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By Grey CA

Any economic evaluation of a lead-zinc mining project requires the estimation of net revenue per tonne of concentrate at the "mine gate". The value at the mine gate equals the Net Smelter Return minus all realisation costs. The paper develops a simple predictive model for Net Smelter Return based on metal prices.

Jan 1, 1990

By C. J. Boreiko

Traditional patterns of lead and zinc utilization are being evaluated in accordance with new paradigms that seek to ensure the long-term compatibility of global industrial activity with precepts of sustainable development and sustainable consumption. As a consequence, both industry sectors are experiencing intense scrutiny from the international community, and numerous regulatory options are being considered that may impact upon international industry practice. This paper reviews the growing expectations being placed upon industry, and highlights some of the common regulatory concerns being expressed regarding both metals despite their differing toxicological profiles.

Jan 1, 2000

By M. J. Fairweather, Keith Lee, Naseem Mian

"The initial metallurgical response of the lead flotation circuit at Cominco Alaska's Red Dog Mine was substantially below feasibility expectations. A program of diagnostic mineralogical analysis pointed the way to a number of process improvements, including simplification of the flow sheet and installation of a large flotation column as a lead cleaner. A diagnostic mineralogical analysis of the improved circuit shows that inadvertent activation of both sphalerite and pyrite has been substantially reduced, resulting in significant improvements in metallurgical performance. Directions for further improvements to the circuit performance are suggested by the recent analysis.IntroductionRed Dog is a high-grade, sedimentary exhalative (sedex) deposit with relatively simple mineralogy. The primary non-sulphide gangue minerals are quartz and barite, with minor barium carbonate (witherite). The iron sulphate minerals, siderotil, rosenite and copiapite occur variably throughout the deposit. Mineral texture is variable ranging from liberated sphalerite grains visible to the naked eye to intergrowths, particularly between sphalerite and galena, to less than ten microns. Both pyrite and marcasite are present. To date no enhanced reactivity of marcasite has been observed. For this discussion, ""pyrite"" will be used to refer to both iron sulphide minerals. In common with other sedex deposits, Red Dog contains organic and sulphur impurities."

Jan 1, 1997

By I Halikia, T Lilis

Lead smelter slags, produced during the last century in quantities ofmillions of tonnes at Lavrion, Greece, have recently been used in theconstruction of Lavrion harbour. In order to evaluate the geochemicalstability of slags and assess their environmental impact on the aquatic environment, a detailed study on lead leachability under conditions that simulate subsea environments was carried out. Leaching experiments using magnesium chloride solutions under mild temperature conditions were conducted and the effect of main parameters on lead solubility was examined. Furthermore, kinetic analysis on the experimental results was performed. Based on the results, lead dissolution increases by increasing the reaction time, magnesium chloride concentration in the bulk solution and temperature, whereas it decreases by increasing the slags particle size. The reaction order was found to be approximately 0.5 at the initial extraction stages and the activation energy value from the Arrhenius plot was estimated to 29.8 KJ/mole. Diagnostic equations applied to all the experimental data reveal that lead dissolution is mainly controlled by diffusion through the ferrosilicate matrix of the slag particles, which is in accordance with the low activation energy value. The JanderÆs diffusion equation [1-(1-a)1/3]2=kt was proposed as the equation representing the reaction of lead dissolution from slags using magnesium chloride solutions.

Jan 1, 1999

By J. Goyman, K. R. Rawling

"1.1 Location and Transportation ServicesNanisivik Mines Ltd. is located at latitude 73°, 3,200 km north of Montreal and 700 km north of the Arctic circle, on the south side of Strathcona Sound, which is an arm of Admiralty Inlet, in Northern Baffin Island. The orebody and mill site are 4 km distant from Strathcona Sound which provides deep water anchorage for ocean transportation of concentrate to Europe during the short northern shipping season from mid-July to mid-October.The operations and the resident community have direct jet aircraft service from Montreal two days per week, and local nights connect with other Arctic communities in the northern Baffin region. Bulk supplies and general cargo are delivered in the summer shipping season.1.2 HistoryThe Texas Gulf Sulphur Company, now Kidd Creek Mines Limited, staked claims in the Nanisivik area in 1957 and carried out exploration through to 1968. After the Kidd Creek orebody was found, Texas Gulf optioned the property in 1972 to Mineral Resources International Inc. (MRI), which undertook further exploration and completed a feasibility study.Nanisivik Mines Ltd. was formed in 1975, with MRI as the majority shareholder and minority shareholdings held by Metallgesellschaft, Billiton and Texas Gulf. Strathcona Mineral Services Limited was retained to manage the project during both the construction and operational phases."

Jan 1, 1984

Lead isotope measurements indicate that lead from the A.B.H. Consols mine and two transgressive veins in Browne's shaft is "Thackaringa" type and not "Broken Hill" type.

Jan 1, 1970

By Walters GW

A countercurrent method of metal refining using crystallization and reflux is discussed. 4n account is given of the development of this technique for the separation of silver and bismuth from lead using bench-scale studies to the present small pilot-plant unit (around one tonne per day) in the "Commonwealth Scientific and Industrial Research Organization (CSIRO)" Division of Chemical Engineering.

Jan 1, 1975

Lead Removal from Contaminated Soils with Chelating Agents

Sep 13, 2010

By Clift N

Lead concentrate from the Isa and Hilton lead-zinc concentrators of Mount lsa Mines Limited is smelted at Mount Isa to produce a lead-silver bullion. This bullion is cast into four tonne blocks and shipped to Britannia Refined Metals Co Ltd, NorthDeet, England and to plants in Asia for refining and marketing. The traditional treatment stages at Mount lsa are sintering, smelting, and drossing and casting, with some of the sinter plant feed being pre-treated through an Isasmelt plant.A commercial scale lsasmelt based lead smelter was commissioned in early 1991.

Jan 1, 1993

By Hughes J. C

THE smelting plant consists of five large furnaces operating in the treatment of current flintered material, and one small furnace operating periodically in the treatment of copper dross and antimonial slag produced in the lead-refining process.he following table supplies the leading dimensions and details of the large furnaces:-(a) Crucible - Dimensions 17 ft. 2 in. long x 4 ft. wide x 2 ft. 3 in deep. Capacity - 30 tons lead. Class of lining - firebrick. No. firebricks required - 3000.(b) Crucible Tank - Dimensions 20 ft. 6in. long x 10 it. 6 in. Wide x 4 ft. 3 in. deep. Material - 1/2 in. mild steel.(0) Jackets - Dimensions 6 ft. long x 19 in. wide x 6in. thick. Material - Cast-iron. Average life - 2 years. Number per side - 11, with 13-in. bosh. Number per end - 3, with 9-in. bosh.

Jan 1, 1922

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

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

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

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 B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002

Lean Iron Ore Beneficiation in India

Sep 13, 2010

By Barrie Robb

Outline 1. Mackenzie Aboriginal Corporation (MAC) 2. ACR background 3. ?Learning from Experience? project - What - Why - lessons 3. How Industry could contribute to sustainable Aboriginal communities 4. Concluding words What is the Mackenzie Aboriginal Corporation (MAC)? ? Aboriginal owned ? Established construction capabilities ? Commitment to development of northern resources ? Partners have extensive experience

May 1, 2008

With mining development on hold and other underground works in a slowdown, the develop- ment of nuclear waste repositories takes center stage on the American rock engineering scene. Three repositories for commercial spent fuel -- in salt, tuff, and basalt -- are in the phase of site characterization and conceptual design, and one pilot project for defense high-level waste in salt is under construction. A repository design for crystal line rock has recently been postponed. Because of strict quality assurance requirements throughout design and construc- tion, and because of the need to predict and ascertain in advance the satisfactory perfor- mance of the underground openings, much intellectual energy has been expended to analyze underground openings in the unusual circumstances of the repository environment. In the long term, these efforts will lead to an improved understanding of rock behavior and improved methods of underground analysis and design. For the shorter term, a formalized ground control plan was developed, the princi- ples of which may be applied to other types of projects. This paper summarizes the status of underground design and construction for nuclear waste repositories and presents some details of the ground control plan and its individual elements.

Jan 1, 1987