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By R. Armstrong

Due to limited available level ground, Nkomati Nickel Mine cut a weathered rock slope at the base of a mountain spur in order to create a platform for construction of the primary crusher plant and run-of-mine stockpiles. As space is limited around the mining area, ore processing at Nkomati is based on a high reliability of flow of material through the crusher plant, with minimal usage of other and larger designed stockpiles. Evidently, any crusher plant shutdown will render the mine as a whole unproductive and put excessive strain on the medium- to long-term large ore stockpiles, the deposition rates for which are restricted by founding material consolidation requirements. At the onset of the 2012 rainy season, movement was identified on the slope monitoring system and cracks developed on the slope. After a minor failure on the crusher slope an assessment of the slope stability was conducted and a slope management plan recommended, which included deployment of real-time monitoring. An evaluation of the conditions leading to instability was conducted and the likely causes for the failure identified. A full evaluation of the slope monitoring, rainfall, and mining conditions was undertaken and movement triggers were determined. This paper describes the events leading to the development of the failure and the evaluation of the monitoring data to determine a management plan for the failure that allowed for minimal shutdowns of the primary crusher.

Jan 1, 2014

Coal mining in the Bulli seam in the Southern Coalfield in New South Wales has experienced the dangers of outbursts of coal and gas. These incidents present a major risk to the safety of mine workers and consequently a threat to the overall viability of the mining operations. Since the occurrence of a major outburst incident in the South Bulli Colliery in 1991 involving three fatalities, the primary contributory factors associated with coal/gas outbursts in the Bulli coal seam have been identified and a strategy for the management of the outburst risk has been formulated by the cooperation of mine operators, mine workers and the Department of Mineral Resources. Utilisation of risk management techniques in combination with modern gas drainage technologies and geological control methods have led to the formation of this effective outburst management plan. Clause 15 of the Coal Mines (Underground) Regulation 1999 in NSW has made it mandatory in an area of outburst to carry out mining in accordance with a code or guidelines developed for mining in outburst prone areas (DMR, 1999). In this paper an outburst management system is discussed which was developed for collieries in the Southern Coalfield that brings together all the available information including past experiences and risk management techniques in a documented form in order to maximise safety of mine workers. It is concluded that since the introduction of the outburst risk management systems in the Southern Coalfield in 1994 considerable reduction in outburst incidences have been experienced.

Jan 1, 2003

By Francesco Chiappalone, Miriam Piemontese, Lance Waddel, Paolo Perazzelli, Emidio Tamburri, Roberto Schuerch

The Three Rivers Protection & Overflow Reduction Tunnel is part of the Long-Term Control Plan of the City of Fort Wayne, Indiana (USA). The 4.9 m internal diameter tunnel, of length approximately 7.5 km, is excavated at a depth of approximately 40–60 m through carbonate rocks using a slurry TBM. Due to the high hydraulic conductivity of the rock mass and the high in-situ ground water pressure (up to 6.5 bar), the management of the water inflow during the TBM advance and standstills, represents the major challenge for the project. This paper outlines the geotechnical conditions and the hazards related to the large water inflows expected in the pre-excavation phase and discusses the experience gained during the construction of the first 8,224 feet (2,507 m), (first third of the total length of the tunnel).

Jun 13, 2021

"Ore deposits containing rare earth elements normally contain small amounts of the radioactive elements thorium (Th) and/or uranium (U). These are the naturally-occurring isotopes U238, U235, and Th232 (and associated decay-series daughter products) that are ubiquitous in nature, and that contribute a small percentage of the natural background radiation exposure encountered by humans. The presence of these radioactive materials in the ore deposit creates potential hazards to human health and the environment that must be dealt with properly in the mining, processing, and refining of the ores, as well as management of waste streams and residues. This paper presents an overview of the environmental and safety issues associated with U and Th, with particular emphasis on rare earth mining, processing, and refining projects; the regulatory approaches followed to ensure that rare earth deposits are developed, operated, closed, and decommissioned safely; and the development of information during the project predevelopment work and permitting processes that feed into the design, operation, and closure of tailings impoundments and milling/separation/refining facilities. Case studies will be presented subject to the availability of relevant public information. INTRODUCTIONNearly all ore deposits containing economically-recoverable rare earth minerals also contain small amounts of the radioactive isotopes for the elements thorium (Th) and/or uranium (U) and their associated radioactive decay products. Therefore, the handling and management of these materials in mining and mineral processing operations must be performed so that workers and the environment are protected from harm from Th and/or U (and their radioactive decay products), just as they must be protected from any other potentially harmful constituents present in the ore or introduced in processing. Examples of these might include ores with high sulfide content, which may pose a risk of acid rock drainage, or chemicals used in ore processing and metals production.The purpose of this paper is to present information on how rare earth mining and processing projects with ores containing Th and/or U can be developed, operated, and decommissioned safely according to applicable regulations intended to protect worker health & safety and the environment.It should be noted that some countries are considering developing Th as a feedstock for producing nuclear energy, which could have some effect on future development of rare earth ore deposits. To avoid confusion, that issue is not discussed in this paper."

Jan 1, 2012

By D. W. Mitchell

Never increase, reduce, or remove ventilation without unquestionable, compelling reasons. This rule applies every day as well as when fighting fire, attempting to find survivors, or recovering the mine. Right now in some mine a miner is adjusting a regulator in one place to get more air into another. The chances are the desired result will be achieved. Has the miner done a good thing? NO! Solving the immediate problem reinforces the belief he or she can do it again. That "again" might be, to give but one of many examples, the explosion in Greenwich No. 1 Mine. Robbing the proverbial Peter can be the prelude to disaster in a mine. Reducing the airflow is a common practice when fighting a mine fire. In fact, some people have been taught to do that at MSHA's academy. People who believe that to be proper must be people who never experienced a fire. To fight most fires you have to scramble to get enough air. An explosion demands totally different "thinking". If people are soon to go into the mine, DON'T adjust the ventilation. If teams are in the mine, each affected area must be explored or sealed before making any ventilation change.

Jan 1, 1993

By David Brown, Glen Hall, Ken DeVos, Frank Barone

Dredging and Flooding was completed on the Falconbridge Limited "New Tailings Area" in the period from 1996 through 1998, as part of their site closure measures. Part of the decision making process and closure planning was water quality prediction, including oxidation and diffusion modelling. The purpose of this modeling was to define the potential water quality that would result during and after dredging. A significant body of research on the geochemistry and oxidation kinetics of this site had been compiled. The results of the modeling provide practical insight on the potential water quality that may be expected. Water quality in the pond has steadily improved since flooding was completed with the exception of short term peaks during spring runoff. Aquatic vegetation is appearing through natural recovery and transplanting of local species, and colonies of minnows are now observed in the ponds.

Jan 1, 2000

By Clark Woodland, William E. Stanley

Mining companies have been required to enter a "new era of management" in the 1980's as they strive to become more efficient in an increasingly competitive market place. One response for many companies has been to modify their mine accounting systems to make them more effective for cost control and decision-making. This paper discusses some of the major issues in developing and implementing a standard costing system as part of improved management reporting and cost control procedures. It describes the key features and benefits of a computerized standard costing system with particular emphasis on budget-setting and variance analysis. It also identifies important factors to be considered in order to achieve successful project planning and Implementation.

Jan 1, 1987

By Steve Karl

Introduction Technological advances in mining and processing have started the domestic mining and mineral industry back on the road to competitiveness. A massive trade deficit, however, coupled with foreign competition and more government regulations threaten to slow this recovery. So say mining executives in Colorado and Minnesota. These industry decision-makers agree that their challenge is to continue the technical innovations of their industry. The journey back to profitability and competitiveness means improved products, they say, but at lower production costs. At separate gatherings in January, officials in both states said that they believe their industry is up to the challenge. Worker attitudes will have to change, they understand, and management styles will need adjusting. And, while they are willing to make the necessary adjustments, they are going to need some help. Or, at the very least, less interference from the federal government. Foreign markets, all but closed to American products, must be opened up on a reciprocal basis. The nation's $170 billion trade deficit is a priority item that can no longer be ignored. And, closer to home, federal and state environmental regulations concerning mineral production must themselves be monitored. 1987 in Colorado While Colorado's service and trade industries should have a fairly good 1987, the state's mining industry can expect another disappointing year filled with layoffs and declining profits, according to the Colorado Mining Association. Once again, foreign competition and government regulations are seen as the main reasons for the mineral industry's woes. And state mining officials see little relief until at least the 1990s. Speaking to a group of reporters at its annual press briefing in Denver, CMA officials said Colorado's overall nonfuel mineral production is expected to fluctuate between a flat and declining growth trend. Mining employment in the state is expected to fall by 400 people this year, to about 7500. In 1981, Colorado mines employed as many as 17,800 people. During the 1970s and early 1980s, the employment rate in mining in the state grew by 12% annually, according to a summary report compiled by the CMA. Last year, worldwide molybdenum production continued to exceed demand US moly producers, therefore, were forced to continue their familiar path of production cutbacks, as well as workforce reductions. And some molybdenum mines in the US closed altogether, the CMA report stated. In Colorado, Amax's Climax and Henderson molybdenum mines operated at about 50% of combined capacity. Climax employed about 200 people at the beginning of 1987, producing about 5.4 kt/d (6000 stpd) or ore. Henderson employed about 700 people, producing about 24.5 kt/d (27,000 stpd) of ore. In coal, the number of licensed coal mines in Colorado has declined from 124 in 1960 to 43 in 1986, of which only 23 were producing. Once a stable source of employment and production, the metallurgical coal industry in the state has only one surviving metallurgical coal mine, Mid-Continent's Orchard Valley mine. High production and transportation costs, weakness in the US steel industry, and a weak market position have contributed to the decline, the summary reported. "The challenge facing most mining companies in the United States today is to survive," said

Jan 3, 1987

By Tim Mann

"Like other operating mine sites, Placer Dome Inc. - Campbell Mine has taken important steps over the last few years to address environmental issues.This paper will provide specific insights into the implementation of an environmental management system at Campbell. In particular, it will focus on how Campbell developed its plan of action; the lessons that have been learned; the over-all steps that are being taken to enhance environmental stewardship and effectively manage relationships with key stakeholders.IntroductionThe development of an Environmental Management System at Campbell Mine has been part of a general development in management practices which has taken place at the mine during 1990. This paper will discuss the components of the management system in the topic areas of: direction setting; environmental organization; issue assessment; emergency response plan; training ; monitoring/verification; reporting and data management; and relationship management.Although this paper focuses on environmental management systems, the development of this system has partly been a function of responses to other issues which have been addressed concurrently with environmental concerns. These other issues include development of operations management, human resources practices, and safety management practices at the mine. As the Environmental Management System developed, various stakeholders associated with local environmental concerns were identified. This group of stakeholders include the local community; municipal, provincial and federal governments; government agencies; Campbell employees; and the Placer Dome Inc. Corporation."

Jan 1, 1991

It is no longer adequate in running mines and quarries to simply select the best equipment. Today's competitive international commodity markets demand superior efficiency. This requires efficient production and commercial processes together with systematic involvement of people in continuous improvement of processes. True Total Quality of Management (True TQM) principles provide an operating philosophy for maximising productivity and minimising unit costs of output. Unfortunately, even though these principles are proven in all industry sectors worldwide, they have not always been used correctly. This paper describes basic methodology for correct use of these principles to successfully improve the productivity of rock breakage production processes.

Jan 1, 1995

Currently all engineering schools face a common problem, an ever expanding technological base which must be presented to students within a fixed time period. Traditionally the programmes of study taken by engineering students destined for employment within the mineral industry include formal instruction in aspects of management to an extent greater than that presented in other engineering disciplines. Providing an adequate coverage of an expanding technological base within a fixed time span can lead to a reduction in the time available for 'non-technical' subjects, such as 'management'. This situation calls for periodic review of course contents and allocations of time. Following consultation with an Advisory Committee representing the mineral industry, mining research establishments, and kindred teaching institutions, the University of Melbourne has revised its mining programme. This programme is offered as an example of how aspects of management such as communications, economics, labor

Jan 1, 1980

By Alan R. Gadberry

To resolve drilling and blasting problems, rather than treating symptoms and allowing problems to grow, the mine operator needs to change the way he operates. When a mine operator discovers a drilling and blasting result that he doesn't like, it is easy for him to think of that disappointing result as a problem. More often than not, however, that result is only a symptom of a problem, and the real, underlying problem cause can be seen when the operator looks in the mirror. Symptoms and problems relating to drilling and blasting are resolved when the mine operator makes appropriate changes in the way he manages his operations.

Jan 1, 1985

By M. J. deBastiani

The uranium producing division of Denison Mines Limited operates a 6,000-ton-per-day integrated mining unit in the Algoma area of Ontario. The property is located approximately one and one-half miles from Highway I 08, eight miles north of the town of Elliot Lake. The property was staked in 1953, diamond-drilled in ?late 1954 and 1955, and put into production in 1957. Since that date, the operation has produced $250,000,000 worth of uranium oxide from approximately 11,000,000 tons of ore milled, and paid $18,000,000 in dividends to its shareholders. The operation employs about I000 people, and monthly operating costs are approximately one million dollars. From these figures alone, it is obvious that it was necessary to develop and institute an adequate set ?of controls for effective management at all levels of supervision over a period of four years, a system of production and cost control was developed that enables us to effectively measure the pulse of the various phases of the operation at any given time.

Jan 1, 1963

By R. L. Hills

America's industry uses about 44% of the total energy consumed by the nation directly as fuel burned in industrial plants or indirectly as fuel burned by utilities to provide electric power. In addition, industry requires raw materials or feed stocks derived from fuel sources or having fuel value. This represents about 11% of total U. S. energy consumption, bringing industry's portion to about 55%. Adding that portion of energy consumption required by the transportation sector to move raw materials, intermediates, and finished products, the total energy impact of industry approaches 213 of total U. S. consumption. It is obvious that American industry has the largest share in the task of balancing energy demand and supply. What are we going to do? -- We must increase the supply of energy and increase the beneficial results obtained from each unit expended. Both avenues, unfortunately, are limited in extent and speed. Increases in supply cannot occur without drastic and permanent increases in cost. These increases in cost are un- desirable and inflationary but do provide incentive for the rational businessman to expend the effort and money required to improve the effectiveness of energy in industry.

Jan 1, 1975

By Paul D. Tomlingson

The difficult and often harsh working environment of the mining industry can stress both personnel and equipment to the extreme. Often, the unintended consequences of this environment lead to confrontations between departments, as each goes about its tasks of mining, maintaining or supporting these activities. On occasion, the confrontations may result in criticism of other departments for perceived or real sins or omissions. The offended department may not be able to change the circumstances, but can only complain while frustration persists. The most effective solutions are the actions of the mine manager. By establishing mutually supporting roles of each department and specifying conditions for the interactive conduct of maintenance, the mine manager can better assure that the inherent problems of the mining environment are neutralized.

Jan 1, 2011

By John MacDonald

An unstable economy has shown businesses what the mining industry has known for decades ? a successful business location today may not succeed in the future. Unexpected expenses, natural events and workforce changes have a big impact on the costs of production. To help focus production and maintenance budgets, mining executives are increasingly turning to production metrics to make key decisions. Role of mine and mill data Companies employ a variety of information systems to allow employees to accomplish their operational tasks, and each worker is focused on the metrics, or key performance indicators (KPI), for his or her individual function. For example, machine operators monitor throughput and cycle time to keep the machines running continuously and to meet daily production quotas. Meanwhile, the maintenance teams monitor machine performance, overall equipment effectiveness (OEE) and meantime between failure to predict and help prevent downtime.

Jan 1, 2013

By L. R. Stace

Arguably, one of the most significant technological breakthroughs that had been experienced during the period when British Coal was the major coalmine operating company in the UK, the use of rockbolts as principal support in underground roadways brought with it the need to re-assess the technical knowledge, management controls and legislative frameworks associated with the support of mine workings. Following a major roof fall in a roadway supported principally using rockbolts in which fatalities occurred, the process of the design of rockbolted support and the systems and procedures that had been put in place to control its use in the UK were further reviewed. The paper discusses the outcome of these reviews, and how the incident initiated a major new interest in strata control research in the UK against the background of the fragmentation of the ownership of the mines following the sale of the former British Coal assets at the end of 1994, together with the proposed introduction of new strata control legislation in 1996.

Jan 1, 1996

By M. Ruel

In today's highly competitive worldwide market, it is becoming extremely important for managers to make sure that all resources are used where needed the most. That way, all resources are generating added value, process control equipments are maintained in an optimal state for best performance, and final product is produced at least cost. Performance monitoring is the only way to ensure that everyone is working on top priorities toward the same goal. How can we add value to these warehouses of data? The data is there and the information is hidden; it is just waiting to be extracted. A process performance monitoring system is able to determine if a loop, a system, a unit, or a plant meets the expected performances. The system prioritizes the areas that need attention. It also provides historical reports of the plant status by areas, by loops, and by identified problems. This information is provided to different categories of users in an appropriate format for each one. The system also includes diagnostics and tools to detect and analyze problems.

Jan 1, 2007

By E Selvapandian, R Barr

Arrium (previously OneSteel) initiated a desktop study into the performance of its hematite ore beneficiation plant in early 2010. The beneficiation plant utilises jig concentrators and spirals to upgrade low-grade hematite recovered during mining at the Iron Duke (ID) mine site located 60 km south-west of Whyalla. The study, conducted in conjunction with Mineral Technologies, identified a number of opportunities for improvement, which were validated by a series of sampling campaigns and a pilot plant trial. One of the major recommendations was to upgrade the ultra-fines processing circuit from a single-stage spiral circuit to a three-stage circuit. The upgrade of the ultra-fines circuit was estimated to provide a significant increase in fines production and grade.In order to capitalise on the strong iron price at the time of the project, Arrium decided to utilise a fast-tracked approach to design, construct and commission the processing equipment required to achieve the improvements identified. This decision introduced the risk of missing critical steps in the project development process, which could have potentially resulted in major issues in latter stages of the project. In addition to the challenges introduced due to the expedited time line for project completion, this project presented unique challenges due to its brownfield nature. One such challenge faced was the integration of the new equipment and control system software.Furthermore, the importance of the ID ore beneficiation plant (OBP) contribution to the companyÆs export commitments meant the upgrade work had to occur while minimising disruption to normal operation. This decision presented a set of new challenges to an already complex project. One such challenge was the need to build and commission the new spiral circuit in isolation from the operating plant.The aim of this paper will be to highlight some of the challenges faced in a complex brownfield project such as the ID OBP upgrade and discuss how they were managed to enable the successful commissioning of the process in early 2012.CITATION:Selvapandian E and Barr, R, 2013. Managing challenges faced in the brownfield commissioning of an ultra-fine hematite processing circuit at ArriumÆs Iron Duke ore beneficiation plant, in Proceedings Iron Ore 2013 , pp 533-538 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 12, 2013

By John Campbell, William Trahant

"Total Quality Management (TQM) is becoming a reality in the mining industry. Widely adopted in the manufacturing and services industries, TQM has become the operating style of choice in numerous mining companies across the Americas and Australia. Iron Ore Company of Canada, Inco, MSA, Graniterock, Magma Copper, and CRA's Hamersly Iron - all are pioneers of TQM. These companies and others are confronting the challenges of implementing TQM and are managing the changes required of their people and cultures. What these companies are doing, why they are doing it, and how they are successfully managing the changes are the subjects of this paper.Driving the need for change in these organizations are a host of issues, some of which all mining companies are facing. Requirements from customers for ISO 9000 certification is becoming one of the initial motivators for Total Quality Management. These standards, commonly used in manufacturing throughout the European Community (EC), emphasize quality in the processes that create outputs, instead of just the outputs themselves. Iron Ore Company of Canada, for instance, responding to the requirement of one of its customers, British Steel, has become one of the first mining companies to meet the quality standard. Suppliers who meet the standards are highly desirable to customers who are themselves operating under the ISO or their national quality guidelines."

Jan 1, 1995