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By Marek Wilczewski, Kristine Uhlman, Darrel Sipe

With the end of active copper mining in 1983, the extensive underground mine workings and the Berkeley Pit, one of the largest open-pit mines in the United States, began to flood. Daily in- flow to the pit is about five million gallons per day, with the water level rising at a rate of 30 feet per year. To support the remedial investigation and feasibility study, a six-layer, three-dimensional MODFLOW-based ground water flow model was constructed to simulate the 9,100-acre site. The vertical domain of the model extended over 1,060 feet of elevation difference and consisted of a finite difference grid of 89 rows by 54 columns. All work was PC- based. Model boundaries were assigned to correspond to natural hydrologic features such as geologic contacts, faults, and surface water features. The fully calibrated model was approved by the State of Montana and the U.S. Environmental Protection Agency (EPA) for use in the site remediation. The computer model was used to determine ground water flow velocities and contaminant travel times within the alluvial sediments adjacent to the Berkeley Pit. The purpose of the model was to predict future alluvial ground water flow directions should acid- and heavy metal-laden flood waters filling the Berkeley Pit rise up and enter the Alluvial Aquifer.

Jan 1, 1996

By Bruce W. Cavender

During the last few years, the minerals industry has been confronted by increasingly stringent environmental regulations that are significantly altering the economics of the industry. Heightened media attention, threats of litigation and decreasing support by the general public have exacerbated the industry's difficulties. Regardless of their merit, environmental issues present a serious threat to the continued viability of mining companies. Firms have reacted to these regulations by escalating their environmental activities to meet the new requirements. They have simultaneously adjusted their corporate schedules to reflect the substantially longer time periods required to obtain construction and operating permits and ensure compliance with legal requirements before mine abandonment. Companies have also been forced to adapt to a considerably greater amount of uncertainty and expense associated with the development of mineral projects. This has resulted in a significant erosion of the profitability of some mining companies. Most of the changes in corporate environmental activities have been reactive. Pending regulations present formidable but uncertain technical requirements for compliance, and future regulatory developments are difficult to predict. This problem is aggravated by depressed market prices for many mineral commodities. Past expansions of environmental standards have led to the closure of mines and processing facilities due to economic hardship, as occurred in the smelting segment of the US copper industry in the 1980s (Cro¬zier, 1992).

Jan 1, 1994

By Anthony D. Songer, James E. Diekmann, Jarrett E. Carlson

Computer Aided Design (CAD) systems are currently recognized as a necessary tool for the management of projects. Currently, CAD is used for TBM and conveyor setups, concrete lift design and overall constructability reviews. Typically, such CAD models exist only in 2 dimensions. The advent of more powerful computers, enhanced CAD programs and after market animation packages provides tremendous potential to the Tunneling industry. In particular, effective application of these technologies enhances cost, time and quality in field operations.

Jan 1, 1997

By Lorraine B. Yde

Successful implementation of computer systems deals with meeting final systems objectives and cost and schedule requirements, but the final success is dependent upon personal inter- action. This is a case history of the installation of responsibility reporting at The Anaconda Co.'s Twin Buttes operation, later to become Anamax. The study has been documented as it occurred in hopes that it will illuminate the "people" side of computer systems implementation. Systems implementation involves negotiating with people. "The cooperative approach to negotiation (Nierenberg, 1968) the approach which vostulates that all varties must come away having gained something is based on a simple but important premise. Negotiation takes place between human beings. You cannot negotiate with a computer." This is a look at the human side of a major system installation. An attempt is made to show how a reporting system enabled a company to take a new look at itself. It is also an example of statements made by Toffler (1970) in Future Shock. "As machines take over routine tasks and the accelerative thrust increases the amount of novelty in the environment, more and more of the energy of society (and its organizations) must turn toward the solution of non-routine problems. This requires a degree of imagination and creativity that bureaucracy, with its man-in-a-slot organization, its permanent structures, and its hierarchies, is not well-equipped to provide."

Jan 1, 1979

By C. Babbitt, J. O’Green, N. I. Jayaraman

In many mines, dust-laden air from an entry being driven by a continuous miner will contaminate the intake air to the roof bolter operator and other downwind personnel. Through a US Bureau of Mines (USBM) contract, Foster-Miller Inc. has evaluated several control techniques to reduce the respirable dust exposures of downwind personnel. One fan and tubing technique consisted of bypassing the miner-generated dust directly to the section return. The results of the evaluation of this technique revealed that reductions in dust concentrations of 90% or more can be achieved at downwind roof bolter locations. A second method was to clean the dusty air from the upwind continuous miner by using a dust collector. The cleaned air was then supplied to the bolter through collapsible tubing. An underground evaluation showed reductions of 82% to 96% when the dust collector was operating. A third method was to reduce the quantity of dust contributed by the miner to the return airstream. A water-powered scrubber was installed over the throat area of the continuous miner. More than 1.18 m3/s (2500 cfm) of dusty air moved through five tubes with dust collection efficiency exceeding 75%. Underground evaluation results showed that return dust concentrations were reduced by about 60%. This paper discusses the ventilation and dust control techniques used for personnel downwind of the continuous miner.

Jan 1, 1987

By C. Timothy Shaw, Michael Karmis, Hans de Ruiter

The Society of Mining Professors/Societät der Bergbaukunde was established during a meeting hosted by the Montanuniversität, Leoben, Austria, in 1990. Since then, the Society has primarily functioned as a European entity of senior academics in the mining engineering discipline. The Society is considered the natural successor of the historic Societät der Bergbaukunde, formed in the early 18th century and recognized as the world’s first international scientific society. At the 14th Annual General Meeting of the Society, in Milos, Greece, 2003, a decision was made to examine the role of the Society in global minerals education, to reassess its vision and membership guidelines and to develop the future direction of the organization. A special Planning Subcommittee developed a plan of action to allow the Society to transform and position itself as the premier global voice of the academic minerals disciplines and to lead the effort of restructuring minerals education. The new vision calls for reconstituting the Society as a vibrant global society, representing the majority of minerals academics and making a significant contribution to the future of the minerals disciplines. This paper will present the history, vision, goals and action plans of the Society to help ensure that the necessary scientific, technical, academic and professional skills are available for the sustainable supply of minerals to mankind.

Jan 1, 2005

By M. J. Virnig, J. M. W. Mackenzie, M. W. Johns

The properties of Henkel's Aurix® resin which uses a guanidine functionality to recover gold by ion exchange have been described in publications of the International Mineral Processing Congress and Randol International (1)(2). The purpose of this paper is to provide an update on the results of further testwork using Aurix®. Specifically, this paper presents the first results of resin in pulp testing, all the results previously reported were for testwork carried out using synthetic gold leach solutions.

Jan 1, 1995

By Cao Changlin, Gong Qian, Hu Jiexue

The thiosulfate, effects copper of concentrations of and ammonia ou the extractlon of gold from sulfide gold concentrate have been studied. The experimental results showed that it is possible to reduce thiosulfate concentration. Above 95% of gold extraction was obtained in O. 2M thiosulfate leaching solution in two hours under the suitable conditions. Therefore, the process of washing residue was simplified, the consumption of thiosulfate and the loss of thiosulfate carried were reduced. by washing residued.

Jan 1, 1992

By Kathleen A. Altman

INTRODUCTION The basic premise of the ideas presented in this paper are as follows: Engineers believe that "theoretically" it will work. Operators ask what they must do to make it work. And, people can screw it up. r Today the challenges conf onted during the engineering, startup and operation of mines are becoming more complex. As mining and processing professionals, we are called upon to trav­el all over the world, are subjected to a wide variety of climates and must deal with a numerous cultures and people. Historically, for the majority of the people working in the mining industry, the primary challenges related to projects have focused on the differing perspectives of the disciplines involved. For example, geologists focus on resources and reserves, mining engineers relate to tons or tonnes, metallurgists count ounces or pounds or kilograms of product, mechanics emphasize availabil­ity, human resources personnel deal with absentee rates and turnover and accountants watch the bottom line ($$'s). As the world has become "smaller" and the mining industry has become more globalized, the puzzle is becoming increasingly difficult. Even the most experienced in the crowd of mining profes­sionals are oftentimes surprised by the types of problems that are encountered. Try as we may, we cannot anticipate the complex­ity of dealing with the human side of an operation.

Jan 1, 1998

By Richard E. Deery, Reginald E. Reid

A large portion of the public lands in the United States is managed by the U.S. Department of the Interior, Bureau of Land Management (BLM). Public lands administered by the BLM comprise about 39 per cent (270 million acres) of the entire Federal surface estate or about 1/8 of the surface of the United States. Most of this land, located in the 11 Western States, including Alaska, is available for mineral exploration and development. The BLM is a multiple-use land management agency responsible for the balanced management of the public lands and their resources. The BLM's task is to ensure the balanced and sustainable development of the public lands and resources. This task translates into the management of people and their use of the public resources. As a result, the BLM manages a diverse group of programs including recreation, range lands, timber lands, fish and wildlife habitat, watershed, wilderness, scientific, cultural, and historic properties, and most importantly for this paper, energy and mineral resources. The BLM has developed several new policies with respect to mining, including policies on inspection and enforcement, financial guarantees for reclamation, and the use of cyanide. The goal of these policies is to demonstrate to the American public that mineral exploration and development can be an integral part of sustainable development on public lands in an environmentally sound manner.

Jan 1, 1991

By S. A. Bunk, W. P. Wood

In the early 1980's BHP identified several potential gold deposits in West Africa. One of these deposits was located in Mali, near the village of Syama. As a result of extensive explo­ration activities, an oxide ore as well as an underlying sulphide ore was identified. After agreement with the government of Mali was reached the development of the deposit was undertak­en. The plan for the development of the mine included the treat­ment of the oxide ore followed by the treatment of the underly­ing transition and sulphide ore. The development of the deposit was extremely aggressive. Following the approval of the project in early 1989, engineer­ing was started, equipment purchased sitework was started, and the first ore was introduced in December of 1989. This was accomplished in spite of the difficulties of the site. These diffi­culties included: • remote site location without air or road or water access • no existing infrastructure including water, power, or communication • high health risks • limited construction and manufacturing support in West Africa The operation began with a conventional crushing/grind-ing/CIL/elution and electrowinning facility. The facility was designed to treat 2000 metric tonnes of ore per day. After start­up in December of 1989, the operation was improved to the point that plant throughput was averaging nearly 3000 tpd and running at 92 to 93% availability.

Jan 1, 1996

By Andreas Rubo, Stephen Gos

Over the past couple of decades several endeavours have been made to develop lixiviants with the intention of replacing cyanide in gold leaching. In 1980s these endeavours were largely economically driven, due to cyanide shortages at that time. In more recent times, the driving force has shifted to occupational health and environmental considerations. It is often argued that the high acute toxicity of cyanide alone makes it worthwhile considering to replace it completely by less toxic alternative lixiviants. This has led to having to consider more criteria in the choice of any alternative lixiviants, which have often not been taken into account in the past. The intention of this paper is to review these alternative lixiviants and also review the criteria, which have ultimately led to most of these lixiviants never having found any large scale application, if they passed laboratory stage at all. It is also intended to show, that by handling and treating cyanide in a proper manner, the overall profile for the use of cyanide compared to these alternative lixiviants is very favourable. The question to really be answered is whether there is actually any chemical or process applicable to gold leaching that does not show the high toxicity potential of cyanide and that is still favourable with regard to looking at a broader spectrum of criteria and not only acute toxicity.

Jan 1, 2000

By Eric Jones, Leslie C. Thompson

Biological processes for cyanide detoxification in mine waste are receiving attention as an alternative to conventional chemical treatment options. Some of the advantages of biological treatment include: Low comparative treatment cost * Shorter treatment time * In Situ Treatment * Complete Detoxification - Ends long-term liability - Eliminates in-perpetuity monitoring - Natural Re-Vegetation potential Natural and non-toxic nutrients, by-products and process end-products Hecla Mining chose a bio-neutralization process developed by Pintail Systems, Inc. for cyanide detox in spent are and process solutions from heap leach operations at the Yellow Pine Unit. The Yellow Pine operation is located 50 air miles east of McCall, Idaho, in the Stibnite Mining District. This district is a historic mining district dating back to the early 1900's. During World War II, this district produced a majority of the antimony and tungsten the United States using for the war effort. More recently, the Stibnite district has been known for its gold production. Hecla Mining Company is based in Coeur d'Alene, Idaho, and is a leading domestic producer of precious metals and a major supplier of specialty aggregate and industrial minerals. Pintail Systems, Inc. is a company specializing in the development of biological treatment processes for mine waste remediation. PSI has offices in three states and a laboratory, pilot plant and field office in Aurora, Colorado

Jan 1, 1993

The challenge of the sustainable development framework in mining today is to see that the minerals sector as a whole contributes to human welfare and well-being without reducing the potential for future generations to do the same. If the minerals sector around the world is to contribute positively to sustainable development, it needs to demonstrate continuous improvement of its social, economic, and environmental contribution, with new and innovative governance systems. Canada is an international leader in mining and related technology. Metals and minerals is Canada?s second-largest earner of foreign exchange. Canadians, along with the rest of the world, are increasingly concerned about the environmental impact of mining activities. The Canadian Mineral industry has acknowledged the importance of its environmental responsibility by taking a broad range of innovative actions in order to ensure a sustainable development of its resources. This paper analyzes how the concept of sustainable development can be related to mineral enterprises. It discusses a wide range of issues under three main areas: perspectives on sustainable development; processes for furthering sustainable development; and assessment methodologies and indicators. This paper also presents a proposed framework and a core set of key sustainable development indicators that could be useful in efforts to measure progress toward sustainable development in mining. The paper concludes with a case study of some key sustainable development indicators related to the Canadian oilsands mining.

Jan 1, 2003

An open pit production planning method for stage mining is presented in this paper. The method brings solutions to the four most important parameters in stage mining : 1) the number of stages, 2) the size and geometry of each stage pit, 3) the mining sequence of the benches in the stage pits, and 4) the time of transition from one stage to the next. The method can also simultaneously optimize the ultimate pit, mine life, and production rate in each stage.

Jan 1, 1996

By W. J. Wuest, M. J. DeMarco

The US Bureau of Mines (USBM) recently developed a rock-mass classification system for evaluating the structural competency of bedded roof strata. The system is called the coal-mine roof rating (CMRR), When compiled with the companion Lotus 1-2-3 spreadsheet, CMRR data are a useful tool with applications to longwall gate-road pillar design, safety-hazard mapping and artificial roof-support analysis. This paper gives a review of some applications under actual conditions found in current US mining operations.

Jan 1, 1997

By William H. Meadows

This information describes the ventilating and methane gas testing procedures utilized during the raising of a mine shaft using a Robbins 81-R drill. An overview of the raise boring process is presented to illustrate the ventilating and gas testing procedures. A mine shaft project, 4.88 m (16 ft) in diameter and approximately 457.2 m (1500 ft) in length, will be the focal point of the presentation, with reference to similar projects for additional comments on variations in procedure.

Jan 1, 1980

By J. R. Blair, D. P. Lindroth, W. R. Berglund, R. J. Morrell

The objective of this US Bureau of Mines (Bureau) research was to determine the technical feasibility, principles and effectiveness of a combination energy method for drilling and cutting hard rocks. Experimental test results of microwave heating and drilling in basalt and granodiorite are given. The experiments were performed with pilot-scale, commercially available equipment employing microwave energy at a standard industrial frequency of 2.45 GHz. The data indicate that penetration rates, well in excess of the state of the art, are possible.

Jan 1, 1993

By N. Arbiter

Introduction The theoretical analysis of tumbling mill energetics and performance has largely neglected mill dimensionality, and, in particular, the importance of the length/diameter (L/D) ratio. This is in spite of the fact that practice varies substantially: geographically, for semi-autogenous and autogenous mills, as between North America and South Africa/Scandinavia, and historically, for overflow ball mills, for which the L/D ratio has increased significantly from the earliest small mills to the largest mills currently. The present study is concerned primarily with the influence of the L/D ratio on the design and operation of overflow ball mills, on the occurrence of the overload phenomenon, and on the limits, if any, it may impose on mill capacities because of critical pulp axial velocity limits. It will be shown that the shape factor is of major importance in this area and that its adjustment to the extent that this is practical should remove the diameter limitations previously postulated for this mill type. Dimensionality in mill design Ball mill shape factors in the period prior to 1927 (Taggart, 1927) averaged 1.1/1 for 29 center discharge mills and 1.0/1 for 30 peripheral discharge mills. With the resumption of new plant construction after the 1930s depression, the Morenci concentrator continued the 1/1 ratio with its 3.1 x 3.1 m (10 x 10 ft) mills. The ratio was increased progressively from then on, reaching 1.6 and 1.8/1 for the largest overflow mills currently. As shown recently (Arbiter, 1989), this is in sharp contrast to autogenous and SAG mill shapes, for which the ratio averages 0.4 in North America. On the other hand, South African practice, starting at the turn of the century with autogenous mills having 4/1 ratios, moved toward 1/1 until recently, when a 2.5/ 1 ratio mill was installed. The reasons given for such divergent practice for mill shape factors are in some respects contradictory and generally inconclusive. The most complete discussion from a practical viewpoint (Dor and Bassarear, 1982) is limited to primary SAG and autogenous mills. Considerations of ball mill dimensionality have had a twofold direction. On the one hand, it has been argued that ball mill efficiencies should increase with increasing diameter and that the specific energy for a particular grind should be reduced accordingly. An inadvertent test of this idea at the Bougainville operation (Burns and Erskine, 1983) resulted in drastic underpowering, which led to failure to reach design capacity until additional mills were installed. This can be taken as strong evidence against any increase in efficiency with diameter. In another direction, it has been argued (Arbiter and Harris, 1982, 1983) that there is a limit to ball mill diameters because of the demonstrable limit to axial flow velocities evident in the overload phenomenon, which as a fact is incontrovertible. But that it places a limit on mill diameters overlooks the evidence given below that appropriate variation in the L/D ratio will permit major increases in diameter, limited only by constructional or economic factors. The present study was directed toward quantifying the overload phenomenon through examination of the influence of mill dimensionality variation and mill operating variables on its occurrence. It is shown that varying the operating conditions, specifically the load fraction and the fraction critical speed, can reduce the risk of overload for existing operations; while appropriate decreases in the L/D ratio can minimize the risk in the design of new circuits. Ball mill overload Ball mill overload is a consequence of the approach to a critical velocity with increasing feed rates or circulating loads. Although the effect has been known for over 50 years, there have been no previous attempts to quantify it. The following description of the ball mill as a flow system is the preliminary to a quantitative analysis: 1) In the absence of a ball load, axial flow of pulp through a mill resembles open channel flow, except for disturbances near the shell due to shell/lifter rotation. 2) For a given ball load (Lf), the void fraction available for pulp hold-up (H) for the ascending portion of the load is approximately 0.4 Lf. In the descending portion, it is greater than this and increases with fraction critical speed (Fc) because of load expansion. 3) Increasing the feed rate increases pulp hold-up and progressively fills the available void space. At a critical flow rate, which depends on system geometry, hydraulic head and pulp rheology, void filling reaches its limit; a pool forms rapidly and fills available space outside the ball load and up to the overflow level. Prior to this, pulp discharges mainly along the ascending rim of the overflow. 4) For a small mill (Lo et al., 1990), it has been shown that with increasing feed rates the critical filling is at or near 50% of the mill volume. Power drops rapidly when this level is reached, as required by the torque formula. 5) The transition to overload is associated with the following phenomena: a) The decrease in power draw. b) Damping of mill sound. c) Reduced comminution of coarser feed sizes, probably due to reduced direct impact in the presence of a pool. d) Increased circulating loads, which further intensify the overload, and increased density of cyclone underflows, which can lead to roping. e) Conditions beyond overload are not known because feed rates are not delibelrately increased beyond this point. f) The existence of the phenomenon limits the capacity of a mill with a fixed set of operating conditions and can prevent the balancing of hard ore feed rate decreases by increases in soft ore rates.

Jan 1, 1992

By J. Duncan Wilkins

Introduction In difficult times such as these, there is a strong reaction to the current way of doing things. Typical reactions that we have all heard are "There has to be a better way," "We're pricing ourselves out of business," "We have to improve our productivity," and "We have to have more cooperation," between union and management and employees and management. All of these comments have at their roots one common factor - getting the maximum amount for your dollar. The other factor inherent in these statements is productivity. I have not yet met a person in our industry who has not expressed the opinion that we should, and that we can, improve our productivity. Reducing Labor Costs In light of these factors I suspect we have all spent a fair amount of time examining our labor costs. For some of us, labor costs are a high proportion of our total cost of doing business. To alleviate the impact of these costs, we have generally done four things. We have reduced our number of employees, shut down operations for appropriate periods, sought concessions from union employees, and placed freezes on wages, salaries, and other benefits on nonunion employees. These approaches have been made to improve current shortfalls in our cash positions - to tide us over, as it were - or to provide us with a chance for survival. These are short-term measures that help to bring immediate relief, but can pose significant problems (or challenges), for the longer term. For instance, what do we do when times improve? How much do things have to improve before we do anything? By seeking concessions from unions in bad times, what do we do when unions come to us in good times? It is a rather sad and critical fact that we have grown too fat during the good times and too thin during the bad. In the first case, we have failed to optimize our earnings. In the second, we have cut ourselves too far. Consequently, when good or better times have arrived, we have had to bulk up our requirements to meet production commitments. In mining, for example, when times become tough, we tend to reduce our development plans so that when times improve we have to really "sock it to 'em," so that we can maintain productive capacities. We should plan ahead a little more to reduce the amplitude of our cyclical wavelength, so that in good times profits are optimized and in bad time we are better able to take the strain. Of course, forecasting cycles is not a refined art, but if we properly control our work force levels and costs at all times, and therefore optimize our productivity, we would be more able to withstand the problems we face today. Unfortunately, it appears that it takes bad times to bring us to a realistic appraisal of our way of managing our businesses. Labor Practices Not all of the problems now faced are due to low metal prices. Inflation has played a major role in bringing costs to a frightening level. Trade unions alone can not be blamed for high inflation levels over the past several years, popular though that notion is. Contract negotiations, after all, require two parties. Indeed, our current levels of labor cost are due to two factors: • We have felt obliged to keep our employees whole, relative to the cost of living. • We have felt obliged to maintain our competitive position relative to our peers, in order to maintain our ability to attract and retain a skilled, efficient work force. In the first case, our felt obligation has been applied without due recognition of the factor of performance, either in individuals or groups. Average, even mediocre performers, have been amply rewarded for their average work and mediocrity, while the good performers, no doubt receiving more for their good work and effort, have not perhaps appreciated the slight premium for their effectiveness. The rather predictable result of this practice has been that the average and mediocre stay that way (why change?), while some (certainly not all) of the good performers have said "It's not worth it," and slipped into the warm, cosy pool of the average and mediocre. In the second case, that of maintaining competitiveness with other companies' employees, we have compounded an already serious problem of lack of skilled tradesmen by paying higher and higher prices for the existing pool to maintain comparability without improving the flow of more skilled people through sound and sufficient training programs. We have the rather dubious pleasure of paying more and more for the same problems. Compensation is either mutually agreed, as with unions, or it is unilaterally applied, as with nonunion employees. Generally, there is more flexibility available to the employer when dealing with nonunionized groups than there is with unionized groups. Sometimes that flexibility has not been used well, most often be-

Jan 11, 1983