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By T. S. Smith, C. C. Rennie

"THE LEAD-ZINC and tungsten mines of Canadian Exploration Ltd are on Iron Mountain, 8 miles south of Salmo, B.C., in the Nelson mining division. Relative location of the mines is shown on the general plan.First recorded lead production was in 1908 from surface outcrops. Small amounts of high lead ore were mined intermittently until 1926. No major lead-zinc production occurred until 1949 when outcroppings on the south side of the mountain were mined and diamond drilling began to prove the existence of a large replacement orebody. Lead-zinc ore has been mined continuously from the Jersey orebodies since March 1949, with monthly tonnage as high as 50,000 tons per month, but currently averaging 30,000 tons per month.Schee1ite-bearing tungsten ore was found in 1942 by H. Lakes in an old adit and open cuts at the north end of the Emerald tungsten orebody. The Emerald tungsten mine was developed by the Federal Government as a Wartime Metals project and operated for eight weeks in the fall of 1943, when the poor demand for tungsten closed the mine. Canadian Exploration Ltd. purchased the mine in 1947 and mined in excess of 100,000 tons in 1947-48 until the demand for tungsten dropped again and interest was centred on lead-zinc. The Federal Government repurchased and reopened the Emerald Mine in 195 L and built a new concentrator. The mine and mill were sold back to Canadian Exploration Ltd. in 1952.Regional Geology and IntrusivesThe host rock for both the lead-zinc and tungsten mineralization is the Laib formation of Lower Cambrian age, which consists of 400 feet of crystalline limestone underlain by beds of argillite, and argillaceous limestone locally altered to ""skarn"" or ""tactite"". The Laib limestone is overlain by black argillite and underlain by the Reno quartzite of Pre- cambrian age. Repetition of folded beds has allowed the interpretation of the large isoclinal fold which repeats the limestone (see general cross-section). Dolomitization and the associated lead-zinc ore have been found only in the right-side-up limestone and are not known in the overturned limestone.Two elongated stocks of granite cut the sediments. The Emerald stock outcrops along the east side of the Emerald tungsten mine and again west of the Jersey workings, while the Dodger stock outcrops only at the north end of the Iron Mountain. The shape and attitude of these bodies are believed to have been governed partly by pre-granite faulting and partly by pre-granite folding of the sediments. Although some forceful intrusion may have occurred the detailed granite surface indicates a gentle stoping emplacement."

Jan 1, 1949

By J. T. Fyles, C. G. Hewlett

"THE TOWN OF Salmo, rail centre for the Salmo lead-zinc mining district, is in southeastern British Columbia 26 miles by road east of Trail an about the same distance south of Nelson. The belt in which the mines occur is a few miles east of Salmo and extends about 6 miles north of the town and 17 miles south and southwest to the International Boundary. The belt includes the H. B. mine of The Consolidated Mining and Smelting Company of Canada, Limited, the Jersey mine of Canadian Exploration Limited, the Reeves MacDonald mine, and the Jack Pot property of New Jersey Zinc Explorations Limited.Since 1949, the Jersey and Reeves MacDonald mines have produced most of the lead and zinc in the district. From 1949 through 1954 these two mines together produced a total of 233,134 ounces of silver, 87,659,399 pounds of lead, 215,708,856 pounds of zinc and 475,397 pounds of cadmium. This amounts to more than 80 per cent of the total production of lead and 95 per cent of the total production of zinc from the district since the first recorded production in 1906. Reserves at the largest properties amount to several million tons of ore containing 4 to 7 per cent combined lead and zinc. Several prospects are potential producers.Regional StructureThe main structural units in the Salmo area are outlined in Figure I, and the major rock units of the stratigraphic column are listed in the following table. The lead and zinc deposits are replacements in a highly deformed limestone formation near the base of the Laib group, and all mineralized zones are on the south and east side of structural unit 2 (see Figure I)."

Jan 1, 1949

By Patrick Hannon

In this presentation, it is intended to briefly describe some occurrences of lead-zinc mineralization in Mississippian carbonates of central Nova Scotia. Results of geophysical and geochemical prospecting are presented. Because the deposits do not give positive identification to these indirect techniques, it is necessary to site exploratory drilling through the development of geological concepts.

Jan 1, 1975

By Fenton Scott, Patrick Hannon

Some occurrences of lead-zinc mineralization in Mississippian carbonates of central Nova Scotia are briefly described. The results of geophysical and geochemical prospecting are presented. Because the deposits do not give a positive response to these indirect techniques it is necessary to site exploratory drilling through the development of geological concepts.

Jan 1, 1976

By B. J. Scheiner

The Federal Bureau of Mines has developed a chlorine-oxygen leaching technique for the recovery of metal values from lead-zinc sulfide concentrates. Lead, zinc, copper, cadmium, and silver extractions are in the 95- to 99.9-percent range. During leaching, the zinc, copper, cadmium, and silver are solubilized as metal chlorides, and lead is converted to insoluble lead sulfate. The iron contained in the concentrate is converted to insoluble iron oxide, and a majority of the sulfide is converted to elemental sulfur Minor metals such as copper, cadmium, and silver are recovered by precipitation with zinc dust. Zinc is then recovered from the purified zinc chloride solution by evaporation to dryness; the lead is recovered from the leach residue by brine leaching and crystallization to produce lead chloride. Recovery of zinc and lead metals by fused-salt electrolysis of the chlorides is being studied separately.

Jan 1, 1975

By Tanner A. C, Harraway D. H

Various circuits were tried at Mount Isa Mines during the period 1959 to 19G3 with the objective of improving the differential flotation of galena and sphalerite. Many benefits and disadvantages of the various circuits were revealed. An analysis' of ore characteristics and their effect on flotation was made -and resullted in the design of a proposed circuit which is currently in the process of installation.INTRODUCTIONSince 1936 when lead-zinc sulphide flotation commenced at Mount Isa, at least three types of ore have been encountered.Each ore has presented problems to flotation metallurgists.The three types of ore are,1. partially oxidized upper level sulphide ore,2. Black Star ore from the lower levels with its carbonaceous fraction, and3. Black Rock ore which is similar to 2, but more free milling.In retrospect a number of the metallurgical successes of the past were short lived. Often flowsheets or 0perating practices were designed to solve a single metallurgical problem associated with the current ore being treated. As the ore changed the problem would vanish and the method originally taken to counter the problem could become unnecessary or deleterious to the treatment of the new ore. The general lesson learnt from-the past-is-that thetreatment of Mount Isa lead-zinc ore involves a number of equally major problems...

Jan 1, 1963

By A. C. Dorenfeld

ORES of the Mammoth mining district, some 45 miles northeast of Tucson, Arizona, are treated by Mammoth-St. Anthony, Ltd. The ores now treated come from a complex system of veins and faults, comprising three mines, in close proximity: The Mohawk, Mammoth and Collins. The ore treated in the past was oxide ore, which contains economic amounts of gold, silver, lead, molybdenum, and vanadium (as wulfenite and vanadanite). The lead-zinc sulphide ore has never been treated before. THE ORE The sulphide ore contains galena, sphalerite, marmatite, pyrite and some chalcopyrite, covellite, chalcocite and bornite, as well as small amounts of gold and silver. The value of the ore is principally in the lead and zinc content. The lead-zinc sulphides are substantially liberated at a minus 65-mesh grind. However, a large part of the chalcopyrite and other copper minerals is not freed, but remains as pin points on the sphalerite. Economically, the copper is unimportant. The gangue is a rhyolite granite, with very little limestone. There is no molybdenum or vanadium in the sulphide ore. HISTORY OF SULPHIDE TREATMENT Test work on samples of the sulphide ore was conducted by several equipment companies, the Arizona Bureau of Mines and the company's laboratory. Results of this test work indicated that for some reason, which at the time could not be explained, recoveries would be only about 65 per cent lead and 50 per cent zinc. Not-withstanding this, because of the nation's need for metals, the management built a 150-ton treatment plant. The mill was started in June 1942. During December 1942, using the standard method of treating lead-zinc ore, the monthly results were as shown in Table 1. These results were poor. Too much lead was in the zinc concentrate, and too much zinc in the lead concentrate. [ ] It should be noted here that prior to December attempts were made to depress the sphalerite with large and varied amounts of cyanide, zinc sulphate, and sodium sulphite with poor results.

Jan 1, 1944

By G. R. McMeekin

"THE TOPIC suggested for my contribution to this Symposium was ""Lead-Zinc Smelting - 40 Years of Pollution Control"". The history of the development of smelting industry at Trail and the control of sulphur dioxide could make quite an interesting historical study. However, in the field of environmental control, the public is not particularly interested in what you did yesterday, but rather what you are doing today and what you are planning to do tomorrow. I can't fault this approach, but because there are some subject lessons that history can demonstrate, I would like to tell enough of the story (under three headings) to bring a focus on matters of contemporary concern in regard to public relations and ecology. The three general headings suggested are: (1) time before the capture of by-product sulphur; (2) the capture of sulphur; and (3) the ecological and public relations conclusions from these."

Jan 1, 1972

Featured at the 1977 SME-AIME Fall Meeting in St. Louis is a Lead-Zinc Update, organized to complement the 1970 AIME World Symposium on Mining and Metallurgy of Lead and Zinc, also held in St. Louis. The 21 papers comprising the Update are to be presented during four technical sessions at the Fall Meeting; in addition, the papers have been collected in a bound book available at meeting time.

Jan 9, 1977

By Franklin H. Sharp

The operation of the Magmont Concentrator located on the New Lead Belt of Southeast Missouri is described. Ore characteristics affecting lead-copper-zinc separation are enumerated, and the cur- rent methods of separation are detailed.

Jan 1, 1976

By Franklin H. Sharp, R. Woods

The operation of the Magmont Concentrator located on the New Lead Belt of Southeast Missouri is described. Ore characteristics affecting lead-copper-zinc separation are enumerated, and the cur- rent methods of separation are detailed.

Jan 1, 1976

By Haslam C. O, Taylor S

Four historical periods of Australian lead-zinc-silver exploration and development are identified.In the first period, 1841-1900, Australia's deeply weathered surface yielded bonanza deposits. The outcrops of easily worked secondary ores, enriched in silver and lead, were discovered by prospectors with the incentive of production at times of high silver price. Districts discovered in this period still contributed, in 1982, 60 per cent of Australia's lead-zinc production, mainly from Broken Hill.The second period 1901-1944, was one of strong mine development but stagnant lead-zinc-silver exploration. Mount Isa was discovered and developed, but otherwise effort was devoted mainly to the mining of deposit extensions and to the metallurgical flotation of zinc. The deposit discovery rate was low but the discovery of Mount Isa was so significant that discoveries of this period contributed, in 1982, 30 per cent of Australia's lead-zinc production.The third period 1945-1972 was one of re-invigorated exploration.New geological and geophysical surveys, developing concepts of ore genesis, and worldwide comparisons of orebody settings improved target area selection. Evolving remote sensing methods, and rapid analytical techniques, assisted detection of lead-zinc deposits. Initiation of exploration led to discovery:1. in regions of previously unsuspected lead-zinc-silver potential (Sorby Hills, Mons Cupri, Golden Grove).2. of poorly exposed deposits in recognized mineral districts (Hilton, H.Y.C., Woodlawn, Elura, Que River).3. during active exploration for another commodity (Brown's, Woodcutters, Mary River, Beltana, Lady Loretla and Pegmont).The period saw a sustained growth in lead-zinc-silver production mainly from established operations. Mines discovered during the third period contributed, in 1982, 7 per cent of Australia's lead-zinc production.In the fourth period from 1973 to the present, exploration initiatives became fewer but resulted in continued discovery of poorly exposed deposits at Teutonic Bore, Thalanga, Benambra, Scuddles, Hellyer, and Jillawarra. Development initiatives strengthened in the period and production commenced at Woodlawn, Teutonic Bore, Que River and Elura; pre-feasibility work commenced at Scuddles, Hilton, Lady Loretta and Thalanga.

Jan 1, 1984

Trial ore production began at the Hilton Mine in 1987 with ore being trucked into Mount Isa for treatment at the Lead/zinc Concentrator. The expansion of output from the Hilton mine required additional concentrator capacity which led to the design and construction of the Hilton Concentrator. Systematic laboratory and Pilot Plant testwork dating back to 1968 to develop a flowsheet and reagent regime suited to the varied and generally complex mineralogy of the Hilton ore was successfully concluded with a Pilot Plant trial using a sulphoxy based sphalerite depression system in early 1988.In May 1988, a decision was made to build a 750 000 t/y concentrator with some novel technological and capital-efficient features. The Hilton Concentrator commenced operations in December 1989 reaching target grinding rates and metallurgical performance by mid-1990. Current ore treatment rate is 800 000 t/y.Lead concentrates assaying 43 - 48 per cent Pb are combined with the Lead/Zinc Concentrator lead concentrates and smelted at Mount Isa. Zinc and Low Grade Middlings (LGM) concentrates are filtered in the zinc filter plant at Isa with those from the Lead/Zinc Concentrator and then railed to Townsville for export or treatment in Australia.

Jan 1, 1993

The LeadtZinc Concentrator at Mount lsa treats all the lead-zinc-silver ore from the Mount Isa Mine and some of the ore from the Hilton Mine. This concentrator was commissioned in June 1966 and total lead-zinc-silver ore treatment was transferred from the Mount rsa's original No 1 Concentrator in May 1967. Plant capacity is around 5 x 106 t/y.There have been three phases of major plant modifications since commissioning:1. replacement and upgrading of the flotation section in 1979; 2. upgrading of the crushing plant and installation of a heavy medium hydrocyclone plant in 1983 for ore preconcentration, and; 3. doubling ball milling capacity and a further upgrading of the flotation section in 1992.Other developments have included the installation of flotation columns and Jameson cells.The evolution of milling practice since 1955 has been reported by Davey and Slaughter (1970), Bartrum, Dobrowolski and Schache (1977), Fiedler and Munro (1984) and Espinosa-Gomez el al (1989).Lead concentrate is smelted in Mount Isa while zinc concentrate and bulk concentrate (locally called Low Grade Middlings or LGM) are railed to Townsville and shipped to custom electrolytic zinc plants and ISP smelters.

Jan 1, 1993

As an older member of The AusIMM, I received my 30 year æPearl AwardÆ in June and had my 50th birthday two weeks ago, I am honoured to be here today. I thank those responsible for their confidence in me and in my ability to hopefully hold captive a broad group of individuals who are here as equals, sharing an interest, no a passion in blasting technology and associated works à over the two days you will hear some excellent operational and technical presentations I am sure. But today I will digress; I want to talk about the importance of leadership and how it indeed can be the catalyst for success, improvement and change. There has been much written about leadership, its principals, the charismatic leaders, the doÆs and donÆts and so on à and I for one am not about to give you the Holy Grail; there are many experts with greater wisdom than I on this subject matter. What I do want to do is explore the application of this passion to examples within the world stage and some examples drawn from my experience in mining.

Jan 1, 2007

Leadership "Organizing a group of people to achieve a common goal" Paradigms ? Rush to produce or cut costs. ? The most important thing after safety is production. ? We?ll take care of ??this?? once in production. ? I know what to do, 30 years of experience in mining. ? I want a 100% reliable operation.

Aug 1, 2013

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

The AusIMM is concerned about the longer tem sustainability of the minerals sector in Australasia. Our contention is that the sustainability of the sector is at risk if we do not:   ò encourage more exploration in Australasia by removing impediments and         increasing incentives; ò fund our university and research centres appropriately to increase both our   prospectivity, and our processing efficiencies; and ò manage our human resources better.   This paper will focus on how we can better manage our human resources to assist in ensuring sustainability of the sector in Australasia .   From a production point of view:   Economic output = f (Land, Labour, Capital, Environment) where Land refers to all of the natural resources used in production. As well as land itself it includes water, forest, fisheries, oil, gas and mineral deposits. Labour refers to the skills and capabilities used by humans in the production process. Capital describes all of the manufactured aids used in the process of production1. The challenge for management is to ensure maximum efficiency and effectiveness of labour in the production process whilst maintaining sustainable development.   The 1992 Rio Summit defined sustainable development as maintaining and enhancing:   ò natural capital û defined as all natural resources, both environmental and   those of traditional economic value; ò manufactured capital û made by human kind, including produced goods,     infrastructure and built environment; ò human capital û defined as the health, well being, intellectual capabilities and   spiritual welfare of individuals; and ò social capital û defined as social relations and consultations within and   between societies, their norms and functionality2.   The minerals sector in Australasia has successfully focused on the technical aspects of each of these components of sustainable development with primary attention applied to natural capital and efficient utilisation of manufactured capital. The technical aspects of human capital and social have also been addressed through an emphasis on occupational health and safety and interaction with local communities however I suggest that, to date, insufficient emphasis has been placed on labour (human capital) to maximise economic output1.   It has become increasingly common practice to identify land as natural capital, labour as human capital and capital as physical capital. That is labour has been treated as a commodity rather than an opportunity to create a comparative advantage and this will be the greatest challenge for mine management to show leadership over the next decade of the 21st Century.   This paper will outline characteristics of the sector which are relevant to the management and utilisation of labour, outline the outcomes of recent AusIMM surveys, review the reasons for the current and future anticipated skills shortages, some innovative responses to the challenges and finally, suggestions on how mine management can show leadership.

Jan 1, 2006

By John Pfisterer

Leadership Priorities in a New Business Environment ?Komatsu Equipment Company ?Health and Safety of Our Workforce ?The Green Economy & Market Challenges ?Equipment Trends ?Our Business Approach

Jan 1, 2009

By Donald Lindell

Safety Share ?Dad receives fryer for Christmas 2009 and makes delicious sweet potato fries ?When the oil fryer was pushed back on the stove for cooling, the back edge comes into contact with the stove top controls, unknowingly activating the cooking element, family leaves kitchen. ?Faint smell of smoke from the melting plastic alerted the family; teenager arrives first and pulls the fryer forward causing oil to spill onto hot stove and burst into flames that reach the microwave ?Teen runs for sink to grab pan of water but is stopped by Dad ?Dad opens refrigerator, grabs baking soda and pours it on fire, extinguishing flames Lessons 1.DO NOT USE WATER ON GREASE FIRE 2.Where is the baking soda in your kitchen?

May 1, 2010