowledge about the operation, and a legal representative if his or her schedule allows. The legal representative will review the findings of the audit team if a personal visit is not timely or necessary. Size of the team can be expanded, but a minimum of the audit manager and the environmental specialist is best. Two sets of observations are better than one. The environmental specialist can also provide the rapport which is beneficial to creating the appropriate tone so that the site people will be as cooperative as possible. This is not to be an antagonistic exercise.

Jan 1, 1991

By Alan A. Campoli

The US Bureau of Mines (USBM) conducted research to develop improved guidelines for selecting the type and pattern of roof support in different geologic environments. The goal is to minimize the over and under design of mine roof support, resulting in more productive and safer mines. To obtain the necessary data on roof behavior and support performance, USBM conducted several field studies. Each study covers roof geology, stress regime, ground reaction, support interaction and mining environment. A consistent experimental design is being used. This includes measurements of roof bolt loads and roof movements. So far, 10 studies have been conducted in several geologic settings.

Jan 1, 1996