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By Doug Williams, Kent J. McGrew, Dr. Jack Murphy

For some time, selenate has eluded water treatment by conven­tional means such as precipitation and clarification. This has been due to the nearly universal solubility of all oxidized sele­nium species, the low levels required for surface discharge, and almost identical chemical behavior to all forms of oxidized sul­fur. The last characteristic makes selenate particularly difficult to deal with in acid mine waters where sulfate can easily be on the order of one gram per liter. Approaches such as ion exchange or reverse osmosis often tum into total demineraliza­tion schemes for the sake of removing a "trace" selenium species that may be present on the order of 108 sulfate/selenate. Reduction of selenate to selenite or elemental selenium by chemical means has been relatively unresearched. Some limit­ed success has been reported (Murphy, 1988) using ferrous hydroxide as a reducing agent; however, the reaction time as reported is too slow to be useful in a practical plant design. One significant difference between selenate and sulfate is that selenate has been discovered to be reducible in acid solution by elemental iron when catalyzed by soluble copper. Since the +4 or zero valence states of selenium are rather easy to deal with by coprecipitation with iron salts or alum, the elemental iron dis­solved in the process contributes to the overall process by pro­viding sludge upon raising the pH that can be separated by con­ventional clarification. Commercial production of selenium using copper catalyzed reduction of selenite to selenium metal via sulfur dioxide is well established, however, at the < 5 ppb requirements for surface discharge this reduction process equili­brates at levels far too high to be useful to low level selenate removal criteria. The reaction reported herein uses elemental iron for reduction of selenate with copper acting either as a cata­lyst or as a coprecipitation agent. This method, employed with conventional sludging, clarification and filtration can provide an economic method to achieve non detectable selenium (< 0.005 mg/I). Iron consumptions for the conditions tested have been on the order of 3 lbs/1,000 gallons treated. This represents as little as $0.06 or $2.00 per 1,000 gallons based on using a scrap source of iron or the purchase of electrolytic iron for the process.

Jan 1, 1996

By Greg Hodges

Sand-and-gravel aggregates have become the number-one, nonmetallic-mineral resource in the world. Surficial aggregate deposits of economic size are becoming increasingly rare in most parts of Canada. In southern Saskatchewan, this is especially true, and detection and delineation of intertill sand-and-gravel deposits with airborne electromagnetic (EM) surveys have proven very successful. Airborne and ground geophysical surveys detect such deposits by their resistivity contrast relative to the surrounding clay-rich soils. Dighem helicopter-borne electromagnetic surveys map soil variations over a large area quickly and cost effectively, greatly reducing the cost of detecting and mapping deposits compared with traditional methods (air-photo interpretation, ground EM, and drilling.). The multiple-frequency EM system used by Dighem can map variations both horizontally and vertically. Magnetic data collected simultaneously are useful in mapping bedrock geology. Both resistivity and bedrock maps aid in the important task of reducing drilling costs and person-hours in the field. The results of the survey are presented as maps of ground resistivity, which are relatively easy to interpret. These maps are produced in the field at the time of the survey, making quick follow-up of the survey possible. Airborne EM surveys can map the extent and depth of aggregate deposits more effectively than is practical from the ground. Since aggregate deposits can vary tremendously in a very short distance (<300 m) large-area EM maps can show both local area variability and also help develop intertill trends. A test survey for the Saskatchewan Highways and Transportation Department over a 3-km by 5-km area mapped all the known deposits as well as some unknown deposits, subsequently proven by drilling. The test-survey data show that the method not only detected the deposits, but also gave an estimate of the shape (volume) of each of the deposits. Comparison of the data to drill sections shows excellent correlation. Theoretical modelling demonstrates that the multifrequency system can discriminate sand and gravel from bedrock ridges. Since the successful test work, about 725 km2 of ground have been surveyed, resulting in the discovery of four new deposits, which can be used immediately, resulting in significant savings for the Saskatchewan government and taxpayer.

Jan 1, 1999

By Peter W. Harben

Once considered the dowdy country cousins of the glamorous metallics, industrial minerals are shedding their old image. They are neither common nor easy and their time has come in an age of increasing specialization. Consider that of the 45 or so industrial minerals and rocks listed in [Table 1], almost three-quarters have ten or fewer significant suppliers (i.e., those individual countries contributing 2% or more of total world production); in more than half the cases, 85% of world production is accounted for by only five countries or fewer. Curiously, even materials that appear to be virtually ubiquitous like crushed rock and common salt have significant production vacuums. For example, there is a severe lack of sound aggregates along the US Gulf Coast and common salt production on a large scale is virtually absent in central Africa. These examples all underline the obvious, but acute truism that "The single most important fact about mineral resources is that they are not distributed equally over the world" (Flawn, 1966). Just as significant today is that human resources are not distributed equally over the world, and so arise some interesting commercial incongruities. In certain regions raw materials are plentiful but consumers are not, and without a market a mineral deposit is merely a geological curiosity. Elsewhere, there may be a market but no local raw material supply. For example, despite a huge market there is no or virtually no commercial production of chromite, diamonds, and manganese in the United States and Canada, nor phosphate rock, diamonds, rutile, and zirconium minerals in western Europe. In contrast, Australia with its small domestic market is the world&apos;s largest supplier of bauxite, diamonds, ilmenite, natural and synthetic rutile, and zircon; the same is true for South Africa which is a leading producer of chromite, manganese, diamonds, andalusite, ilmenite, rutile, and zircon (Table 2). In the commercial world, Nature&apos;s uneven distribution is counterbalanced by deep sea international trade.

Jan 1, 1994

By C. Timothy Shaw

Traditionally, only the large mining companies have maintained specialist departments in such areas as Rock Mechanics, Ventilation and Safety. To the small companies this has been a luxury that they could ill afford. Any work required by such companies in these areas, more complex than could be handled by the existing staff, was done by consultants. This situation is changing though and there is a need arising for many specialist departments. These changes are partly being brought about by the effects of inflation as the ever increasing costs are causing more and more operators to increase the size of their operations in search of economies of scale. In addition though the plethora of new laws and regulations are creating a need for many more specialists in all areas of mining in order to ensure compliance. The abovementioned factors, added to the existing Pattern of mines endeavoring to improve the working environment for their labor force, both for reasons of practical labor relations and also due to further legislative pressures, have thus created a climate where, in the near future, departments such as Rock Mechanics, Safety, Ventilation, Environmental Engineering and Subsidence Control will be commonplace in mining companies. It will no longer be practical to function without such services. Many mining companies already maintain such departments and this has particularly been true of the big mining groups of South Africa. From the experience gained by many of these large companies with specialist departments, it is clear that the maintenance of a cadre of experienced, competent professionals in such a department has not always been easy. It would seem from the experience gained that one can generalise and state that graduate mining engineers tend not to view specilisation as an optimum direction for their career development. It is of course true that many professionals, especially those with higher than a bachelors degree, do view these areas as valid career options, but even here experience shows that wastage is high. The time therefore seems to be ripe to take a look at this area in some detail to see whether reasons for the problems can be isolated. Working from that some suggestions can be made as to directions in which improvements might be made. If the challenge of the demands of the new regulations are to be met then such improvements must be made.

Jan 1, 1980

By Deepak Malhotra, William F. Riggs, Edward C. Dowling

INTRODUCTION Mining companies are In the business of making an acceptable profit on their Investments, It became obvious in the recent recession that economic profitability/viability depends on being the lowest cost producer In order to compete on a global basis. The burden of achieving this objective falls on the mineral manager. He must strive to produce a salable product in an environmentally acceptable process while continuously Improving the profit margln.(1,2) Metal prices fluctuate on a regular basis. They directly Impact revenue and hence operating philosophy. The mineral engineer needs to develop an optimum operating strategy to meet his overall objectives, One would expect that, In the modem era of complex computer models, it would be easy to develop an economic model to maximize profits and/or cash flow. Discussions with mill managers Indicate that one mine/corporation&apos;s optimum operating strategy is not necessarily optimum for another. This paper approaches the problems from basics "Economics 101" and Illustrates the complexity of developing a universal model which can be applicable to all mines. Case examples are used to illustrate the need for better communication to avoid the basic economic fallacy “that optimization of segments leads to optimization of the whole system.” TECHNICAL MODELS Technical models are a prerequisite to the development of economic models because they provide the necessary Input data to these models, The flow of material from a mine through the sale of the finished product is shown In Figure 1. The ore Is mined and milled, and the concentrate can be stored for sale or smelted and refined In-house or at a toll facility. The finished product(s) are held In Inventory until sold either through existing contracts or in the spot market. [ ] Fairly reliable technical models have been developed for mining, milling and smelter operations. Mine plans are developed to provide a good Indication of the relationship between production and cut-off grade. It is easier to change surface mine plans than plans for underground mines. However, there are limits to maximum production that can be achieved with existing equipment. It Is possible that mine benches may not be developed to handle additional equipment, even If It was purchased to enhance production. More often than not, the cut-off grade Is lowered to Increase throughput goals.

Jan 1, 1993

By John A. Cordes, John J. Schanz

INTRODUCTION The economic structures of industrialized countries require a continuous supply of reasonably priced and appropriately processed nonfuel minerals. As a result, national policy makers are sensitive to real or perceived threats to the effective operation of these commodity markets. Their most persistent concerns can be subsumed into the related political economy issues of supply availability and marketplace stability. These concerns are not new. For over a century the "global struggle" for mineral resources has influenced national policies and international relations (Eckes, 1979). During the past two decades the complexity of these issues, if not their place on national political agendas, has increased. Dramatic changes in the structure of mineral industries and in the nature of international economic relations have redefined policy needs and response options. This paper focuses on how selected OECD countries have responded to nonfuel mineral industry issues over the past twenty-five years. Particular emphasis is placed on the impact these policy decisions have had on the size and location of productive capacity and its utilization rates. The results, perhaps, are not surprising for this group of market- oriented economics. While individual cases of significant impact are easy to identify at various times in most countries, the overall importance of policy decisions has not been great. This is especially true for the past decade when excess capacity reached unusual highs of magnitude and duration. Macroeconomic forces and market structure changes played much more important roles. PERSPECTIVES ON THE ISSUES OECD nations dominate the international nonfuel minerals marketplace as producers, consumers and traders. In 1986, these twenty-four countries accounted for 75 percent of the Western world&apos;s export trade value in minerals, ores and metals. They imported 88 percent of the total value. During 1966, the respective percentages were 70 and 94. Japan was the world&apos;s largest importer in 1986 followed by the US, FRG, UK and France. The same five countries led the 1966 list except that, then, Japan was ranked fourth. Table 1 ranks the fifteen largest Western exporting nations in the two specified years. It also indicates the growth in current export dollars earned in 1986 compared to 1966.

Jan 1, 1989

By Debra W. Struhsacker, Jean Kiel, Jeffrey Thatcher

3.1 INTRODUCTION As heap leach precious metal projects become increasingly common in the United States, federal, state and local regulatory agencies are beginning to take a closer look at the short- and long-term environmental consequences of this recovery technology. From an operator&apos;s point of view, there is seemingly a confusing regulatory maze to be navigated and a plethora of permits and approvals to be obtained prior to commissioning a heap leach operation. The degree of difficulty associated with obtaining permits for a heap leach project depends largely upon the state in which the project is located. Permit acquisition is generally easiest in those states most familiar with heap leaching technology. For example, heap leaching is well understood in Nevada, and heap leach operations are relatively easy to permit, although permitting conditions in Nevada have recently become more stringent. However, many states are just beginning to become familiar with heap leach operations. Many of these states such as Idaho, Colorado, South Dakota, Oregon, Montana, Washington and South Carolina are in the process of drafting regulations and establishing guidelines for heap leach projects. In most cases, these regulations specify design and operating criteria as well as reclamation and decommissioning procedures. This chapter provides an overview of the regulatory and permitting aspects of heap leach operations. Permitting requirements for projects developed on federal land are discussed in detail. &apos;The state and local regulatory atmosphere and permitting requirements for various states are also presented. The chapter concludes with a generic permitting strategy. 3.2 KEY ENVIRONMENTAL CONCERNS The primary concern of most local, state, and federal regulatory agencies is the use, storage and transport of sodium cyanide (NaCn), and potential cyanide contamination of surface and groundwater resources. The toxicity of cyanide to people, fish and wildlife is also an important issue. Unfortunately, in the public eye, cyanide heap leaching has some emotional impacts similar to those associated with radioactivity and uranium mining. This perception and the general lack of understanding of cyanide can lead to unnecessary concern about cyanide contamination, further complicating the regulatory environment.

Jan 1, 1988

By Dr. -Ing. Rainer Alles

Introduction Belt conveyors usually run in a straight line. The correct alignment is a major criterion for reliable functioning and optimum running properties. Any misalignment of the conveyor, especially mistracking of the belt, can have many negative effects. As a consequence of this, damage can occur on the belt and conveyor, some material can he thrown off at the edges and serious running problems can arise. In the worst case the belt can come off its supporting structure so that operations are brought to a halt. The absolutely straight alignment of a belt conveyor is actually impossible so that on closer observation every belt conveyor contains more or less sharp curves. Whereas on non-movable conveyors the deviations from the straight can he kept within the range of practical measuring accuracy by careful installation, movable conveyors in surface mining or belt systems in difficult terrain often contain curves that are easy to see with the naked eye. Below ground, too, alignment cannot always achieved to a desirable extent or is changed by geological faults over the years. Despite these unwanted curves, most belt conveyors perform their function reliably. In view of the belt tension, the belt tends to take the easiest path. This in general is the shortest distance between the pulleys on which the belt is tensioned and bent. This means for example that for a curve radius of 10,000 m over a flight of 100 m the greatest deviation from the ideal line is as much as 12 cm. And a figure of this magnitude cannot normally he accepted. In such cases, use is made of guide devices to properly train the belt if it doesn&apos;t center itself anyway. If it&apos;s possible to control the belt position over such unwanted curves. it can also he expected that the belt tends to follow the desired curved path within certain limits. I&apos;d now like to cite a few examples to illustrate the ways and means of guiding a belt conveyor in curves. Cost-effectiveness The advantages of belt conveyors, in particular for longer conveying distances and mass flows have been known and undisputed for some time. However, there are often obstacles standing in the way of the concept of straight routing. If a belt conveyor is to bypass elevations or existing buildings or to follow the seam of underground deposits or a predetermined path, then substantially tighter radii and longer curves are desirable or necessary.

Jan 1, 1993

By R. C. Emmett

Gravity sedimentation is one of the most widely used unit operations in mineral processing and hydrometallurgy. Properly selected and operated sedimentation equipment can provide probably the most economical means of concentrating solids or clarifying solutions. Because of the variety of different approaches possible, including the use of modern flocculants, it is easy to overlook the optimum approach in selecting equipment. The different types of sedimentation systems that can be used in the minerals field and the sizing methods that are currently employed will be discussed here. Sedimentation applications usually fall into two areas, clarification or thickening. While the two operations are basically similar, the difference in emphasis (a well-clarified overflow as opposed to a highly concentrated underflow) results in significant differences in testing, equipment design, and operation. Clarifiers may be merely simple settling vessels with no special features, other than ample volume to provide the detention time needed for suspended solids to settle out of the feed slurry. Or, they can be designed to employ elaborate solids-contact techniques utilizing coagulants or flocculants to achieve more rapid clarification through the growth of particle agglomerates. Thickeners also are available in a wide variety of designs, with the main differences concentrated in the design of the raking mechanism. Thickeners operating in series (continuous countercurrent decantation or CCD) are used to recover valuable solution or purify the insoluble solids. Tray thickeners are used for recovering fine particulate solids such as alumina seed, but in other applications have been supplanted largely by unit thickeners or inclined plate units. Thickeners and clarifiers sometimes are used for storage of either solids or overflow liquor, or employed as precipitating reactors, such as in desilication applications. The use of flocculants and coagulants is much more common in modern processing plants, primarily due to the reduction in capital costs rendered possible through the use of these reagents. The terms flocculant and coagulant are often used interchangeably; generally, it is understood that flocculants refer to organic, high molecular weight synthetic or natural polymers which are useful in flocculating most suspended solids, but generally are ineffective on colloidal suspensions. Coagulants refer to chemicals such as those commonly used in water treatment, alum, ferric salts, lime, etc., which are usually far more effective on colloidal solids but cannot achieve the degree of agglomeration that is possible with the polymers. In some cases, both coagulants and flocculants are used in order to achieve optimum results.

Jan 1, 1986

By P. C. Schutte, A. J. Kielblock

INTRODUCTION Certain activities, such as emergency work and rescue operations, often have to be undertaken in environments where heat loads often exceed limits prescribed for routine work. This is particularly relevant to the South African mining industry where heat stress-induced fatalities are not uncommon during rescue operations. In this regard an excessively hot environment is defined as one where either the dry-bulb temperature exceeds 37,0°C or the wet-bulb temperature exceeds 32,5"C, and it is therefore not surprising that heat stroke mortality escalates rapidly when these limits are exceeded. A review of both local and international standards indicated that the available information on safe exposure times under abnormal heat stress conditions is very limited. Where available, such standards are aimed at the general population, including both sexes, irrespective of age and also the least heat tolerant worker, and not at a medically-screened, all-male population free of grossly heat intolerant individuals, as is the case in the South African mining industry. It is suggested that available norms and limits are too conservative for local application and, therefore, unrealistic. In view of the definite need to protect workers when exposed to abnormally high environmental temperatures, the present study was undertaken to establish a scientifically derived data base. applicable to local conditions, to determine safe exposure times: Any exposure limit, especially in an emergency situation, should be easy to administer, valid and reliable. These aspects, there- fore, form an integral part of this paper. FORMULATION OF HEAT STRESS LIMITS The formulation of heat stress limits was based on the criterion that a heat exposed individual should experience a negligible risk of developing dangerously elevated body temperatures. In order to provide a database for risk assessment, certain physiological responses of heat tolerant men were determined at various combinations of thermal conditions and work rate in a climatic chamber. These physiological responses were analysed statistically in order to predict safe survival and tolerance times as a function of thermal conditions and work rate. EXPERIMENTAL DESIGN A total of 202 randomly selected, medically fit mine workers volunteered for the study on the basis of informed consent. These men were considered to be inherently heat tolerant in as far as they had successfully completed a heat tolerance test (Anon., 1991) or the standard climatic room acclimatisation procedure used on many South African gold mines (Anon., 1989). The subjects were allocated randomly to 14 experimental groups and each group was exposed in a climatic room to one of

Jan 1, 1997

By Tim Neil, O&apos

Finnish mining traditions date back 400 years. The country was then one of Europe&apos;s major iron producers. Most of the mines in current operation, however, were started during the last 20 to 30 years. The Finnish mining industry must make do with limited resources. Deposits are usually low grade and small in size. Open-pit methods are used where possible. But thin ore bodies and harsh winters can impose severe restrictions. Underground mining is often the only option. Despite these handicaps, Finnish metal miners produce copper, nickel, zinc, vanadium, iron ore, cobalt, and ferrochrome. Ironically, the success of Finnish mining is rooted in a crisis the industry faced several decades ago. Mining costs were rising. High grade mineral deposits were nearly exhausted. It was vital that Finland develop new mining machinery and methods that afforded higher productivity. Cooperation between the Finnish mining industry and its equipment manufacturers was good. Partly as a result, the Finnish mining industry has turned itself into one of the most modern and efficient in the world. The Finns did this while continuing to meet the stringent safety and environmental requirements in force in the Nordic countries. Today, the share of domestic raw materials used by the Finnish metallurgical industry is decreasing. So the country increasingly depends on imports of ores and concentrates. To better provide these imports, Finnish mining companies have expanded their foreign operations. And, while importing raw materials, the mining industry has been exporting its technological and equipment know-how and expertise. Mining methods Conventional mining methods and machinery are used in surface mines. Drilling is the exception. It is done with Tamrock hydraulic track drills and 100 to 150 mm-diam (4 to 6-in.-diam) drill holes. Pumpable slurry explosives are used in larger open pits. Underground, sublevel stoping with open stopes is the most common mining method. It accounts for about 80% of all underground stoping. The main benefits of this method are low production costs, high mechanization, and easy control. The best productivity figures exceed 10 t (11 st) per man-hour, including all mining personnel. The development of cable bolting has made it possible to use sublevel open stoping even in relatively weak rock. Cut-and-fill methods, such as concrete-pillar stoping, inclined-wall stoping, and traditional cut-and-fill have also been used, combined with sublevel caving and room-and-pillar methods, according to local demands. Various fill materials and stabilization components have been investigated and tested for cut-and-fill methods. Sublevel open stopes are often later filled, to stabilize the surface or to allow pillar recovery.

Jan 10, 1988

By Dale R. Ralston, Roy E. Williams, Gerry V. Winter, George L. Bloomsburg

The purpose of this section is to demonstrate the development of a method that we believe can be used for simulating and predicting mine water inflow. It will also show how important it is for personnel who model mine water inflow to have considerable experience with this subject, and with the conversion of hydrogeologic frameworks to conceptual models. Several of the models described previously are said to be three dimensional. However, closer examination reveals that there is considerable limitation in the variation possible in the third dimension. A true three-dimensional analysis would require a very large program. Therefore, it seems more reasonable to develop a procedure by which information from a two-dimensional model can be used for analysis of a three-dimensional problem. For a vertical mine shaft this is relatively easy because most two-dimensional models have an option for axisymmetric flow. If it can be assumed that axisymmetry exists about the centerline of the shaft it can be modeled easily as has been illustrated previously. For a horizontal drift or tunnel the analysis is not nearly as straightforward. However, the flow can be divided into two parts as indicated in Fig. 59. Part 1 considers the flow into the side of the drift while part 2 considers the flow into the end of the drift. To calculate the flow rate into the entire drift from the unsteady flow into a unit length the instantaneous flow per unit length may be integrated over the total length of the shaft. This procedure is shown in Fig. 60. The radial flow through any incremental length of the shaft is q. The total flow rate, Q, into the drift at any particular time is given by: The discharge q is a function of the time during which a particular segment has been draining that is dependent on the location x. In other words, a location at x = 0 has been draining during the entire time of expansion while a segment at x = L has only started to drain. Therefore, the time of draining at any point, x, is given by: [ ] where t&apos; is the time over which the mine has been expanded. To determine the relationship between q and t it is necessary to refer to Polubarinova- Kochina (1962, pp. 566-569) and the equation given for the unsteady flow problem. This is: [ ] where q is the steady flow, q,, q, are the coefficients, and t is the time since drainage began. The expressions for q0, q1, and q2 are given as:

Jan 1, 1986

By Randy Ynchausti

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

Jan 1, 1998

By W. M. Jr. Aubrey, R. L. Stone

INTRODUCTION Most metallic minerals and some industrial minerals have a relatively high specific gravity and most have at one time or another been concentrated by gravity methods. The principles of gravity concentration are straightforward, well documented and easy to understand, but in practice there are many pitfalls that await the engineer in the development of an integrated flowsheet. Gravity concentration equipment has a long history of use and there is a great diversity available. The equipment is capable of treating material over a broad size range, only falling off in efficiency in the very fine sizes. Gravity concentration is also inexpensive, generally free of environmental problems, and commercial equipment can process large tonnages of ore with a minimum of capital cost. As might be expected of an efficient and low cost process, the bulk of the tonnage quickly and inexpensively. Another obvious application is treating mineral deposits such as hematite and manganese ores that are sufficiently liberated after a minimum of crushing to allow production of a coarse concentrate that will meet market specifications. Except for hand picking and mechanical sorting, there is no competing process on coarse size material. Conversely, it is sometimes obvious that gravity concentration does not warrant consideration. Examples are ores that require very fine grinding to attain liberation, for ores where the minerals of interest have a gravity similar to the gangue, and ores that are strongly magnetic. Actually a mineral processing engineer may not know if gravity is the best way to concentrate an ore, but he should have little difficulty recognizing when gravity concentration deserves consideration based upon specific gravity differences and liberation gravity concentration has wide use. size. His challenge then is to At times its selection as the identify and test the applicable primary concentration process is processes, to develop a obvious. Low grade placer deposits metallurgical balance and flowsheet of tin, gold and beach sands usually for the best process, to estimate are only profitable because gravity production rate over the life of concentration is able to throw away the deposit and to make equipment

Jan 1, 1986

By Russell L. Wood

Introduction It is the morning after and there is one monumental hangover among many, if not most, of the oil companies that invested in mining in the past decade. How an oil company looks at mining depends on the time period. A few years back, around the time of investment, they were probably looking at a balance sheet of their own that was beginning to go wild. Many of their commodity prices already increased two-, three-, or fourfold, with no end in sight. There was a need to invest their earnings someplace before the stockholders or the government got too interested. And that someplace needed to be an industry where their own management skills could be applied. In mining there was an industry amazingly similar to their own. Both worked with nonrenewable natural resources, dealt with the same types of government agencies, and had the same type of critics and pressures from the general population. Oil executives saw mining as an industry that was somewhat backward as compared with their own. They also saw how a generous ration of the capital and management skills, so handsomely bestowed upon the oil industry, could be used to great advantage. But, looking at mining through the eyes of an oil company today, this is what might be seen: • An industry that has been spectacularly unprofitable for the past few years; • An industry of many commodities, any of which can go bad on short notice for protracted periods, for a variety of unpredictable and uncontrollable reasons, or for no reason at all; • A labor-intensive industry, often beset by labor problems. And with only limited potential for further economic mechanization or automation in today&apos;s primitive mining environment; • An industry confronted with external, foreign, and political problems, with no reasonable expectation of near-term relief; and • An industry that does not appear to have many "up" periods in its immediate future. And, there is little chance for either big, fast bucks or long periods of large, steady earnings. What Went Wrong? The visions of a few years back seemed as correct then as today&apos;s viewpoints seem to be now. What happened to change these views? What went wrong? The simplest and easiest answer is that if the economy was normal back then, nothing would have gone wrong. This is an easy answer but, unfortunately, probably incorrect. Let us take a broad overview. Certain events enabled and prompted oil companies to invest heavily in mining. These same events were major factors in precipitating the worldwide recession that has grievously injured mining and has brought those mining investments into disrepute. Taking a somewhat narrower, but still broad overview, the simi-

Jan 3, 1985

By Calvert D. Iles

Open-pit mines in the US and throughout the world are typically characterized by increasing operating costs and decreasing ore grades. Thus, companies must continue to improve their use of human and technological resources to remain competitive in the marketplace. Duval Corp. has historically been very sensitive to mining costs, in part because of relatively low grade copper-molybdenum ore bodies. These concerns have resulted in three haulage system generations at the 218 kt/d (240,000 stpd) Sierrita-Esperanza open-pit mine south of Tucson, AZ. Each generation has exceeded the performance of the one replaced. The latest system of portable crushers and conveyors reduces hauling costs by combining both hardware and technique. Savings are achieved not only bysubstituting conveyors for haul trucks, but also by permitting the crusher-convey or system to closely follow mining as the pit deepens and/or mining areas change location. The Duval system is capable of easy and inexpensive relocation in varying site configurations in relatively short time periods. Its implementation in active mining areas results in minimum disruption to both the mine operation and mine design. This haulage concept allows the mining engineer maximum freedom to design an open pit for profit rather than for equipment. Maximum savings with a portable system are achieved by minimizing truck haulage costs. At Sierrita, for example, the yearly estimated operating cost savings for each thousand feet of +10% truck ramp replaced by conveyors is about $1 million per portable crusher. A savings of $30 million could be achieved fora three-portable system overa 10 year period simply by reducing the average truck Iiftto the crusher by 30 m (100 ft), There is also the added capital expense of buying trucks to cover the additional 30 m (100 ft) of lift. Relocation costs are an important consideration in a portable system. Direct costs can become a significant operating expense if frequent relocations are necessary to take full advantage of potential haulage cost savings. A site preparation cost of $375,000, for example, would add an additional operating cost of 2.8¢/t(2.5¢/st) for a system handling 13.6 Mt/a (15 million stpy), assuming one move a year, In addition to the direct cost of site preparation, such as installation of retaining walls, apron feeder slots, and equipment pads, there is the cost of site renovation after abandonment. Indirect relocation costs, while less tangible and more dependent on specific mine design and scheduling, can be of significance. A slowdown in the mining rate or a less efficient mining plan can result from a site not being immediately available for mining after abandonment. Conversely, mining in narrow areas can be adversely affected if two or three month lead times are required for site preparation.

Jan 4, 1983

By Rebecca S. Stanevich

BACKGROUND Diesel exhaust is an animal carcinogen, although evidence of the carcinogenicity in humans is "limited". (World Health Org. , 1989) Of the eight cohort studies in the 19808, five found an increased risk for lung cancer among workers who may have been exposed to diesel exhaust (RR from 1.3-1.5, SMR from 101-132). (Howe, et al., 1983) Only two studies accounted for smoking indirectly. Of the ten case-control studies in the 1980&apos;s, eight reported increased risk of lung cancer among those populations purportedly exposed to diesel exhaust. (Benhamou, et al. , 1988) All but one of these adjusted for smoking and other occupational exposures. The odds ratios ranged from 1.2 to 2.1. In two of these studies, miners experienced a two to three fold risk. (Benhamou, et al., 1988) Bladder cancer has also been linked to diesel exhaust in cohort and case-control studies. Excesses of approximately 50% were observed among truck drivers in studies by NCI. (Hoar, et al., 1985) In the National Bladder Cancer Study, risks for truck drivers rose with duration of employment. A study by NIOSH in Ohio also found an excess of bladder cancer among truck drivers, particularly among those with 20 or more years of employment. (Steenland, et al, 1987) Despite the large number of studies in which the relation between diesel exhaust exposure and lung cancer has been examined, exposure to diesel exhaust has been quantitatively estimated only in the studies of railroad workers and truck drivers. (Woskie, et al., 1988) The excess lung cancer risk experienced by workers in these two occupational groups was modest, ranging from 40 to 90% for those with long-term employment. However, diesel exhaust exposure among railroad workers and truck drivers is lower than that seen among miners. Several markers of diesel exhaust have been utilized in these studies. Diesel exhaust is a complex mixture of particulates, vapors and gases. One group of these gases, the nitrogen oxides, react with polynuclear aromatic hydrocarbons, forming mutagenic and possible carcinogenic nitrated derivatives. (World Health Organization, 1989) For this reason, and because it is easy to measure and analyze, NO, was frequently used as a marker of diesel exhaust exposure. As part of the Garshick (Garshick, et al., 1988) study of railroad workers, Woskie measured NO, exposures of 477 railroad workers. (Woskie, et al., 1988) Geometric mean exposures of 13 job groups ranged from 12 to 80 ppb. In a New Mexico potash mine, (Attfield, et al. , 1982) exposures of from 100 to 3300 ppb nitrogen dioxide

Jan 1, 1992

By John Rushton

Surface mining, from ore extraction to processing, requires many types of equipment to obtain the final product. Mine equipment often includes shovels, drills and haul trucks. Ore processing equipment, including plants, mills and concentrators, are also part of surface mining operations. Surface mining operations emphasize production. Production is where the bills are paid and fortunes are made. However, there must be support to keep the equipment operational. To most production people, equipment maintenance is a necessary evil. Maintenance is not glamorous work. It is often neglected when praise is being passed around. It is easy to recognize higher production, greater capacities, faster cycle times or more loads hauled. But who cares if an engine is replaced in 12 hours instead of 48? The answer is, everyone should - from the hourly miner to the mine manager. Surface mining equipment needs constant maintenance work. It must be lubricated, components replaced, electrical problems repaired and other problems addressed. Repair work for any surface equipment takes time away from production. It costs money. Maintenance costs cannot be avoided. However, they can be minimized. Minewide communication should include operations cooperating with maintenance. Traditionally, operations resist surrendering equipment to maintenance if it can continue to produce. The rationale is, every load that can be hauled today is money in the bank. If the unit is taken down, the money is lost. This thinking is prevalent in many surface mining areas, including the mill. "Not on my shift," the operator thinks. "Let the next crew worry about it. The problem with this thinking is in probability and statistics. The longer equipment goes without maintenance work, the higher the probability of equipment failure. When the failure does occur, it is certain to cause the equipment to remain down longer than if the maintenance department had been allowed to take it down. Many mining operations have closed early in their lives because of poor maintenance practices. This has become the industry standard because substandard levels of performance are acceptable. Management believes it gets five to six hours of work from maintenance people during an eight-hour shift. Actually, the industry average is less than two hours of work per shift. Real productivity levels of less than one hour are not unusual. There are few exceptions. However, a daily work schedule (DWS) will increase productivity at many properties by 50% to 100%. A 200% improvement is not unusual. The DWS will work. Maintenance people are among the most intelligent and motivated people on the property. They deserve the chance to be productive. [ ] In preparing a DWS, management needs to understand two productivity principles - the productivity spread and the real maintenance workday.

Jan 1, 1997

By R. H. King, D. R. Schricker, R. E. Cameron

Mine managers rely on their experience, section foreman&apos;s daily reports and occasional time studies to make important production, maintenance and forecasting decisions. This information is often subjective and imprecise, consumes expensive engineers time, is often biased and is restricted to short time periods. Managers need better information. Furthermore, if a recently purchased machine is being evaluated, a large increase (>10%) in productivity may be obvious, but small increases are usually masked by other variables. In today&apos;s highly competitive markets, cumulative small changes are important, especially since managers have already exhausted most available, obvious avenues of improvement. A technique to separate these charges from effects of other variables and to quantify the target effect is necessary. CSM researchers are addressing this need by developing an intelligent decision support system (IDSS). It provides key production and maintenance information to support management decisions by recognizing patterns in mining machine sensor data and representing knowledge about mine management, operations, layout and equipment. A continuous miner section at Western Fuels-Utah Inc.&apos;s Deserado Mine in Rangely, CO is the test facility for the research. Power transducers located in the sections load center provide kilowatt versus time data from continuous section equipment. The IDSS pattern recognition algorithms classify the kilowatt versus time patterns into individual machine operating modes. It produces an output similar to a typical industrial engineering time study but continuously, automatically and without an engineer in the section. It is relatively easy for a time-study engineer to identify the stop and end points of a cycle element and classify it by looking at the machine and glancing at a stop watch. The problem is that monitoring system hardware and software do not have these unique capabilities. Consequently, IDSS algorithms must automatically define the begin and end points of machine tasks and identify the task by recognizing patterns in kilowatt versus time data. However, many mines have file drawers of time-study type data that are not very useful. So, IDSS contains the knowledge representation subsystem (IDSS/KRS) to produce short reports containing only key information. This is difficult because mine environments continually change and information requirements differ for each management level. Consequently, IDSS/KRS must learn and adapt to new conditions in a dynamic mining environment. Western Fuels-Utah owns and operates the Deserado Mine, located about 19 km (12 miles) northeast of Rangely, CO (Upadhyay, 1988; King and Eros, 1988). One longwall and two continuous miner sections produce about 900 kt (1 million st) of coal annually for the Deseret Generation and Transmission Cooperative&apos;s 4000 MW power plant located near Bonanza, UT. Three mine monitoring systems control the underground mine, the preparation plant and the unit train load out. Pattern recognition IDSS/PRS produces a listing of begin and end times for each machine operating event as shown is Table 1.

Jan 1, 1991

By Vincent R. Bovino

Introduction Only a person fresh from an information vacuum could not know the status of this nation&apos;s economy. The inability of the US to compete in the world marketplace is manifested in many industries, from shoes to computer chips, from cars to copper. What industry will next fall prey to world competition? Perhaps the question should be, what insustry will next fall prey to declining productivity? American industry is being forced into an era where the focus must be on productivity, quality, cost control, and competition in the world marketplace. It is approaching a change that could rival the American Industrial Revolution. The future of the US is bright only if it can increase productivity by trying different and new ways to manage its businesses and people. Unlike the easy successes during the 60s and 70s, success in the decades ahead will depend on an ability to compete in the world market. Any operation can achieve unlimited productivity by developing the resources within its employees. As an industry, mining has harvested the earth&apos;s resources. As an industry in trouble, it now has to learn to tap human resources to release the energy and creativity in each person. Recently, I worked with a mining operation to reopen a mine and implement a different management approach. The extensive changes resulted in a 50% reduction in cash cost of producing silver (from $0.40 to $0.19/g or from $12.50 to $6 per oz). Thus, an unprofitable mine became an attractive business venture without technological changes or significant capital infusion. The operation is union-free, in spite of being in a highly unionized area. The mine implemented a real productivity improvement process called "gain-sharing." Employees now recognize their individual success is tied to the success of the business. They recognize the day of the free lunch is over for mining employees. This paper will explore three areas related to productivity: • some of the unspoken "whys" of the mining industry&apos;s paralysis and how management has caused unproductiveness in mining operations; • major components of a productivity improvement process; and • characteristics common to companies with successful productivity plans. Unspoken whys When things go wrong, everyone tends to point a finger at someone, anyone. This industry has blamed every conceivable person, corporate group, government agency, foreign government, and private group for its failures. The fault finger will not work anymore. Nobody is listening. It is a characteristic of winners in management to assume responsibility for less than acceptable performance. Excellent people tend to blame others less for problems. Everyone involved in mining should shoulder part of the blame for the industry&apos;s illness. Is the problem low prices or our high operating costs? To regain our status in the world marketplace and increase our productivity, we need to painfully and honestly talk about our mistakes.

Jan 3, 1986