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By Gresham J. J

The rapid and successful development by Western Mining Corporation Limited (WMC) of a gold mining industry based on the deposits of the Kambalda-St Ives group, was the final chapter in a story that started some 85 years earlier. Although the exploration work that led to the development of the current mining operation took place in the 1970s and 1980s, the successes had their roots in the 1890s and it took three gold rushes, and separate uranium and nickel exploration booms to make the discoveries Possible.

Jan 1, 1991

Blasthole cone samples are used for grade control in most of the iron ore mines of the Pilbara of Western Australia. This method of sampling is straightforward when the target sampling interval matches the mining bench height but is problematic when the blasted bench is 'flitch' mined in two or more passes. Crucially, the sampler needs to decide which part of the blast cone represents the upper and lower flitches to be mined. This sampling selection decision is usually made by assuming a certain proportion represents the subdrill component of a sampling face in a blasthole cone and the two flitches are split equally from the remaining portion. In this study of a West Australian channel iron deposit, sampling experiments were carried out to determine the actual proportions of a sampling face in a blasthole cone by spray painting the blast cones at flitch and subdrill boundaries during the drilling process. Measurements were then taken to assess the differences between assumed sampling face proportions and actual proportions. A set of paired samples was also collected from a number of blastholes with one set using the assumed proportions of each flitch for each sample, while the other set sampled the actual proportions, which were identified from the cone painting process.

Mar 1, 2010

By Graham J

The successful processing of arsenopyritic ores is difficult and will be facilitated by a better understanding of the mineralogy of gold within arsenopyrite and the type of arsenopyrite in which gold is taken up. Solid solution gold in arsenopyrite is now well documented, and is a significant cause of refractory behaviour in gold processing. Investigations of the crystal structure and stoichiometry of arsenopyrite by X-ray diffraction, electron microprobe analysis and convergent beam electron microscopy have been carried out in order to understand how the gold is incorporated into the structure. Variations in stoichiometry, particularly the As:S ratio, of arsenopyrite leads to variations in structural parameters. These variations result in slight changes in thermal behaviour. The distribution of invisible gold in an arsenopyrite grain is generally non-uniform and synthesised samples contain up to 2 wt per cent gold. A transmission electron microscopy (TEM) technique called ALCHEMI is being used to identify the substitution site. The process of gold agglomeration together with evidence of an ordered breakdown of arsenopyrite to pyrrhotite has been documented with the use of TEM. An arsenopyrite grain containing invisible gold was heated with an electron beam resulting in recrystallisation of arsenopyrite to pyrrhotite with arsenic being expelled. The gold is mostly insoluble in the pyrrhotite lattice and therefore exsolves out and combines with other gold atoms to form droplets at the boundary of the pyrrhotite.

Jan 1, 1992

By A K. Ghosh, J Chung, E Topal, M Asad

"Many open pit (OP) mines with considerable vertical extent are approaching the end of their life-of-mine; some of them are seeking the opportunity to make the transition from OP to underground (UG) mining. The decision on the best location for transition from OP to UG mining should be addressed at the strategic mine planning stage. Conservatively, the transition to UG mining is considered near or after the exhaustion of the reserve within the ultimate pit.However, if UG is evident and exclusively viable from the inception, defining the best location for the transition through a conservative approach may not be an optimal option to explore. This clearly establishes the need for a mathematical model that aims to maximise the project value and considers OP and UG mining with crown pillar (CP) requirement simultaneously. Underground mine layout varies from one UG mining method to the other, and consequently the variation in the location of transition is eminent. Thus, focus on the selection of UG mining method must be a part of this analysisThis paper presents an implementation of an integer programming (IP) based mathematical model that evaluates the changes in mining layout and the project value under possible variation in the transition point from OP to UG mining for stoping and block caving methods. An IP problem is a mathematical optimisation or feasibility method in which some or all of the variables are restricted to be integers. The outcome of the implementation reflects that mining strategies with OP transition to stoping and block caving methods generated higher values than OP-only mining strategy. The case study not only demonstrates the difference in mining layout for both stoping method and block caving method, but also reflects that a joint consideration of OP mining, UG mining and CP placement helps to achieve maximum project value and resource utilisation.Citation:Darbritz, J, 2016. Remediation of Wall Failure at Kalgoorlie Consolidated Gold Mines' Golden Pike Cut-back 2016, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 96–103 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

A thick sequence of alkaline intrusions and volcanic rocks underlies a Quaternary caldera on Liliir Island. The sequence is host to a still active sub-aerial hydrothermal system and associated epithermal gold mineralisation. Sub-horizontal alteration horizons exhibit progressively increasing chondrite norma-lised (La/Lu) en and (La/Sm) cn ratios from unaltered shoshonites, to the potassic alteration zone, to the argillic altera-tion zone to the advanced argillic alte-ration zone. The increasing fractionation of HEE, and especially of LHEE, up the alteration sequence is the result of de-creasing pH, temperature and alkalinity of the hydrothermal fluids with increa-sing alteration intensity. HRE3 were especially mobile in argillic and advanced argillic alteration units characterised by acid fluid conditions and large fluid volumes. Abundant Cl, S and CO2 within the hydrothermal fluids and thus abundant REE complexing agents and large fluid volumes favoured the mobility of REE during hydro-thermal alteration of the volcanic rocks and intrusions. Steam escape, mixing of the gases with groundwater and a change from a magmatic neutral chloride hydro-thermal system to a meteoric acid sulphate system was accompanied by liquid/vapour ratio changes, pronounced alkalinity, pH and temperature decreases, and fluid/rock ratio increases. This caused the mobili-sation, fractionation and deposition of PF.F.

Jan 1, 1990

By Hindmarsh G

The colliery is owned by the BHP Collieries Proprietary Ltd., the principal shareholders being the Broken Hill Pty. Company Ltd. and Hebburn Limited.It is situated due west of Newcastle and 6 south-east of Cessnock, N.S.W., and is conneeted by 36 miles of railway to the port of Neweastle. Of this mileage, 3 miles are owned by the Company, 3 by Hebburn Limited, 9 by the South Maitland Railways Ltd., and 21miles by the Government Railways.The seam worked is known as the Main Greta Seam of the Greta Coal Measures and is on the southern slope of the Lochinvar anticline.At the shaft, the seam is 1190 ft. below the surface, and the section of the coal measures is:-Upper or Main Seam, . 24 ft. 0 in.Conglomerate and shale 70 ft. 0 in.'Middle Seam 8 in.Conglomerate 25 ft. 0 in,Bottom Seam 1 ft. 2 in.These lie between two marine measures, and are the lower coal series of the permo-carboniferous period.Only the upper seam is workable in this area, the lower seams being too thin for eompetitive working. The section of the workable seam at the shafts is as shown on Fig. 1.Unfortunately, only the lower 12 ft. 5 in. of the seam is saleable.

Jan 1, 1935

By A Chadwick, J de Ross, C Adams

Imagine a æshinyÆ new mine, $1 B in the bank and record commodity prices. So how does a company and its management team create enough tension to maximise profit and to establish a culture that can weather the good and bad times?That was exactly the situation the team at OZ MineralsÆ world class Prominent Hill mine in South Australia faced in 2009.Three years later, the harder times have come - lower though still healthy commodity prices, rising industry costs, fierce competition for talent, geological and technical issues (common to developing mines). However, the company was able to maximise profit during the good times and equip the culture to deal with the tougher times with minimal turnover.Through the combination of simple systems and processes, people development, application of commercial technical acumen and a combination of yin and yang leadership, OZ Minerals has achieved something quite rare - sustainable continuous improvement.The journey started with a vision. The EGM Operations created the æsparkÆ. The dream was to create a æfranchise mineÆ that could be rolled out to new mines and acquisitions as the company grew. However, the real leadership came from his lieutenants who provided the important yin and yang. The GM commercial provided the tools, processes, systems and the bottom line focus. The GM operations focused on culture, leadership, training and sustainability. This powerful combination (along with some good old persistence) was able to create the critical mass required to make continuous improvement go æviralÆ.This paper explores this unique case to uncover the essential ingredients that were created and mixed together. It will touch on the key human, technical and system elements that helped achieve significant improvements in plant recoveries, mine throughput and operational efficiencies, while overcoming human capacity, geotechnical and contractual challenges.CITATION:de Ross, J, Chadwick, A and Adams, C, 2012. How to create a perfect storm, in Proceedings International Mine Management 2012, pp 239-250 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

Early in 1930 William S. Robinson, Managing Director of Zinc Corporation Ltd., anticipated a rise in the price of gold and a devaluation of the Australian currency. 'WS', as Robinson was known, formed a.syndicate in London, which later became incor- porated as Gold Mines of Australia Limited (GMA) to invest in gold mining properties in Australia. GMA examined many prospects and subsequently undertook the development of several mines in eastern Australia. The syndicate also held a number of options and several large reservations for gold exploration in Western Australia over which it was proposed to carry out an aerial survey and thorough scien- tific assessment. To do this Western Mining Corporation Limited (WMC) was incorporated in Melbourne on the 2nd March 1933. The founding chairman of WMC and GMA was the highly respected `Collins House' figure, Sir Colin Fraser. The aerial survey was carried out, and a group of eminent geol- ogists from Harvard University examined many prospects and identified several which warranted development. To finance these activities `WS' formed Gold Exploration and Finance Co. of Aus- tralia Ltd. (GEFCA), in London in July 1934. GEFCA ultimately held 95% of WMC and 62% of GMA. The finance came mostly from London based South African mining companies which had been subscribers to his earlier syndicate plus some American inves- tors. (The Group Structure in 1936 is shown in Appendix `B").

Jan 1, 1988

By Clifford C. E

1 eat my peas with honey I've done it all my lifeIt makes them taste rather funny But it keeps them on the knife.Innovation is that elusive characteristic which involves the determination of multiple and unique response to a problem, and then commitment to and action from the best of the alternatives.

Jan 1, 1993

By J H. J Holtzhausen

Never has there been more focus on the health, safety, and well-being of our employees at the workplace. Ever evolving expectations of individuals, companies and clients are shaping regulatory reviews and advancing standards across the world in the drive to zero harm. The technology is advancing at a rapid pace, which is now allowing continuous real-time monitoring of contaminants to take place in the harshest of environments.

Oct 12, 2022

Diamond drilling is a relatively new commodity in terms of drilling. The first known diamond drilling activities were carried out in the Swiss Alps around 1863 when the Swiss engineer M Leschot designed and made a tube with a diamond set face which was used in probing ahead drilling for the Mont Cenis tunnel (Figure 1). Craelius AB which today is a part of the Atlas Copco Group was formed in 1886. The name Craelius is a family name and the founder of the company was Per Anton Craelius (Figure 2). He went to the United States to study this new technology using diamonds to extract core samples and when he returned to Sweden designed his first diamond drilling machine. It was a man-powered drill needing a crew of six men, two to crank the unit, one to feed, two to power the flush pump and a foreman (Figure 3). As time passed through research and development, the original design was improved and manpower was substituted for steam engines and later combustion engines or electric motors (Figure 4). During the 1930s the drills radically changed designs and took the form of the short stroke drills which to a certain extent are still in use today. The original design of these drills have been refined during the years, hydraulic chucks, gear boxes and other improvements have been added.

Jan 1, 1995

By T Ireland, B Wright, S Weaver

All tunnels have unique characteristics that result in different fire and life safety risk. The fire safety systems for each tunnel also give different benefits at different costs. It is therefore neither pragmatic nor cost-effective to prescribe specific fire standards requirements for all tunnels. Each tunnel needs to be assessed individually but using a common process.The owner/client is normally the risk owner and needs to make the decision on what fire and life safety provisions will be provided within the tunnel. To make this decision they need to be appropriately informed. The low probability and high consequence nature of fire events creates a challenge such that traditional analysis processes, which tend to focus on a major event after it has happened, are not easily applied and do not give the best value for money. Therefore a process is required that provides the relevant information to the owner for decision-making.A quantitative risk assessment (QRA) provides a process and framework for the consideration of fire life safety risk when applied properly. This involves a risk assessment of the ‘do nothing’ option together with assessments of improvement options and their costs. It also involves consideration of benchmark safety levels for other tunnels and the open road.This paper will outline a QRA process for assessing fire and life safety risk in tunnels and how this has been used for three existing tunnels, Homer Tunnel, Lyttelton Tunnel and Mt Victoria Tunnel. Key challenges include determining an acceptable safety level, defining realistic inputs, providing sufficient complexity to get meaningful results but not so complex that transparency is lost and interpretation to enable decision-making by non-technical personnel.CITATION:Weaver, S, Wright, B and Ireland, T, 2014. A transparent and pragmatic quantitative risk assessment process for assessing fire safety in New Zealand tunnels, in Proceedings 15th Australasian Tunnelling Conference 2014 , pp 121–128 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 17, 2014

By D Duan

In this study, aimed at two kinds of ore (lump ore and iron ore fines) and four types of Australian iron ore resources (haematite iron ore, Mara Mamba iron ore, limonite iron ore, and mixed iron ore, such as Newman, MAC, Yandi and Pilbara iron ore), the physical and chemical properties and high-temperature properties were investigated in detail, to master their behaviour and effects in sintering, blast furnace, and non-blast furnace processes. Then, according to the individual properties of Australian iron ores, Chinese domestic iron ores and Brazilian iron ores, etc, the optimisation of ore-proportioning for sintering, blast furnace, and non-blast furnace processes was studied based on the interaction of the individual iron ores and their complementary properties, and the corresponding tests were carried out. The test work results indicated that this method not only improved the technical and economic indexes of sintering, blast furnace, and non-blast furnace processes, but also increased the addition of Australian iron ore. All of these provide the theoretical basis and technical support for highly effective use of Australian iron ore resources in iron and steel enterprises in China.

Jul 11, 2011

Real-time data collection and plant historians are becoming common place in mining and processing plants. This vast quantity of data must be turned into easily accessible and actionable information for all levels of the organisation.Queensland Nickel use a combination of Microsoft and SAP business intelligence tools to collect, cleanse, aggregate and present plant information to the appropriate people for supporting decision making in the business. SAP Business Objects, for visualisation, and SAP MII, for integration, allows complex and accurate metrics to be delivered as real-time dashboards. Designing a rigid data management architecture to segregate the data collection, integration and logic and visualisation into distinct logical layers, allows for rapid report development and greatly assists with IT maintenance, while also minimising the complexity of any customised programming. This type of architecture ensures a common data source for all business reports, ensuring one version of the truth. The past few years at Queensland Nickel have seen process and maintenance engineers spending considerably less time collecting and integrating data and spending more time analysing what is happening in the plant. Real-time reports and dashboards have been developed around the business needs rather than around the data. Two years ago Queensland Nickel introduced an employee bonus scheme based upon meeting monthly performance targets; an easy to use dashboard that allows everyone, from operators through to management, to monitor these metrics day-to-day.

Sep 26, 2011

By G Campbell-Cowan

Much has been written about the fact that most transformation efforts disappoint. This paper addresses factors that should be taken into consideration in planning and implementing transformation programs to ensure success.In 2009, St Barbara commenced a transformation program to address issues of chronic poor quarterly operational performance; financial pressure caused by the unreliable operational performance; and an inability to develop business plans with integrity and to reliably deliver on the plans. As a result of a number of years of disappointing operational performance, St BarbaraÆs culture was not conducive to business success.This paper uses lessons learnt during St BarbaraÆs transformation program to highlight key characteristics of change programs that can generate significant sustainable benefits. While there were many benefits from the transformation program, the most significant impacts of St BarbaraÆs program have been transformation of the companyÆs culture and capability of people as business leaders; the establishment of a business systems framework to guide the design and development of systems; and developing support functions, for example centralised procurement and supply chain, business improvement and technical services.CITATION:Campbell-Cowan, G, 2012. Business transformation - Lessons learnt for successful change, in Proceedings International Mine Management 2012, pp 135-142 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 20, 2012

By P W. Cleary, G K. Robinson, M D. Sinnott

Discrete element modelling (DEM) is a research tool that involves numerically solving the equations of motion of large numbers of particles. It can be very useful for investigating mechanisms that can lead to bias when extracting samples from material as it is carried on a conveyor belt or as it falls from the end of a conveyor belt. DEM is more realistic than conceptual models and mathematical models; but it is not as realistic as physical experimentation. Its primary advantages over physical experimentation are that it is cheaper and that it allows many factors to be varied while keeping other factors unchanged.This paper reviews our investigations of the performance of sampling systems by using DEM. The sampling systems investigated include falling-stream cutters, cross-belt cutters, Vezins and a device called a ætrue-beltÆ cutter, which is being developed. The purpose of the review is to explain what DEM has contributed to the theory and practice of sampling, and to indicate what it is likely to be able to contribute in the future.CITATION:Robinson, G K, Cleary, P W and Sinnott, M D, 2012. How discrete element modelling is influencing the theory and practice of sampling, in Proceedings Sampling 2012 , pp 15-20 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 21, 2012

By Pate W. T

This paper describes the development of a dynamic flowsheet simulator for comminution operations. Object oriented software design allows the handling of multiple ore types, blended into multicomponent feed streams. Software objects have been c

Jan 1, 1998

The Mt. Sisa Orebody on Misima Island, P.N.G., consists of gold-silver mineralization associated with massive carbonate and amor- phous iron-manganese oxides in fractures and breccia matrix. The orebody forms the north- ern extension of the Umuna deposit. The mineralization lies within the three kilometre strike length of a northwest trending, 300 metre wide, high angle fault zone. The fault zone structure is deeply oxidi- sed, with the manganiferous oxide material resulting from oxidation of carbonate. The wallrocks are metamorphosed basement psammopelites and basic volcanic rocks, exten- sively intruded by microgranodiorite. These are dominantly epidotized and sericitized. The precious metals are associated with anomalous Cu, Zn, Pb, Mn, As, Ba, Ga, Sb, and. Mo. Many of the features of the Mt.Sisa mineralization are characteristic of volcanic- hosted epithermal deposits of western North' America. Lithologic and textural gradation is ob- served between the carbonate hydrothermal breccia-fill at Mt. Sisa, and the quartz domi- nated dilational fracture-fill mineralization which forms most of the Umuna deposit to the south. This gradational relationship is ana- logous to that within the Amethyst-OH vein system at Creede, Colorado, where it is shown to be indicative of deposition from laterally migrating fluids.

Jan 1, 1987

By D Brown, K Markovic

The world is becoming an increasingly complex environment to operate within. Adoption and evolution of technology is occurring at a rapid pace and operating spaces are growing in interconnectedness and interdependency. In mining this is evidenced by the large-scale adoption of autonomous machinery, intelligent systems, Internet of Things (IoT) devices, and robotics to realise benefits in optimisation, productivity, and safety. To enable continual delivery and growth in operational performance, and to realise the aforementioned benefits, a new approach for managing mining and metals is required (Mining Review Africa, 2023). This means that an already talent constrained workforce must learn to manage the complexity inherent, evolving, and growing in the environment (Abenov et al, 2023). A key skill that needs to be further developed and deployed to combat these challenges and to enable robust problem solving is that of systems thinking, which is already practiced in pockets within the mining industry. Experience and learning can be leveraged from other industries and their application of systems thinking to ensure that focus is maintained on areas where the benefits from which will be optimised. With targeted application, a workforce capable of effective systems thinking can be the catalyst to optimisation across mining organisations.

Sep 1, 2024

By W Ludlow, C Harrington

This paper presents an overview of the design and construction challenges to implement capping systems on Tailings Storage Facility’s (TSF) based on recent projects in Australia. Key aspects discussed include the cover design and barrier system to encapsulate the tailings, designing for a service life of 1,000 years, water management considerations. construction on tailings, vegetation selection and agronomy of the available capping soils plus the Health, Safety and Enivornmental challenges faced in working on tailings. Lessons learned from experience in capping TSFs are also presented. CITATION:Ludlow, W and Harrington, C, 2018. Experience with Capping of Tailings Storage Facilities for Decommissioning Projects in Australia, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 157–165 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018