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By George E. Aiken, B. R. Jr. Waples

INTRODUCTION In this paper the author will attempt to bridge from the paper work of design and engineering to the reality of implementation. Certain facets of construction are constant to a successful project, no matter the level of technical complexity. Basic to timely, low cost construction are the people assigned to the project. Construction is not accomplished by robots, computers, or speeches; but rather by people. People do however require the avail- ability of equipment and communications to properly complete the work. ORGANIZATION Good organization is the basic requirement of a well implemented construction project. For this paper the author will suggest an organization chart as well as an activity listing that together support the construction activities. There is little difference in the activities or functions needed to construct a small plant or a large one. It is a matter of how much time an individual has to spend on an activity that determines the structure of an organization. The difference between a large and small plant construction job is often described as the multiple hat versus the single hat philosophy. As an example, a resident construction manager on a small job might be the manager, the field engineer, the scheduler, the estimator, and the procurement manager. At some time during a construction

Jan 1, 1986

By Robert McIvor

The following is a summary of the Robert H. Richards Lecture on “Learning and Good Fortune on the Road to Discovery” presented at the Mineral & Metallurgical Processing Division (MPD) Awards Plenary Session on Feb. 23, 2026 during the MINEXCHANGE 2026 SME Annual Conference & Expo in Salt Lake City, UT.

Mar 1, 2026

By J. E. Udd, L. B. Geller

"Mine-shaft wire-rope discard regulations include, among other criteria, a limited amount of permissible loss-of-breaking-strength (LBS). Currently, this parameter is estimated on the basis of non-destrutive-testing (NDT) with electro-magnetic (EM) type instruments. This paper analyses the accuracy with which these estimates have, so far, been obtained in practice.It concludes that while certain types of testers have produced better results than others, the desired accuracy level has not been attained. Also discussed are the putative reasons for this situation, and appropriate actions that the mining industry might wish to take."

Jan 1, 1990

By Earl L. Rau

At the present time, whether an electric utility uses high-sulfur coal is largely determined by geographical location, clean air legislation, and the age of the power plant. Acid rain legislation may well be the new force to change the use of high-sulfur coal. A number of coal papers were presented at the SME Fall Meeting in St. Louis, MO, Sept. 1986. These papers discussed high-sulfur coal in relation to its economics, trends and prospects, value of cleaned coal, and coal-cleaning technology. The Clean Air Act of 1970 required the reduction of SO, emissions from most stationary electric-generating plant to 0.5 kg (1.2 lbs) SO2, per million Btu of heat input. It was possible for many plants to utilize lower-sulfur coal or a mixture of high-sulfur and low-sulfur coal to meet this emission requirement. This 1970 act greatly increased the use of low-sulfur western coal. The 1978 amendment to the Clean Air Act required all new plants to use Flue Gas Desulfurization (FGD) to meet a requirement of 70% reduction of potential SO2 emissions to 0.3 kg (0.6 lb) SO2 per million Btu of heat input. With the requirement to use FGD, there was little or no demand for low-sulfur western coal in new eastern power plants. If' new acid rain legislation is enacted, it likely will require sizeable reductions in SO2, emissions by existing coal users. There might then be a shift to greater use of low-sulfur coals. The low-sulfur coals could come from either western or eastern mines or from cleaned eastern coals. Economics will dictate the approach older power plants will take to meet new regulationsuse FGD or low-sulfur coal. Coal use for electric power generation has changed from 1970 to 1985. Table 1, (Land, preprint 86-333) shows the change. The table shows that in 1985, US utilities used about 255 Mt (280 million st) of high-sulfur coal. Some 45 to 54 Mt (50 to 60 million st) of high-sulfur coal is being used in plants equipped with FGD and most of this use is in eastern states. This leaves 200 to 209 Mt/a (220 to 230 million st) of high-sulfur coal being used without FGD treatment. These plants are at risk if acid rain legislation is passed. Most of these plants are in the east and are more difficult to supply with low-sulfur coal. Estimates range from $20 to $30 billion capital investment and from $5 to $9 billion dollars per year operating costs to reduce SO2, emissions from those old medium-to-high-sulfur coal-burning plants. G. W. Land, (preprint 86-333), also presents tables relating to power generating costs and coal types. The author's tables are extracted from Land's tables IV and V. Table 2 here presents costs for a new plant. This includes the impact of different heat rates, fuel costs, fuel qualities, operating and maintenance costs, labor costs, and waste disposal costs. Table 3 compares estimated costs to retrofit an older plant with a limestone scrubber versus switching the same plant to low-sulfur eastern or western coal. Costs of switching include upgrading the electrostatic precipitator and - with western coal - costs of derating. Bhagwat, (preprint 86-325), details the trends in high-sulfur coal markets from 1974 to 1984. He also gives some prospects for high-sulfur coal markets, 1984 to 1994. The prospect depends mostly on whether acid rain legislation is enacted. By 1994, if New Source Performance Standards (NSPS) continue to be applied, high-sulfur coal demand from six mid-west and eastern states is expected to increase by 27 Mt (30 million st). • L. A. Khan and J. W. Baxter, (preprint 86-373), discuss several coal cleaning technologies such as froth flotation of fines, bulk oil separation and oil agglomeration, oil agglomeration/flotation, and air-floc flotation. ? (Space limitations preclude listing references. A complete list is available from the author.)

Jan 1, 1987

Almost from the beginning of civilisation the inhabitants hadlearned the art of recovering and working copper to produceitems which were of use to society.From the early beginnings of the use of copper which can betraced back 6000 years and more, there has been an evolutionaryprocess accentuated in more recent times in which the art ofproducing alloys particularly with tin and latterly zinc and otherelements, has given society a wide range of useful alloys for usein industrial, domestic and architectural applications.

Jan 1, 1995

The industrial might of the Bowen Basin is primarily the result of Utah Development Co.'s work- which has opened up the Blackwater, Goonyella, Peak Downs, and Saraji mines; built the Hay Point port; and is now developing the Norwich Park mine.

Jan 1, 1977

By W. Gabryk

A large new underground platinum mining project required that all different mining options were investigated during an option study before proceeding to the prefeasibility stage of the project. The capital project team identified 21 different options requiring investigation. These options considered 10 different access methods and 4 different mining methods. Each of the 21 options required a mine design, a valid production schedule, and the associated economics in order to facilitate a comparison on project Net Present Value (NPV) and other metrics. The project sponsors required this work to be completed in 3 months and therefore the project team decided to adopt an object-oriented modelling approach as implemented by Cyest Corporation. This would allow all 21 options to be valuated within the tight time frame due to the generation and re-use of templates. Standard objects were configured into templates containing the mine layout, design, and scheduling logic. These templates could then be assembled into a model to represent the option being investigated. The adoption of rules-based design and production scheduling then allowed for the rapid generation of a valid production schedule for each option with different iterations of varying production ramp-up and mining efficiency assumptions. The activity-based operating costs, labour, and capital were also linked to the standard templates such as a half level or barrel, which were then replicated to represent the overall mine structure for each option under consideration. Using this approach for each option, a full production schedule was produced per mining activity, the operating costs were calculated using activity-based costing, an infrastructure capital expenditure estimate was determined, the development capital requirements costed, and an overall NPV determined. This options study was completed in an unprecedented 10 weeks and a recommendation was put through to the Business to take three of the options to the next study phase.

Jan 1, 2012

By D Goel

India, the second-largest steel manufacturer globally, achieved crude steel production of around 126 million tonnes (Mt) in the last financial year of April 2022 to March 2023 (FY23), against an installed capacity of 162 Mt. In its National Steel Policy, 2017, India has undertaken targets to take the crude steel production capacity to 300 Mt by 2030–2031 and production and demand to around 255 Mtpa, also by this deadline. The blast furnace-basic oxygen furnace (BF-BoF):electric arc furnace-induction furnace (EAF-IF) ratio in 2022 was at 44:56.

Sep 18, 2023

The closure of the only professional mining school in New Zealand will mean that the minerals industry will have to explore other options to fill their mining professional positions. Globally mining is not seen as an attractive career option for young people and recruitment into mining courses is at a low level. Yet industry demands ever increasing competencies with respect to technology, environmental issues and legislation. This paper addresses this issue by first discussing the attributes required of graduate mining professionals. It then looks at alternative ways on how these can be met internationally and on the home front.

Jan 1, 1997

By Hans W. Schreiber, Rudi P. Fronk

IINTRODUCTION Widespread activities in precious metal projects in the western U.S., Australia, Canada and other parts of the world have opened a flood-gate of consul- ting expertise to aid and accelerate the development process. Utilization of outside expertise has taken on many shapes and forms that have in some instances actually "decelerated" or "retarded" project progress. Small mines are especially vulnerable to apparent false-starts and misdirections, be- cause of their generally lower capital commitments, shorter lead times and limited mineral in-house expertise. Mine development for small mines requires fundamental approaches by knowledgeable consultants that are timely and cost-efficient and in line with accelerated development, if they are to be successful. The development process is obviously that process which brings a given deposit into production. Or, put another way, the process comprises all activities, decisions and commitments which take place from the moment an authorizing entity (usually a board of directors) com- mits to development and production (usually on the basis of a final feasibility study) until the first ton of ore is processed to a saleable product. The activities, decisions and commitments over a development period--such a period can range from as short as a year or less to as long as 5 years or more--are many, highly varied, and often interdependent. The development period is also particularly risky, not only because of the varied and interdependent decisions and commitments, but also because of capital demand amounts. Delays in the development process are thus particularly costly - sometimes so costly that small and often undercapitalized mining companies, failing to reach production and a cash flow within a planned period, face, if not bankruptcy, at least severe equity dilution or particularly onerous and restrictive covenants on additional loan financing. It therefor behooves especially small mining companies to examine ways to accelerate development. By doing so, the development process may actually meet planned scheduling. The development process generally comprises environmental impact studies completion, final engineering, permit- ting, financing, equipment and machinery procurement, contractor selection and construction -- such activities largely being overlapping. The paper addresses what the small mines operator or the small mining company can do with consulting firms to accelerate development. By "small mines" is meant open pit operations of 2000 tpd or less and underground operations of 500 tpd or less. By "consulting firms" is meant entities who do not possess an engineering and construction capability, such as Derry Michener Booth & Wahl, Pincock Allen & Holt, Behre Dolbear-Riverside, etc. The paper concentrates on gold projects. PRIORITY CONSIDERATIONS Of the items listed in the previous paragraph which comprise the development process, the two which most consistently appear to cause delays are permitting and financing. The former's delays can be due to political overtones and thus the delays may not be reasonably foreseeable. The latter's delays are most often due to inadequate preparation, and thus are avoidable. For the reason stated above, and considering that financing is fundamental to all of the activities which constitute the development process, the paper focuses on financing as the priority item which can most assist in accelerating or retarding the development process.

Jan 1, 1987

By Paulo Braga, Carlos Junior, Silvia França

"Lithium is the lightest of the metals, with high reactivity and great electrochemical potential. It has a low thermal expansion coefficient and high caloric value, and it forms very light and resistant aluminium alloys. These properties make lithium an attractive element for use in battery manufacture and glass and ceramics production, in addition to its applications in the aeronautic industry. Today, two sources of raw material are economically viable for lithium production: pegmatite rocks and brine. The world production, in 2012, was approximately 150,000 tons of LCE (lithium carbonate equivalent), almost triple the production in 2000. The forecasted consumption for the current year, 2013, was approximately 162,000 tons of LCE, and for 2020, it could be as much as 280,000 tons of LCE, stimulated essentially by the growth of world production of electric (EV), hybrid (HEV) and hybrid plug-in vehicles (PHEV), the batteries of which are based on Li-ions. With the growth of world demand and increasing prices, lithium minerals such as spodumene, petalite and amblygonite, once considered uneconomical for the production of lithium carbonate, are regaining their economic value. New projects to produce lithium compounds based on mineral sources are being developed in many countries, aiming to produce battery-grade lithium carbonate (99.95% Li2CO3). Although Brazil has large lithium pegmatite reserves, the domestic production of lithium carbonate and hydroxide is very low, at approximately 600 tons of LCE, which represents 0.4% of the world production. The application of these products is mostly in the grease and ceramic industries. The national lithium market is under government protection due to its potential use for nuclear purposes. Thus, the industrialization activities and import and export of ores and lithium minerals, as well as organic and inorganic products, such as metallic lithium and lithium alloys, are controlled by the National Commission for Nuclear Energy (Comissão Nacional de Energia Nuclear - CNEN). The objectives of this work to quantify the real lithium demand in the Brazilian market, considering that a large amount of lithium is indirectly imported in the form of the Li-ion batteries used in equipment such as mobile phones, cameras, tablets, notebooks and e-bikes, and to compare this demand with the current national production of LCE. Finally, some technological alternatives will be discussed, with the aim of increasing the competitiveness of the lithium industry in Brazil."

Jan 1, 2014

By Jack T. Work

Spiraling costs in every segment of the open-pit mining cycle is a fact of life that every operator must reckon with. The introduction of various shock absorbing devices for rotary drilling is one recent innovation that may significantly reduce overall drilling cost, increase drill availability, and lower maintenance requirements. In a recent all-inclusive test in taconite ores, shock absorbers on Bucyrus-Erie BE 60R and Gardner¬Denver GD 120 rotary drills were directly responsible for overall savings of up to $41.06 per hour. What is It? A shock absorber is simply a device installed between the rotary drive head and drill steel that cushions the two. It functions in the same manner as springs and shocks on an automobile. Some benefits associated with use of the tool are readily apparent on a daily basis; other benefits are realized over longer time intervals and through continued use. A properly designed shock absorber will: •protect the drill from severe vi¬brations, improve rock bit performance, allow application of the best weight-on-bit and rotating speed under all drilling conditions, •function effectively over a wide range of applied bit weights, • have a spring rate soft enough to perform its primary function of absorbing both rotary and vertical vibrational forces generated by rough drilling, •be reliable and subject to as little maintenance as possible, •be easy to install and remove, and • be of such an economic benefit so as to offset the added expense of its application. A shock absorbing tool developed by BJ-Hughes Inc. was used in a recent test. The "Smoothdrill" is just one of the products currently available. This unit absorbs both rotary and vertical shock loads and has no mechanical parts so lubrication is unnecessary. A rebuild of the unit consists of removing the worn rubber element and inserting a new element, an operation taking less than one hour. Minimizing Vibrations Severe vibrations on a blasthole drill operating in broken and discontinuous formations have visible effects. These vibrations often cause structural damage when allowed to' continue, resulting in fatigue cracks in the mast and related structural components in the drill. When rough running formations are encountered, drilling must be interrupted and possibly shut down. Usually, the drill operator resumes drilling using less down pressures and various rotational speeds until firmer drilling is encountered. An effective shock absorber can substantially reduce these vibrational forces so more down pressure can be applied in bad ground. It is generally accepted that longitudinal vibrations and cyclic forces are more effectively reduced if a tool is designed to incorporate a relatively "soft" shock absorber. The softness of any shock absorbing tool is best judged by its spring rate-the weight required to produce a given amount of deflection, commonly expressed in units of kg per mm or pounds per inch of deflection. All shock tools use a resilient member such as rubber springs, steel springs, fluid, or gas springs to absorb

Jan 4, 1980

By S. Koro

The current economic climate of low commodity prices and increasing costs has put a lot of pressure on mining companies to ensure their operations will survive through the current economic downturn. While history tells us that the cycle will turn around and prices will go back up again, how many mining companies will be left to take advantage of the next upturn? On average in Australia, the maintenance of mining equipment accounts for up to 50% of operating costs; which equates to nearly $15bn per year. In addition to trying to boost productivity, mining companies are also putting a lot of pressure on reducing costs; all with the intention of maintaining/increasing profit margins and thereby keeping shareholders ?happy?. The whole premise of our economy is based on ?growth? and ?profits?. Movements in the market place force mine owners to ?react? to short term fluctuations. And if that movement is downward; operations people at the sites are forced to start reducing costs. Is this cost reduction done in a logical, systematic way where all risks (short-, medium- and long term) are considered? Invariably, the answer is no! Short term ?fixes? are normally implemented with little, or no, regard for medium- and long-term impact. And the reason for this is that management is not fully focused on the long term; focus is mainly on survival. Decision making is driven by shareholder sentiment and history tells us that this is largely short-term. So given these paramteres to work within, what role can ?Asset Management? play in assisting management to meet shareholder and market requirements whilst still maintaining long-term viability of their operations (to the long-term benefit of shareholders dare I say). As maintenance costs account for nearly half the operating costs of mining companies; the ?smart? management of assets is not only crucial; it is essential for survival in today?s economic climate. What is asset management? Asset Management, according to the UK-based Institute of Asset Management (IAM) is ?the systematic and coordinated activities and practices through which an organization optimally and sustainably manages its assets and asset systems, their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic plan.? How important is asset management in today?s mining companies? IAM goes on to say: ?This definition of asset management represents a significantly greater scope than just the maintenance or care of physical assets, and is closer to the central purpose of an organization. Good asset management considers and optimizes the conflicting priorities of asset utilization and asset care, of short-term performance opportunities and long-term sustainability, and between capital investments and subsequent operating costs, risks and performance. ?Life cycle? asset management is also more than simply the consideration of capital costs and operating costs over pre-determined asset ?life? assumptions. Truly optimized, whole life asset management includes risk exposures and performance attributes, and considers the asset?s economic life as the result of an optimization process (depending upon the design, utilization, maintenance, obsolescence and other factors).?

Feb 23, 2014

By John S. Lagarias

When ore bodies are faulted or mill feed turns refractory, mining managers and engineers act vigorously to convert imminent failure into eventual success. The recent proliferation of onerous "environmental" regulations and restraints is likewise a threat to successful mining enterprise, in some ways more insidious and dangerous than the problems presented by natural obstacles. The regulatory burden has become so heavy that a pall of pessimism covers much of the mining enterprise. In this paper we frankly recommend a Pollyanna approach, making not just "the best of it" but directing the whole environmental process: first, to improve our planning, engineering, and operating procedures; and, second, to demonstrate the need for modification of laws and regulations which are intolerably burden-some to both the mining industry and the public. It is customary for government officials and environmentalists to point out how great are the new environmental regulations and how successfully these have improved the natural environment in particular and the quality of life in general.

Jan 1, 1978

By L. K. Smith, C. R. May, K. R. Schrag, H. Buchwald

"New contracts for 65 million long tons of coking coal valued at over $900 million, over the next 15 years, herald the rebirth of Alberta's coal industry. The industry is optimistic that export orders may reach 20 million tons per annum by the mid-1970's. Coal will be extracted from underground and surface mines and it is expected that the total labour force will double from the present 1,200 men within the next two years. Ali the health hazards associated with coal mining are likely to be encountered and it will be incombent on the Provincial Department of Health to specify the standards which relate to health and environment where no such standards have previously existed. This paper examines some of the problems which are being encountered in setting up an environmental health program and reviews the practicability of environmental monitoring methods, with special reference to respirable dust."

Jan 1, 1969

Most mining operations have been happy to live in blissful ignorance of what their equipment is really capable of. Shareholders have been shown increasing tonnes output per employee (due to rationalising employee numbers). It is now known that the best practice for large mining trucks is 52 per cent higher than average or best practice for excavators is 41 per cent higher than average, or 38 per cent in shovels or 35 per cent with draglines, etc. The data is available. The bell curve of performance is flat. Substantial underperformance is rife. If you are working in or supplying equipment or services to one of the majority of operating mines that donÆt achieve best practice surely you want to know why. Or maybe you donÆt? For many mining people this sort of knowledge could be dangerous to their career so keeping the MD or CEO in the dark is a good option. Many suppliers donÆt want the performance of their equipment benchmarked? Mining consultants donÆt have the data so they are happy to keep guessing. Unfortunately, many Business Improvement or Business Excellence projects are about ticking the participantÆs æcareer boxesÆ. The first step to capacity utilisation is knowing what the capacity is. Even then people and culture will get in the way. People are the biggest hurdle to capacity utilisation. This paper will discuss what the mine of the future (and today) will need to do to utilise the productive capacity of its assets. It is not just benchmarking. It is not just automation. It is not just technology. It is about engaging those people who impact on equipment performance; right from the operator up to the Mine Manager. Doing it better involves a process to facilitate change and a culture which says it is OK to try even if you are wrong.

Jan 1, 2009

This paper discusses equipment replacement strategies and specifically addresses the upgrading of technologically superseded equipment. The process of equipment replacement evaluations is reviewed, and areas have been highlighted where currently accepted practice results in a bias towards retaining existing equipment longer than otherwise justified. The Discounted Average Cost Method is described and the advantages of the technique for this style of decision making discussed. Several key issues influencing the replacement evaluation are also presented together with examples from recent consulting work.

Jan 1, 1992

By Alok Bhowmick

The most uncertain and challenging part of a bridge design and construction is the ‘Choice of foundation’. During the planning and conceptual design stage, it is extremely important to choose the right type of foundation. Wrong choice can lead to disaster for the project. This paper will present three interesting case studies of past bridge projects, to demonstrate how correct choice of foundation can help to meet the project commitments while the wrong choice of foundations can led to huge delay in project completion, leading to time and cost overrun.

Nov 1, 2022

By John Smith

"The RTZ Corporation PLCFrom a company's point-of-view, a good investment decision is one which results in the purchase of an asset that is worth more than it costs. Thus, in order to judge the merit of an investment opportunity, it is necessary to estimate the value of the assets to be acquired.Discounted cash flow (DCF) analysis has become widely adopted by companies in assessing potential new investments. The principle is a simple one: invest in projects which have a positive net present value, and reject those which do not. However, perhaps because of its apparent simplicity, DCF analysis is frequently misused. Good practice in the use of the technique is discussed, together with several common misconceptions.Sound analysis requires sound data; thus, the valuation process relies heavily upon a wide range of specialists to provide the basic input from which cash flow forecasts can be built up. The analyst must maintain close liaison with these specialists from the outset in order to ensure that the data provided is indeed relevant and complete.IntroductionBefore turning to the main subject of this paper ""How Companies Value Properties"", it is of interest to consider first a slightly different question ""Why do Companies value Properties""? In other words, for what purposes are such valuations prepared? Certainly the commonest, and probably the most important circumstance in which a valuation is required is when the company is considering an investment opportunity. This may be the direct purchase of a property or group of properties from a third party, but could also be the opportunity to develop a new operation or expand an existing one.A very simple objective in making any kind of investment is to make our shareholders richer than they would otherwise have been. That is, to make investments whose value to shareholders exceeds the consideration required to acquire them. Thus the investment decision focusses on the difference between an asset's value and its cost.This distinction between ""value"" and ""cost"" is an important one. Study of a company's balance sheet may tell a lot about the cost of this company's assets, but very little about their value. Then again, it is sometimes argued that a business should be bought because this will result in assets being acquired for less than their replacement cost. This merely compares one cost with another, it says nothing about value."

Jan 1, 1991

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