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By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

By E T. Baker, J A. Resing, S L. Walker, V Ferrini, F Martinez, R Haymon

"An EXTENDED ABSTRACT is available for download. A full-length paper was not prepared for this presentation. Enumerating active sea floor hydrothermal sites has been a challenge since their discovery almost 40 years ago. High-temperature hydrothermal sites are readily discoverable, primarily by detecting mineral-laden plumes, but working at these sites poses severe environmental and operational difficulties. Low-temperature vent fields, which may represent waning of venting from high-temperature systems, may be more accessible but are more difficult to locate. Over the last decade, however, oxidation-reduction potential (ORP; aka Eh) sensors capable of detecting minute concentrations of reduced hydrothermal chemicals have been successfully used to pinpoint such fields. In this extended abstract, we use ORP anomalies observed during continuous (towed sensor) plume surveys to estimate site frequency along four intermediate- to fast-spreading ridge sections. From these data, we estimate site frequencies between five and 16/100 km for these ridge sections. Previous camera surveys on the fast-spreading East Pacific Rise support these frequencies. These rates are much greater than the frequency of ~0.5–5/100 km, generally increasing with spreading rate, derived from well-surveyed ridge sections in the InterRidge database (InterRidge, 2014). The higher frequencies arise because ORP sensors are able to distinguish between sites as close as ~1 km and identify sites with negligible or no optical plume signal.CITATION:Baker, E T, Resing, J A, Martinez, F, Haymon, R, Walker, S L and Ferrini, V, 2015. How leaky are oceanic ridge axes? A new assessment of the spatial density of submarine hydrothermal discharge, in Proceedings PACRIM 2015 Congress, pp 3–8 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 18, 2015

By Steve Kane

Lightning is a very real problem in the surface mining industry. Today, as adverse market conditions continue to influence the surface coal industry, it has become necessary that all functions of the surface mining process become as efficient as possible. High production with reduced manpower is the winning combination of staying competitive in the market place. We at AMAX Coal are committed to staying in the coal business, but we have always been committed to providing a safe work environment for our people and will continue to do so in the future. Approximately two years ago, our Midwest mines installed state of the art lightning detection and warning systems at our mines. This paper will cover its application at Delta Mine; the benefits and problems encountered, and the impact this system has had on Delta Mine.

Jan 1, 1992

By W. E. Anderson

As part of a larger study to identify factors influencing the practical operating life of wire rope used on large draglines in surface coal mining, field trips to operating surface coal mines were made during late 1975. Wire rope performance information was obtained from personnel at thirteen mine sites west of the Appalachians. Seventeen pieces of equipment, utilizing buckets ranging from 30-to 220-cubic-yard capacity, were documented. We have judged that U.S. surface coal mining draglines, 30 yards and larger, can be represented as 120 machines having 60-cubic-yard buckets, moving 1.8 x 10 yards of overburden during 6,650 hours of productive availability per year. Based on our limited field study, we have calculated that downtime resulting from rope-related causes averages 105.6 hours per year for each (typical 60-yard) dragline. The total lost production from this source alone is thereby estimated at about 25 x 10 yards annually. Although study findings did not reveal anything about dragline rope life that wasn't known or practiced by one operator or another, most operators could expect improved rope life by periodic review of their practices and by adopting or adapting one or more life-improvement measures employed at other sites. Since rope productivity was found to vary by about five to one, among the sites studied, we believe considerably improved average performance is possible. As little as ten percent overall improvement would mean increased national productivity exceeding two million yards of solid overburden removal, and associated savings in rope costs alone of some two million dollars annually, not to mention any reduction of labor-related expenses. This report outlines preliminary findings which may prove useful to many operators in extending wire rope life, thereby lowering expenses and increasing surface coal mining productivity. Some of these modifications or adjustments in maintenance/operating practices would not require capital investment. We did not find anyone who had tried cost reductions by using presocketed dump

Jan 1, 1977

By Gordon R. Haworth, J. Terry Aimone

The capital-short mining industry, faced with weak metal markets, will need to devise new and novel methods to finance future expansions.

Jan 9, 1977

By G Lumley

Gold miners have been underperforming the price of gold for a number of years. So why has the æmarketÆ undervalued our gold miners relative to what they have been mining? The low valuation ascribed to gold mining companies is largely attributable to their profit performance. In the period since 2006 the price of gold in A$ has risen about $900/oz, but the real cash margin (operating cash costs + cost of finding and/or acquiring deposits + the cost of bringing them into production) has only risen about A$100. Rising operating costs are a major part of this reduction in real margin. Energy and labour costs have risen more than the inflation rates across a number of countries as have taxes, royalties, etc. There are however, more significant contributors to the rising cost base. Firstly, in 2006 the average gold grade was 2.0 g/t; today it is 1.3 g/t. Secondly, strip ratios (for surface mines) have increased by 19 per cent during this time. Open cut mining equipment unit output across the world has dropped by 26 per cent during 2006 - 2012. Finally, costs have risen by 55 per cent during this time period. Consequently, there is now 3.8 times more mining cost required to produce an ounce of gold from surface mines compared with 2006. The decline in gold grade looks to be a permanent trend as does increasing strip ratio if output is to be maintained. Costs will continue to rise although cost control will be necessary. Reversing the decline in equipment performance and closing the gap between median and best practice provides the hope for a sustainable reversal of cost increases. The current gap between best practice and median performance has grown to 112 per cent for mining trucks, 168 per cent for excavators and 169 per cent for front end loaders. Closing this gap is the potential for a more profitable future. For most gold mining companies improving mining efficiency is not an option; it is an imperative.CITATION:Lumley, G, 2013. How many gold mines will inefficiency kill?, in Proceedings World Gold 2013 , pp 267-276 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 26, 2013

By Konstantinos Modis

According to recently established theoretical analysis and under certain conditions, a critical sampling density can be determined for an earth-related space-distributed natural variable. Sampling above this critical limit adds little to the mapping results. The objective of this paper is the application of the above theory to the Sesklo clay quarry in Greece, where Heracles General Cement Company had conducted a sampling campaign to estimate its reserves. The structural analysis of Al2O3 values generated a variogram model, from which the critical sampling density was identified. This critical number was by far lower than the existing sampling density. Clay reserves were then estimated using geostatistics and inverse distance squares in different data schemes with variable densities. The results of the comparisons between the various models revealed that, when the sampling density was greater than its critical value, geostatistics and deterministic interpolation gave similar estimations, which is also in agreement to the theory. The optimal sampling grid finally proposed here, will result to significant cost savings in the next drilling program which is now in plan by the company.

Oct 1, 2009

By Brian Hall

For some years, the mining industry has been consistently delivering returns below the market average. One of the causes is a disconnect between what is perceived to drive value creation by many industry analysts and senior corporate executives, and what actually drives the intrinsic value of mining operations. The perverse effect is that strategies that should increase value are perceived to have the potential to drive share prices down, and vice versa. This paper challenges common perceptions of what drives a mining company?s value. Anecdotal evidence suggests that the key drivers of value in the market, and hence in many boardrooms, are such things as increasing the reserves and production rate, and reducing unit operating cost. However, while the quoted reserves may satisfy ore reserves reporting code requirements to be economic, this does not imply that they are optimal. Often, a proportion of the quoted reserve reduces the potential value of the operation. Metal price increases, increased production rates, and operating cost reductions are all seen as conditions or actions that can improve value, and lead to cutoff grade reductions, thereby increasing ore reserves. However, modern cutoff theory and studies conducted by the author and his colleagues show clearly that, while breakeven cutoff grades will fall in these circumstances, optimum cutoffs may be much less volatile, and may even increase. Results from case studies indicate that value is maximised by right-sizing, not maximising, the production capacities, and by optimising the cutoff strategy. Values of many existing underground mining operations can be increased significantly by a substantial cutoff grade increase. Also, an increase in downside risk, and hence reduced returns, can occur using typical life-of-mine planning strategies if prices received are lower than predicted. Since this is often the case, low industry returns may be a direct result of typical strategic mine planning processes. Relatively simple cost-effective techniques are available to provide senior decision makers with information needed to assess the tradeoffs between their many conflicting corporate goals, and the balance between risk and reward. Often this information is not being generated at all. If it is, decisions affecting the value of the company are occurring by default at relatively low levels within the hierarchy, with senior executives apparently unaware of them or their potential impact. The paper concludes that without a re-evaluation of the way mining projects are valued, to demand proven value optimisation from mining plans by boards and mining analysts, the industry will continue to deliver below average returns.

May 1, 2003

In terms of tunnelling the mining industry is generally thought of as the crude cousin of the civil construction industry. Mining has tended to concentrate on speed and flexibility rather than the high standards required in civil tunnelling. Historically this difference has been based on the belief that such high standards were not required by the mining industry, they would slow down the development of the project and as a result increase the costs and extend the time period between start up and a positive cashflow.For civil works the construction of a tunnel is the project, for mining the construction of declines, crosscuts and drives are merely the means of accessing the orebody so that the real work can begin û MINING. Extraction of ore is the core business of most mining companies û it is what pays the bills.Though most mining companies have the equipment, the people, the knowledge and the ability to excavate tunnels, in the past mining companies did not appear to put the same energy into their tunnelling operations as they put into improving their ore extraction operations. In the past decade this appears to have changed, many mining companies now realise how important the correct excavation of a decline is to the success of the overall mining operation. They began to recognise that there were cost benefits to be gained in using the correct development techniques without overly sacrificing the benefits of speed and flexibility.This recognition also coincided with the growth of underground contractors whose predominant work was primary development (declines and ore access crosscuts and drives). The contractors again had the same knowledge, the same people, and similar equipment but their focus was different from that of the mining company û the contractors were focused on the development of the mine, the excavation of declines, crosscuts and drives. These deliverables were the contractorsÆ core business û itÆs what paid the bills.

Jan 1, 1999

By H. Allenius

Today, most requests for quotations force all bidders to follow the bid document to the letter. The choice is then made based on price since it is the only difference in technically identical offers. However, clients allow and even encourage suppliers to come up with alternatives. Overall economy again, is much more than low investment costs. Operation costs may affect the economy of a project far more than a million saved in investment. There is almost always the choice: Should we go for the cheapest solution or should we go for the most economical solution? We strongly recommend the study of the long-term effects on investments as they often surpass any apparent savings in capital expenditure. With high operating costs, time is never on our side. Almost all relevant inputs and outputs in a concentrator have a value that can be expressed in a suitable currency. Unit prices may differ substantially from one operation to the other, but everything has a price tag and globalization has made it possible to move both goods and services to almost any place in the world. Even a rather simple exercise can give a good indication on which process improvements are worth pursuing when investing in new systems or equipment. The ones that do not qualify, as money earners, will naturally appear as clearly. No ?rocket science? is required, just process knowledge, practical experience, an open mind and some common sense and the reward may be the difference of having a good or an excellent project. The model we have developed can be made as detailed as required, but we do not recommend too much detail, as it sometimes tends to distract work and obscure the important issues. Two different process solutions compared in a simplified example illustrate the importance of evaluating a project based on its long-term effects rather than focusing on the investment costs only.

Jan 1, 2014

By Andrew B. Crichton

THE oft repeated statements of the United States Geological Survey and the Bureau of Mines that the coal reserves in the United States are sufficient for 3000 yr have given us all a sense of security hard to disturb. If we discount that statement 66 pct, which to the uninformed seems drastic, we would still have 1000 yr supply, and why should mortal man worry about the difference between 1000 and 3000 yr supply of coal. That is exactly the attitude which many who should be better in- formed have taken toward the problem. A recent brochure "How Strong is America," by the New York Herald Tribune, states there is "no end to coal * * The truth is staggering * * U. S. has enough coal to last 4000 years." What the statement actually means is that the calculator got as high as 4000 yr and decided it was pointless to go on. The President's ERP Committee on Natural Resources and others in high places continue to assure the country of our superabundance of coal. In the past few days the “Wall Street Journal" carried an item from Director Boyd of the Bureau of Mines saying that within a hundred years we would need to triple our annual coal production of 6oo,ooo,ooo tons, making it 1,800,000,000 tons annually, and at that rate we had coal reserves sufficient for 1000 yr. In my humble opinion, we cannot now or ever produce 1,800,000,000 tons annually, be- cause we do not have the reserves in the producing districts to do it. Past reckoning in geology may be, as in the Psalms, a thousand years are as yesterday, but the future must be considered more realistically, and "a thousand years" is really a "heck" of a long time. In most developed areas, mining engineers can count the coal reserves in terms of a hundred years or less, and in some important areas now producing large annual tonnages in much under fifty years. They think when they hear of thousands of years coal reserves, reference is made to distant fields and "the fields are always green far away." The estimates of our coal reserves upon which we are relying were made in 1907 under the direction of Marius R. Campbell, Director of the United States Geological Survey. It is apparent this work was not well done. It was necessarily based on rather meager data because of the little development and prospecting as of that date. There were mistakes in the correlation of seams, and they assumed the continuity of thick seams throughout large coal bearing areas where coal often did not exist. The overstatement of coal bearing areas in the Campbell figures are common. The 1907 survey includes all coals over 14 in. in thickness to a depth of 3000 ft. The total coal reserves according to Campbell were 3157.2 billion tons. The production and mining losses that year would amount to -570 million tons and

Jan 1, 1948

By C Taylor, E Retz

Sequential Gaussian conditional simulation of wide-spaced exploration data has been completed in order to optimise a drilling grid at Fortescue’s Eliwana deposit. The aim of this drill grid is to improve the confidence in the Inferred Mineral Resource. A mineralised domain within the Joffre Member of the Brockman Iron Formation was selected to be tested as it makes up a large proportion of the Inferred Mineral Resource and is drilled at a reasonable spacing.One hundred realisations of Fe, SiO2 and Al2O3 grades were completed in the domain. Three realisations were selected for each analyte to represent the range of equiprobable values and a further realisation was selected to represent the truth data set. These realisations were used to flag theoretical drill holes on varying spacings and patterns. The theoretical drill holes were used to estimate into block models using ordinary kriging.These estimates were analysed and the accuracy and precision of each drill spacing was assessed. It was concluded that the greatest improvement in estimation results was noted at either a 100 m × 50 m or 50 m × 50 m spacing.CITATION:Taylor, C and Retz, E, 2015. How much do we need to drill?, in Proceedings Iron Ore 2015, pp 491–500 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By Thomas R. Larson

"Many concentrators use re-circulating “plant” water for dilution in their flotation circuits. However, if crusher dust suppressants, ball mill grinding aids, or even agitator bearing grease are introduced into this water, and the water itself is not subject to cleaning steps, then sufficient quantities of these chemicals may appear in the flotation cells and begin to impact the flotation separation. A bench flotation procedure has been coupled with statistical analysis in order to estimate the impact of small quantities of non-flotation chemicals on flotation performance.INTRODUCTIONCleveland Cliffs produces iron oxide pellets for blast furnace feed, and is developing the capability to produce ferrous metallic products to supply a wider customer base. Cliffs manages five North American iron mines, including the Wabush mine sites in Labrador and Quebec. Based on various characteristics of the ore bodies, the flow sheets of the five mines are diverse. For example, Hibbing Taconite uses magnetic separation alone as their primary upgrading method, but Northshore and Empire use magnetic separation followed by flotation, and Tilden uses flotation alone. Last but not least, the Wabush concentrator upgrades primarily with gravity and electrostatic separation techniques.At Northshore, concentrate from the magnetic separator circuit is fed to a reverse flotation circuit. By design, the magnetic separators operate at the highest possible recovery of magnetite, as the separator tails are discarded, and relatively high silica content was acceptable to Northshore’s customers. As the steel-making industry moved toward lower and lower slag volumes, the silica content in the magnetic separator concentrate became a problem. The flotation step was added in the late 1980s in order to decrease the silica assay of the magnetic separator concentrate to meet the current customer requirements. In this setting, the flotation feed stream contains very little silica that occurs as liberated quartz particles. As the degree of liberation of the flotation feed stream is then a limiting factor for silica removal, the online grind control then was linked to flotation in the overall plant control system so that grind can be adjusted to achieve improved liberation if necessary for the flotation process."

Jan 1, 2002

By R. W. Smith, D. L. Taylor, K. A. Altman

Recent research has shown that traditional sensitivity, what if and best case/worst case analysis of metallurgical data has the potential to over estimate the value of mining projects. Use of simulations, which rely on the input of statistical information, may provide more realistic predictions of the value of future projects. Actual metallurgical data is used to demonstrate that analyzing the data from a statistical perspective can give insight into completing an optimum amount of metallurgical testing and a mechanism to determine that samples used for the testing are truly representative of the ore that will be processed.

Jan 1, 2000

By N. G. Johnson

ALL of us are only too familiar with the fact that first the defense program, and finally the war, required vastly increased production from existing sources, and the discovery and development of new sources of minerals and metals. For this vast program, the explosives industry was well prepared. I use the term "well prepared" to cover all the phases of explosives service, which include formulation, design, manufacture, distribution, and application.

Jan 1, 1944

By Robert T. Chapman

Many of us are privileged in that we have witnessed the transition from mining methods used in the first quarter of the twentieth' century to those practiced today. In the late Twenties, for example, many mines still used hand mucking methods. In the middle Thirties, more than one large metallurgical limestone quarry still used the 4 cubic yard railway steam shovel formerly in use at the Panama Canal. Mules could occasionally still be found underground, where they provided the-main-source of motive power. Within the last decade, and even within the past five years or less, great improvements have been made in blast-hole drilling, ore loading, and ore hauling equipment. Industrial demand for minerals can be expressed in exponential terms as compared to that at the turn of the century. Even marine mineral resources are receiving accelerated attention. One overall result is that larger and lower grade orebodies can be exploited at a profit. This profit must be made despite, for example, a static monetary price for gold, and despite the continual cost escalation involving labor, materials, supplies, and equipment. Accordingly, the application of the necessary degree of knowledge and judgment required to meet production, cost, and profit goals is paramount.

Jan 1, 1966

By Carl E. Reistle

ENGINEERS as a group are often criticized because they have been responsible for the development of many technical improvements only to allow the administration of them to pass into the hands of others who may have little understanding of how they operate and little competence in their use. These criticisms are not always justified. There are many engineers who have shown themselves to be great administrators in addition to being great creators or builders, and more and more one sees the engineer demonstrating unusual administrative ability as he moves into the executive ranks. The last five or ten years have seen a new movement developing in this country-a movement brought about through the recognition by business statesmen that successful business administrators and executives just cannot be expected to develop like Topsy, that the management of a company must deliberately take steps to cultivate the proper climate or environment for growth if it wishes to provide an adequate and capable succession of executives in the future. This movement has taken on a number of names-Management Development, Executive Development, Personnel Development-but are these not actually misnomers? Can we develop anybody? In the strictest sense of the word, the author doubts that anyone can change any other person, at least, not much. The change must come from within. Perhaps this movement should be looked at not as a program of developing people but as one of giving people an opportunity to develop themselves. In the Humble Oil & Refining Co. there is an Executive Development Program; maybe it might better be called a Program of Development for Executives.

Jan 8, 1954

By Greg Barnes

Agenda ? The Mining Stock Life Cycle ? Current Environment ? Valuation ? Golds ? Valuation ? Base Metals ? Case Study ? Quebrada Blanca Hypogene Commodity Investment Cycle ? Macro-Economic Indicators ? LME Inventories ? watch the trend; rising inventories ? bad for prices, declining inventories good for prices ? OECD Leading Indicators ? PMIs ? Purchasing Manager Indices ? Industrial Production ? more important for metals consumption than GDP ? Housing Starts ? US, Europe ? Auto Sales ? All things China ? metal imports/exports; SHFE inventories; SRB stockpiling ? Seasonality ? it does play a role ? What is Chris Dutton (TDSI Quantitative Analyst) saying?

May 1, 2010

How Particles Stick to Bubbles - The Influence of pH and Hydrophobicity in Flotation

Sep 13, 2010

By JOHN R. SUMAN

I WOULD like to spend a few minutes describing to you the present condition which exists in the oil industry and then point out some aspects of this deplorable situation in which I think petroleum engineers can be helpful. As you know, the oil business at this time is in a very critical condition, .due to the tremendous potential production in excess of current demand. This is a world-wide condition as well as a national problem, as it is estimated that the surplus production available for the market in foreign countries is of about the same proportion as that existing in the United States. Due to the inability within the United States to hold production within the bounds of demand prices have been slumping for the last four years and at this time have reached the point where the sales value of the average barrel of crude oil in the United States, is far below the cost, of production. In addition to the large amount of potential production available for the market in excess of demand we have in storage in the United States about six hundred fifty millions of barrels 'of oil. Unless something can be done to limit the amount of oil coming onto the market to a point well below the demand, which point will permit the reduction of stocks, it looks as though the 'oil business is facing demoralization.

Jan 1, 1931