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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 Maurice Deul

Certain health and safety hazards occur entirely unexpectedly in some subterranean excavations. Although ground support is not the subject of this paper, ground failure can result in large and often uncontrolled flow of fluids into an excavation. Even when there is no ground failure, the disturbance of nature's equilibrium between rock or unconsolidated alluvium or rubble and the contained fluids poses severe problems to a well planned operation. Optimum conditions for safe operation cannot be the sole criterion for site selection. Some mineral deposits form in zones of structural weakness, others form where hydrothermal alteration substantially weakens the enclosing rock, and tabular deposits such as coal and evaporites inevitably undermine large areas. Excavation to acquire mineral values cannot be relocated. The same is often true for tunnels driven to connect distant points by the most direct route. Rivers and mountains cannot he avoided, and the cost of lengthening a tunnel--by even a fraction of a percent--must be strongly justified. No responsible engineer will knowingly select a dangerous route for excavation, but to what extent do engineers attempt to assess the health and safety hazards that may be reasonably expected? How, specifically, can methane explosions, water and sand flooding, dangerous dusts, toxic gases, thermal shock and radar poisoning be eliminated or minimized through systematic advance planning?

Jan 1, 1974

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

By Chris Crowl

Employee involvement does not directly correlate to performance improvement. A key ingredient is the introduction of new Human Resource Systems that promote both performance improvement and employee involvement. Many organizations have tried to use employee involvement as the ''fixer" of performance issues-and seen their performance deteriorate further. They failed to realize that the entire human resource strategy must be connected to the goals of performance improvement and that greater employee involvement is only one tool in that strategy. So what are Human Resource Systems? These are systems that all managers use to get work done. Most of us are familiar with basics such as planning, assigning work, checking progress (auditing), completing assignments. We also commonly think in terms of staffing, training, compensation, or corrective action. All of these are human resource systems. All must be designed to support what you are trying to accomplish with your people. We call that the Human Resource Strategy. Let's examine one part of a total strategy intended to support more employee involvement at Kennecott Utah Copper-the hourly job structure. The design of hourly jobs directly affects how many employees of different capabilities are required to get the work done. It begins to answer some fundamental questions: • What are the roles and accountabilities of each employee? Do they have enough information to make decisions, to take responsibility for their work?

Jan 1, 2004

By Richard C. Sale

INTRODUCTION The topic of the paper is to discuss the use of micro computers in the construction industry. I will first discuss the present situation of the PCs in our industry followed by a discussion how Guy. F. Atkinson has integrated the PCs into it's organization. I will close with some general comments that any organization should review in order to enhance the use of their PCs both at the job sites and home office locations. PRESENT SITUATION OF THE PCs IN OUR INDUSTRY Today, the possible number of combinations that can be obtained when bringing together the available models of PCs, with their peripherals and software, is astronomical. With this array of equipment that can be bought, plus the new and possibly better equipment that is being put on the market almost daily, it is indeed a very difficult task for an organization to know how to invest its money in computer equipment. At the job sites, the work is fast paced with little time available to fully learn what the PCs can do to help with the required paperwork. I am still waiting for the day when someone has to tell the superintendent at the job site that he cannot start pouring concrete or shoot the next round because no one can get the computer to work.

Jan 1, 1987

By Richard R. Klimpel

In a process-oriented production environment, the first objective of any plant engineering effort is to safely produce sufficient product output with an existing plant layout to provide a profitable return to the plant owners and stable employment for plant employees. In such an environment, the terminology macro-engineering means looking at a plant from a perspective beyond "putting out routine fires" or "keeping the plant running." It means asking questions like: • What are the current equipment bottlenecks in the existing plant? • What portion of the plant is most sensitive to fluctuations in raw feed characteristics or other processing condition changes? • If one had X dollars to spend beyond routine maintenance, how could it be best spent to have the greatest impact on overall plant profitability? • What portions of the plant do we know least about? While these questions may seem obvious, they often go unasked due to time pressures, limitations on people or other resources and poor profitability of the existing plant. Even when the questions are asked, frequently a high level of personal bias or a lack of accurate information lead to less than optimal answers and sometimes a lack of confidence in engineering technology. Therefore, in a majority of process plants, there has been little serious change in the equipment layout or engineering operation practice since the start-up of the original plant design.

Jan 1, 1992

By Carleton K. Smith

Due to special job or client requirements, there will always be some variation in the philosophy of organizing and controlling construction under a project management contract. In typical cases, however, some standard procedures apply. Controls on a construction project are best described only in general terms. They should apply to the total job and can be most effective only when all pieces of the job organization fit together to support a control system for the entire project. Controls are more than a system of reports, schedules, and tabulations-they are the result of an integrated organization dedicated to getting a job done on time and within budget. One of the most important aspects of project control is the construction organization. It must include the right people, facilities, and site equipment, as well as the authority to do what's necessary to accomplish the work. This should be set up to function with as little involvement from off-site or the home office as possible. However, the jobsite construction group must work within established policies and guidelines and is subject to continuous off-site or home office monitoring. In other words, the job-site leaders need to have a clear definition of their responsibility, their authority, and the necessary people and equipment to make things happen. With that philosophy in mind, this is how Bechtel sets up a new job to be

Jan 10, 1980

By Nellie E. Guernsey

The Call for Papers described the session as "Top down applications; management tools for decisions, planning, investment/finance, and negotiations." In order to attract papers, and know which ones to include as well as those to reject, it was necessary to (1) define the executive suite, (2) review what had been done in previous APCOM symposia, and (3) find out what's happening now, what isn't being done, and what can be predicted. To accomplish this, especially the third task, senior managers throughout the mineral industry were generous with their time in telephone and personal interviews. Five papers were selected for presentation at the symposium and inclusion in the proceedings; the content is divided between the Executive suite in the mineral industry and those elements which apply to any Executive Suite. The Executive Suite is the top portion of the organizational tri- angle (I), those to whom the managers of functional areas such as exploration, production, finance, and marketing report. The make-up and specific activities within an executive suite reflect the organization and culture of its corporation. As there is no typical corporation, there is no typical executive suite; however, those who work within the executive suite typically do not have day to day operational responsibilities and either are, or report to, the Chief Executive Officer.

Jan 1, 1989

By Walter E. Heinrichs

This case history really started during the tail end of WWII when two Navy men, both Colorado School of Mines graduates, got together in Washington, DC, while they were assigned to the Office of Navy Petroleum Reserves doing some of the first aerial magnetometer work ever done on a practical oil exploration basis over the offshore area of the Gulf Coast. When separated from Naval Service active duty in 1946, the two men, Walter E. Heinrichs, Jr., and Robert E. Thurmond, tried, unsuccessfully, to form a commercial air magnetometer business. Later they got together again in Jerome, AZ, with Newmont Mining's early geophysical exploration endeavors from 1947 to 1949. Subsequent to the Newmont experience, they jointly proposed a specific mining geophysical exploration and development program to Herbert Hoover, Jr., then president of United Geophysical Co. of Pasadena, CA. Mr. Hoover, in consultation with his father Herbert Hoover and others of his staff at United, particularly Edwin G. Schempf, executive vice president, and Raymond A. Peterson, vice president of research, agreed to establish the proposed program under United's auspices, to be headquartered at Tucson, AZ. The primary objective would be to practically test and develop various mining geophysical methods and techniques while exploring particularly for base metals in the general area of southeast Arizona and southwest New Mexico.

Jan 1, 1991

By Jack Parker

Pillar design ought to be a matter of matching pillar strength against pillar loading conditions to come up with dimensions that will cause the pillar to behave as required - to stand forever, or for a limited time, or to fail in a controlled manner. But something has gone wrong in recent years, seriously wrong. Pillar design practices have departed from reality. The laboratory and computer have taken the place of the mind. If the mind is put to work and such pillar design practices are examined critically, it becomes obvious that they deal with conditions that do not exist in a real mine. Time, effort and money are wasted, and the end results are incorrect and misleading. These questionable pillar design practices have been passed on from generation to generation over the past 30 or 40 years. The hope here is that we can return to reality as soon as the questionable practices are generally recognized. We could then go back into the mines and define how pillars really work, and mining safety, efficiencies and costs should improve. Let us take a close look at current textbook design practices and compare them to real-life conditions. Common sense might then prevail. (At this time, we will consider only mine pillar design, but similar scrutiny should be applied to design criteria for width of openings, floor conditions and roof support systems.)

Jan 1, 1993

By Kenneth R. Ware

I INTRODUCTION The Washington Metropolitan Area Transit Authorities (WMATA) rapid transit system (METRO), currently under construction, will have a total length of 98 miles. Forty-eight of these miles are underground and require either open cut excavations or tunnels. Despite stringent construction controls, it is inevitable that some ground settlement will occur adjacent to the deep open cut earth excavations and large diameter earth tunnels. It is therefore essential to underpin nearby important structures to prevent excessive differential settlements and Fig. 1 presents the METRO criteria for this underpinning. This paper describes the underpinning methods currently used on METRO and evaluates the effectiveness of each method. II DESCRIPTION OF SUBSURFACE STRATA The foundation materials in the Washington, D.C. area are extremely variable. Fig. 2 presents an idealized profile showing typical subsurface strata. The engineering properties of each stratum have been determined by extensive exploration and testing programs. Fill: Washington, D.C. fills consist of every variety of soil and rubble. They are not important to this study because no underpinning is founded on fill material. Terrace Deposits: Formed in outwash plains during the glacier period, these deposits are composed of random layers of either sand 1 The writings and opinions expressed herein are solely those of the author and do not necessarily reflect those of WMATA.

Jan 1, 1974

By Joseph W. Kupfner

It is a recognized fact that a good maintenance program is a pre-requisite for minimum delay costs and maximum availability of equipment. To develop such a program and to make it effective, one must establish detailed instructions pertaining to inspections, lubrication, servicing, and/or replacing of various parts. A schedule must also be established for these maintenance checks, whether they be weekly, monthly, or whatever period is essential for the equipment. The number of tasks to be performed becomes monumental, and the administration is beyond error-free human capacity. It is for this reason that the computer must be an essential element in any efficient and economical preventive maintenance program. The evolution of a computerized maintenance program began some 18 years ago in the Mining Division of USSteel. It started with a manual system of preparing cards containing preventive maintenance instructions that had to be performed on some regular basis. We were very quickly overtaken by the massive task of administration and distribution of instruction cards to the users. The task became insurmountable as more mines were added to the system, mines that were spread over a large geographic area. It also became evident that the ability to make changes in equipment assignments and in the "what to do" instructions would require more time than had been anticipated.

Jan 1, 1986

By Balesh W. Konda, Andrew B. Cecala

Face ignitions occurring during longwall mining are increasing each year and are expected to continue to increase as deeper and gassier seams are mined. Effective methane monitoring strategies are needed to supplement techniques developed either to control the ignition sources or to dilute the gas to an acceptable concentration. Present monitoring strategies do not always detect dangerous concentrations as rapidly as they should. In a number of instances, dangerous concentrations have been observed at the shearer, but are diluted to acceptable levels when measured at the tailgate monitoring location. To effectively monitor and control methane concentrations, methane liberation and emission patterns must be identified. This need has led to a joint research effort between the Canada Centre for Mineral and Energy Technology and the United States Bureau of Mines. By combining the knowledge and experience of both organizations, the methane hazard facing underground longwall operations can be addressed more effectively. A comprehensive plan was developed to monitor methane levels throughout the panel and for an entire longwall mining cycle. In June-July 1986, a case study was performed at the Cape Breton Development Corporation's Lingan colliery in Sydney, Nova Scotia. This initial study was performed on two advancing longwall panels. Methane concentrations and flow patterns from this study are described in this report. A similar study is planned on a retreating longwall panel.

Jan 1, 1987

By G. J. Melvin

Mines the world over tend to face a common range of problems. They begin life by trying to determine if there is sufficient product, usually under tons of earth, of sufficient quality to justify the operation. Once such a determination is made the mine must then be planned and brought into operation. Once operating most mines find that they are far away from suppliers, using very expensive equipment. Hence the three most common mining problems are, what does my ore body look like and how can it best be mined, how can I get sup- plies to my mine in the most cost effective way, and how do I control the vast dollars required to keep it all operating. Mincom started life by providing technical mining software to address the first of these problems and was very successful, particularly in the coal mining industry. However the company soon realized that if it was to become a significant provider of mining industry software it must also address the other major problem areas. Hence started what is now Mincom's largest business which is the provision of fully integrated mine management software with strong emphasis on materials and maintenance management to control costs. Mincom not only supplies the software but also provides a comprehensive implementation package using its own staff of experienced mining industry specialists. This papaer highlights some of Mincom's international implementation experiences.

Jan 1, 1989

By Robert T. McKnight

Introduction The minerals exploration business, like many businesses, is faced with the problem of valuing future, risky cashflows. These cashflows are derived from those mineral deposits which have been successfully commercialized. Many deposits, however, do not have the quantities or grade of ore to be considered economic at the projected metal prices using the traditional tools of the Capital Asset Pricing Model and discounted cashflow analyses. If one calculates the future revenues, costs and cashflows of one these marginal properties, and discounted it at the appropriate risk-adjusted discount rate, it may have a negative present value. Yet such a property may still have real, positive value in the marketplace. Why would a firm pay money for a property with an (apparent) minus present value? Mining properties such as these are bought and sold in arms- length transactions on a regular basis. Why is this so? Part of the reason relates to the nature of ore reserve information. To generate cashflows, the analyst must t assume that the reserve information is known with certainty when, in fact, reserves are not known with certainty. Mineral reserves are a function of commodity price, extraction costs and the level of (usually drilling) information about the reserves. Stated, or currently known, mineral inventories may vastly understate the true state of nature. Some firms may therefore be buying a property based on a completely

Jan 1, 1988

By Karl P. Norrena, Clayton V. Deutsch

Ore and waste cannot always be visually separated. The distinction between ore and waste may need to be made on the basis of blasthole sampling. Hand drawn dig limits or computer-generated contour lines do not account for uncertainty, economics or equipment. Geometric methods for interpreting grade information such as the polygonal or triangulation methods share the same limitations as contouring. Geostatistical techniques exist for the realistic modeling of grade variations and uncertainty. Decision analysis techniques exist for the binary classification of ore, and waste blocks in the presence of this uncertainty. Block-by-block classification is not enough; mining equipment cannot exercise free selection of blocks. There is a need for procedures to determine optimal dig limits that account for (1) the uncertainty in the grades, (2) the economics of risk-qualified decision-making, and (3) the ability of the mining equipment to dig to specific limits. This paper presents a procedure for optimal determination of dig limits that account for these constraints. Simulated annealing (SA) is used with modest computational requirements because the number of variables is relatively small. The solution of the optimization problem is dig limits that maximize profit under multiple constraints. The method is illustrated with different constraints and tested against hand drawn dig limits in a "Dig Limit Challenge," which illustrates the efficacy of the new method.

Jan 1, 2002

By Jair Carlos Koppe, João Felipe C. L. Costa, Luis Eduardo de Souza

United Nations (UN) has been leading an international committee to define the guidelines in reporting resources and reserves. The system proposed by UN is very similar to the guidelines currently in use in Australia known as JORC guidelines (Joint Organisation Reserves Committee). The JORC guidelines show major differences in relation to the Brazilian system current in practice. The important aspects differing JORC from the current Brazilian guidelines for reporting reserves is the required sampling spacing. The JORC system requires the points of observation to be closer spaced than the Brazilian system for any class of resources. All classification systems share some common aspects in terms of defining the classes of resources based on distance separating samples and on the degree of confidence or accuracy associated with the results reported. Despite of being very clear in terms of stating sample distances, all the systems of classification do not provide clear definitions on how confidence limits should be calculated. This paper proposes a geostatistical framework to measure the uncertainty associated with the reported tonnages and grades. Results demonstrate that the error associated with an estimate can be approximated using multiple simulated deposits to define confidence limits. The methodology is illustrated in a large Brazilian coal deposit and proved to be appropriate to address the issue of quantifying the uncertainty necessary to be incorporated in the systems of reserves classification.

Jan 1, 2002

By A. J. Sinclair

Los métodos de desmuestre para estudios de viabilidad dependen de las características geológicas del yacimiento que ha de ser evaluado. Se requiere un estudio geoestadístico preliminar, teniendo en cuenta los aspectos de autocorrelación de las variables sometidas a estudio, con objeto de que el plan de diseño de muestras pueda ser optimizado para producir las estimaciones de ley y tonelaje dentro de los límites de errores establecidos. En general, debe de tenderse a una distribución regular de muestras para ello, y longitudes regulares de las mis¬mas (a partir de los testigos o cortes, por ejemplo) son preferidas con objeto de facilitar los análisis estadísticos. Los planes de desmuestre son modificados y mejorados (bien técnica o económicamente) a medida que avanza el programa y es obtenida información adicional. Las muestras a granel para pruebas metalúrgicas pueden ser evaluadas en término de va¬riaciones señaladas por todas estas muestras en un depósito y la variabilidad de la ley dentro de las mismas. Una atención adecuada sobre estas fuentes de variabilidad asegurará una evaluación adecuada de los resultados de las pruebas piloto de las muestras a granel. Por otro la¬do, un estudio mineralógico general del yacimiento es un requerimiento importante, a veces ignorado, en una evaluación más general pero semicuantitativa de la representatividad de una muestra a granel; y, además, proporciona una información muy útil para optimizar el diseño de la planta.

Jan 1, 1982

A coal mine located in southern West Virginia recently set a world record for daily low-seam coal production using a Cat automated longwall plow system. In a 24-hour period on April 10 and 11, 2014, the Pinnacle Mine longwall produced 32,411 t (35,724 st) from the Virginia Pocahontas No. 3 Seam, in a seam height of just 1.42 m (56 in.) along the 298-m (980-ft) longwall face. The Pinnacle Mine, located near the town of Pineville and owned by Cliffs Natural Resources Inc., an international mining and resource company, operates a Cat Gleithobel GH1600 Longwall Plow System. A previous record was set by this system at Pinnacle in August, 2012 when 29,423 t (32,430 st) were mined in a 24-hour period. The record was set by the same system, mining its second panel after a comprehensive rebuild was performed by Carter Machinery, the Cat Dealer in that area. The rebuild encompassed a complete rebuild of the headgate and tailgate armored face conveyor (AFC) drive, the headgate and tailgate special AFC pans, the stageloader drives and return end, the complete crusher and all gearboxes for the plow, AFC and stageloader. Carter acquired the rights to sales and aftermarket support associated with the former Bucyrus mining products, both surface and underground, in 2013. ?Supporting and rebuilding a longwall plow system was a new experience for the Carter service team,? said Chris Curfman, president of Caterpillar Global Mining Sales and Support Division. ?However, given the record production results attained by the rebuilt system at Pinnacle, it?s obvious that they are up to the challenge of supporting the underground product lines at the same high standards and quality level that they have been delivering for many years on the traditional Cat surface mining products.? Tom Bluth, president of Caterpillar Global Mining Products Division, said, ?Caterpillar congratulates the Pinnacle team for this great achievement. Without their efforts and dedication this record would not have been possible. To safely deliver that kind of output from such a thin seam is remarkable. We have been privileged to work alongside their team to demonstrate the capabilities of Cat longwall mining technology. ?

By Merih Celasun

The literature in operations research centered on mineral exploration has been comparatively limited in view of the significant implications of mineral discoveries upon the national economies in general and mineral industries in particular. Much of what has been published is of somewhat unsure academic nature, indicating to a certain extent the scarcity of industrial applications. Mineral exploration activities present quite difficult operational and conceptual problems. The purpose of this paper is to discuss the principal characteristics of decision problems encountered in planning an exploration program, to indicate an optimization approach to a certain class of allocation problems, and to suggest directions for future research effort.

Jan 1, 1962