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By Mauri Kauppi, Pekka Niemelä

World HCFeCr production is 6.0 million tonnes. Correspondingly 1.1-1.6 t slag / t FeCr is produced depending on the raw material basis. Essentially all FeCr is produced in submerged arc furnaces, while the role of competitive technologies like DC is limited. In all furnaces fluxes are used to optimize the slag composition. Vital characteristics are smelting point, electric conductivity and viscosity. The main components of FeCr slag are SiO2, Al2O3 and MgO. Additionally it consists of Cr-, Fe-oxides and CaO. Granulated slag and/or classified slag products are produced depending on the production process. The slag products are mainly marketed in road and civil construction purposes but also in producing refractories. Normally crushed and screened slags are produced simultaneously when recovering alloy. The leachate of slag products is low and performance results are excellent. Slag products successfully replace natural sand and macadam. Generation of waste is essentially reduced. Producing and using slag products are described as BAT-technology and it is an essential environmental aspect. Outokumpu Tornio Works produces 320 000 t FeCr-slag/a. This paper deals with formation of slag in smelting process, its chemical composition, physical and structural characteristics, utilization and product specifications as well as environmental aspects. The slag products are standardized and CE marked. Additionally the role of slag in smelting and alloy recovery is reviewed in this paper.

Jan 1, 2007

By V. Kecojevic

The objective of this research was to establish the relationship between production, consumption and energy cost in the surface mining of bituminous coal. Specific energy sources such as diesel, gasoline, electricity, explosives and bituminous coal were considered in this study. Gain in net energy, proportion of the cost of energy consumption and total energy cost relative to total revenue of extracted coal were determined, and a new energy efficiency index and a new energy-cost ratio were established. A case study on an operating surface coal mine was carried out to demonstrate the application of the newly developed method. The results of this study can be used by the mine operators in establishing strategies for the optimization of energy production and consumption, and for reducing the cost of bituminous coal extraction.

Jan 1, 2014

By José E. Rondoña

El presente trabajo desarrolla un estudio comparativo de la producción de dos tipos de hornos usados en la fundición de cátodos de zinc en la planta de La Oroya, para asi determinar cúal es el equipo más idóneo para futuras expansiones del proyecto. De los puntos comparativos se encontró que el horno SICE desarrolla más productividad de personal en operaciones, así como en el rendimiento de la energía eléctrica. Mientras que respecto de las consecuencias de las filtraciones del metal, se encontró que el horno Ajax es el más adecuado, dado que la producción de barras se afecta solo en la producción que el horno afectado representa en la instalación total. Por ende, es conveniente el uso de dos hornos SICE tamaño mediano dada la capacidad y productividad de esta.

Nov 20, 1967

By H. Michael Breza

Texasgulf Inc. installed bucketwheel excavators and overland conveyor sysems at its Aurora, NC phosphate mine o increase the productivity and flexibilty of the surface mining operation. This ;ystem has significantly improved overrall. Its flexibility is evidenced by adapation to operation requirements, such is mining area moves, movement of xcavated overburden to designated ites, selective handling of overburden, poll placement contouring, and proiding an environmentally sound and afe operation. The system's productiv:y is evidenced by case studies relating. overall production, excavation rates nd cost-effectiveness. There are many competing alternaves available for excavating uncon)lidated overburden: truck-shovel, raglines, dredges and bucket wheel ticavators. These alternatives also may used in tandem to recover reserves icated at greater depths.

Jan 1, 1993

By D. R. Gagnon

Mining companies are continually looking for product-ivity and efficiency improvements with their equipment to reduce operating costs. This paper will review the results of a productivity analysis conducted at the Luscar Ltd. Boundary Dam and Bienfait mines near Estevan, Saskatchewan using a Computer-Aided Earthmoving System (CAES) installed on a track-type dozer. The CAES TTT system is a Global Positioning System that provides the operator with constant survey guidance. The study includes a productivity comparison between two similar test sites, one with the aid of the CAES system and the other, without. The CAES TTT system shows a productivity improvement of between 20 and 35% in the reclamation slope leveling application. Even with the CAES TTT system deactivated, some of the advanced features of the system were used to: retain terrain data for volume calculations; track the equipment position; and, accurately record and separate idle time from working time.

Jan 1, 2002

By Kevin Whipkey

How is Improvement Being Achieved ? Section Equipment ?Mine Layout/Projections ? Work Schedule ? Maintenance ? Management

Jan 1, 2005

The history of mining is rightly proud of its achievements in improving productivity and cost improvements over the years. No matter what measure is used, tonnes per manhour, cost per tonne, etc vast improvements have been made over the last hundred years. In fact over the last ten years in Australian coal mines raw coal output per employee has increased by 60 per cent. When one examines why these improvements have taken place the principal reasons have been technological advancement in mining equipment, excavator and dump truck capacity increases, longwall and continuous miners continually improving in reliability and size. Of course all these improvements are correlated to an increase in capital cost. Even with the above-mentioned advances the pressure for increased performance is as strong as ever. The international mining and mineral-processing sector is currently operating in a recessive market with some traditional commodities, eg gold trading at 20 year lows. During recessive times senior management will demand greater returns on capital employed: the obvious choices being reducing costs or increasing throughput. In addition, head office environments will often place a capital freeze on operational management so the opportunity to take advantage of technological change is not available. The challenge is, therefore, to increase throughput and cut costs without the need for capital. The answer is to optimise the existing labour and plant. If done systematically a result in productivity improvement, in our experience, as high as 45 per cent can be achieved with the average across South East Asia and Australasia being 21 - 23 per cent. The intention of this paper is to present a systematic approach to labour and machine utilisation thereby gaining the greatest possible return on the existing capital base.

Jan 1, 1999

By Thomas Prietl

The use of gas stirring systems through the furnace bottom is common for anode and holding furnaces in the copper industry The first implementation of a gas stirring COP KIN® system in a Peirce-Smith converter was performed at the New Boliden smelter, Rönnskar, Sweden. In addition to other benefits, a decrease in process time and a decrease of the oxygen content in the blister copper were observed. To determine the effects of the gas stirring system and the process endpoint, an optical production control ?Semtech OPC system? was used. The light emission of the converter flame as an optical process parameter provides qualitative on-line process information, and is also used for endpoint determination of the slag making process, on-line control of iron content in white metal, quality control of slag etc. The results, benefits and risks of using the COP KIN® and OPC system for a Peirce-Smith converter are reported.

Jan 1, 2005

By D Chalmers, C R. Ward, B B. Beamish

Coal workers’ pneumoconiosis (CWP) has re-emerged as a major concern in the Australian coal mining industry. Harmful effects from coal dust inhalation have been well documented, but the underlying causes and mechanisms of CWP are still debatable. Research conducted in the USA has proposed a plausible link between the presence of pyrite in coal and the prevalence of CWP. Reactive pyrite in coal oxidises under ambient mine conditions to produce various iron sulfate minerals such as melanterite, rozenite, roemerite and szomolnokite. Rapid reaction rates are promoted by the form (size and morphology) of the reactive pyrite present, which provides both increased surface area and increased porosity for easy air access to reaction sites. The products formed from reactive pyrite oxidation are often needle-like crystals with thicknesses in the order of 1–2 µm (eg melanterite and rozenite) and prismatic crystals with thicknesses less than 5 µm (eg roemerite) have been recorded. The densities of these minerals are significantly less than quartz, which makes them prone to becoming airborne with the normal coal dust. In fact, the mix of these mineral salts is commonly referred to as ‘fairy dust’ by mine workers due to the way they can become entrained and sparkle in the mine ventilation air, particularly if they occur in the upper part of a seam that is forming a coal roof. Examples are presented of the various products of reactive pyrite oxidation found in three Australian coal samples, which provide evidence of the physical and chemical mechanisms that would support the USA findings, particularly in terms of a source of bioavailable iron leading to increased inflammatory stress response.CITATION:Beamish, B B, Ward, C R and Chalmers, D, 2017. Products of reactive pyrite oxidation in the mine environment – implications for coal workers’ pneumoconiosis, in Proceedings Australian Mine Vent Conference 2017, pp 87–92 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 28, 2017

Jan 1, 1987

[I-Institute of Metals Division PAUL D. MERICA, Chairman ZAY JEFFRIES, Vice-chairman W. M. CORSE, Secretary General Committee ROBERT J. ANDERSON H. C. JENNISON L. W. SPRING WILLIAN K. FRANK DAVID LEVINGER R. L. SUHL J. R. FREEMAN, JR. PAUL McKINNEY R. F. WOOD]

Jan 1, 1928

[Chairman ZAY JEFFRIES, Vice-chairman S. SKOWRONSKI, Chairman WILLIAM M, CORSE, Secretary Executive Committee J. R. FREEMAN, JR., Local Section G. E. JOHNSON R. S. ARCHER, Non-ferrous Data Sheets P. D. MERICA EDGAR C. BAIN, Journal Committee L. W. SPRING SAM TOUR, Papers Committee F. L. WOLF H. C. JENNISON, Membership Committee Local Section Committee J. R. FREEMAN, JR., Chairman R. J. ANDERSON, Cincinnati R L. DOWDELL, Minneapolis R. S. WILLIAMS, Boston G. H. CLAMER, Philadelphia W. A. SCHEUCH, Chicago R. F, Woon, New York Papers Committee S. SKOWRONSKI, Chairman F. H. DIx, JR.-Aluminum E. R. DARBY-Bronze C. S. WITH ERELL-Copper H. A. BEDWORTH-Brass W. K. FRANK-BRONZE F. W. HARRIS-Copper R. L. SUHL-Nickel H. M. ST. JOHN--Foundry Metallurgy R. S. DEAN-Theoretical Metallurgy]

Jan 1, 1928

CYRIL STANLEY SMITH, Chairman CARL E. SWARTZ, Past-Chairman ARTHUR PHILLIPS, Vice-Chairman E. E. SCHUMACHER, Vice-Chairman H. A. MALONEY, Treasurer FRANK. T. SISCO, Secretary 9 West 39th Street, New York, N. 1. Executive Committee 1944 1945 WILLIAM C. ELLIS C. S. BARRETT ALAN MORRIS T. A. WRIGHT KENT R. VAN HORN L. L. WYMAN

Jan 1, 1943

ARTHUR PHILLIPS, Chairman C. S. SMITH, Past-Chairman L. W. KEMPF. Vice-Chairman. E. E. SCHUMACHER, Vice-Chairman H. A. MALONEY, Treasurer FRANK T. SISCO, Secretary °9 West 39th Street, New York 1S, N. Y. Executive Committee 1945 1946 S. BARRETT H. L. BURGHOFF T. A. WRIGHT GERALD EDMUNDS L. L. W MAN A. A. SMITH, JR.

Jan 1, 1944

J. L. CHRISTIE, Chairman T. S. FULLER, Past-chairman W. M. PEIRCE, Vice-chairman W. A. SCHEUCH, Vice-chairman E. M. WISE, Secretary International Nickel Co., Bayonne, N. J. W. M. CORSE, Treasurer Executive Committee H. A. BEDWORTH G. O. HIERS D. K. CRAMPTON R. H. LEACH E. H. DIX, JR. R. F. MEHL J. A. GANN J. WALTER SCOTT' JEROME STRAUSS Finance Committee T. S. FULLER, Chairman W. M. CORSE H. S. RAWDON C. H. MATHEWSON SAM TOUR

Jan 1, 1934

A key issue in maintaining the mining industryÆs social contract to access community-owned resources, is the need to be able to demonstrate professional management of resource extraction and the risk associated with mining hazards. Significant failures such as disease relating to coal dust and asbestos and mine disasters such as Moura, Appin and Gretley have resulted in judicial and legislative interventions that respond to the community outcry but do not necessarily effectively manage the longer term risk in a sector driven by new technology. With the implementation of recent amendments to the Queensland Professional Engineers Act, senior engineers in all industries including the mining industry are required to be registered and to demonstrate that they have æmaintained competency in the practice of engineering in the area of engineering for which the (engineer) is ... registeredÆ. This may be facilitated through a report produced by an æAssessing EntityÆ. These entities are approved by the Minister on advice from the Board of Professional Engineers, Queensland. Engineers Australia and The Australasian Institute of Mining and Metallurgy (The AusIMM) are the two professional bodies approved as æassessing entitiesÆ charged with facilitating successful implementation of the process established by the legislation. The scope of the legislation covers engineering enterprises in Queensland and engineering activities elsewhere that may have been designed in Queensland. There is currently a challenge to determine what the necessary health and safety competencies for the mining industry are and how the maintenance of these competencies will be assessed. The different approaches taken by the two assessing entities are compared and contrasted. At the legislative level, establishing an obligation to assess professional competency is simple, but at the level of the profession, it is new ground that warrants a substantial research and development input. The challenge is to develop criteria by which the quality of such system can be assessed. The comparison is made by considering such issues as equity, effectiveness, efficiency, objectiveness and transparency. These five indicators are considered in terms of how they are applied in other sectors and how they might be applied in the mining sector.

Jan 1, 2009

The theme of this Conference is 'The Future of Mining in New Zealand' to be addressed at a time of deepening economic concern. To ensure the assessment and development of our mineral resources in a competitive, safe and environmentally acceptable way a modest supply of a rare commodity û the professional mining engineer û must be assured. This paper briefly' reviews the history of mining education in New Zealand, discusses relevant overseas academic concerns and actions and discusses recent local trends which have led to a most serious recruitment position in the Department of Mining Engineering at the University of Auckland. Conclusions are drawn and proposals made which may remedy this situation which could have serious economic and sociological consequences for New Zealand.

Jan 1, 1991

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

[JAMES A. BARR Consulting Engineer Mt. Pleasant, Tennessee Washington) D.C. BEHRE DOLBEAR & COMPANY Consulting Mining Engineers and Geologists 11 Broadway New York 4, N. Y. BLANDFORD C. BURGESS Registered Professional Engineer Mining Consultant Monticello, Georgia GLENVILLE A. COLLINS Mining Engineer Uranium examinations Cable "Coins" 210 La Arcada Bldg. Santa Barbara, Calif. COWIN & CO. Mining Engineers and Contractors Consulting Shaft & Slope Sinking Appraisal Mine Development Reports Mine Plant Construction I- 18th St. S. W. B'ham, Ala., Phone 56-5566]

Jan 1, 1952

By Mark William Withey

"Blasting safety in surface mining is a necessary industrial goal. Proper techniques and disciplinesexercised during the blasting process enhance the probability of achieving that goal.The blasting process is generally a series of repetitive steps performed by all blasting technicians.Because habits formed during this process influence safety, production and cost, proper habitsbecome compulsory."

Jan 1, 1995