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Burr Mineral Resource has: ?Grade / Thickness / Tonnage ?Dry Caprock ?Low Carnallite ?Low Clay / Insolubles ?Flat & Continuous Deposit ?Proper depth

May 1, 2009

By Wilfrid Comeau

Vibrograms, which last significantly longer than the actual blast (say 10 to 15 cycles or more), may be signalling an elastic response, which is not uniquely blast related. For example, geophones mounted on a part of a structure, which can elastically resonate at a frequency included in the seismogram, may not show the structure’s real reaction to the blast. This resonance usually amplifies the ground vibration. This contribution examines one particular case where blasting excited and amplified a resonant ground response, and the method used to significantly reduce or eliminate this undesirable condition.

Jan 1, 2007

How do you think the US Bureau of Mines closing will affect SME? The demise of the bureau represents a challenge, an opportunity and, above all, new responsibilities for our profession. A lot of good professionals are seeking new positions. A lot of worthwhile research is available for transfer to the private sector. Logic dictates that worthwhile projects of any defunded government activities should find support in the private sector. The bureau may be gone but its legacy is deeply rooted in the profession. The bureau’s contributions will be remembered as long as there are mines and miners. Its1994 research program was divided into three major areas: environ-mental technology; health, safety and mining technology; and minerals and materials science. There must be a place in either the government or private sector to continue these worthwhile activities.

Jan 1, 1996

By Hanes J

More than 200 bursts in coal occurred at Leichhardt Colliery prior to December 1978 during mine development in the 6 m thick Gemini seam at depths approximating 400 m. Three large bursts each displaced more than 300 tonnes of coal and stone. Two of these which occurred in continuous miner developments, are described and compared. Geological settings, mining strains including induced cleavage and roof failures associated with bursts are described. A shotfiring technique replaced mechanised mining following a major incident at the colliery. Present mining procedures, the apparent improvement in stability of workings and ongoing geotechnical monitoring programme are discussed.

Jan 1, 1980

By B. Cavender

Safety departments have traditionally been held responsible for the safety performance of their division or company. This approach leads to a lack of ownership of safety issues by the larger organization. An alternative paradigm is significantly more effective: the members of the work force (managers as well as workers) are fully responsible and accountable for safe production. The safety department is not extinct, however. Its role has changed, to focus on training, litigation, and external relationships such as community relations. This approach was implemented at BHP Copper's Superior mine and mill in Arizona. By obtaining the genuine commitment of the work force to accident-free production, the mill's MSHA incident rate immediately dropped from 7.4 to zero. The mill also ran one year with no MSHA citations. When this philosophy was implemented at the divisional level, the division's incident rate decreased from 9.5 to 1.1,an 88-percent reduction in six months.

Jan 1, 2000

By D. P. Ziegler

Formulas relating economic optimum busbar cross sectional areas to busbar cost, electric price and financial parameters are reviewed and revised. Application of the formulas is illustrated with discussion of the appropriate choice of parameter values and the sensitivity of the optimum to the parameters. The extension of the single busbar concept to optimization of more complicated arrangements of bus for smelting pots is complicated by the constraint of obtaining a specified current distribution. An example problem illustrates the optimization of a section of a bus network containing a fork, with the imposed limitation of achieving a specified uniformity in the current. In cases where the current in the individual conductors may vary, Kelvin's law does not apply. Further extension of the technique to a full pot set of conductors poses additional problems which are discussed, but whose solution has not yet been accomplished. Aluminium 2006 45th Annual Conference of Metallurgists ofCIM Montreal, Quebec, Canada Edited by

Jan 1, 2006

By Rodrigo Werneck Athouguia

O cerne desse trabalho consiste em demonstrar os resultados obtidos pela implementação de um programa de Lubrificação Confiável na Samarco Ubú com objetivo de reduzir custos através da busca contínua pela lubrificação classe mundial. A Samarco Ubú entende que uma lubrificação de qualidade contribui diretamente para os equipamentos, aumentando a vida útil. A gerência de manutenção lançou no final de 2013 um programa de Lubrificação Confiável com objetivo de buscar continuamente as melhores práticas de lubrificação no mundo.Esse programa abrange desde o recebimento do lubrificante até a manutenção do mesmo no equipamento em condições ótimas de trabalho, capacitação da equipe e as melhores práticas de lubrificação.

Aug 16, 2017

By Doug Halbe

?Many are called, but few are chosen.? The biblical adage applies not only to life, but also to hydrometallurgical processes. There have been, in the past, many outstanding successes with new processes ? and also some dismal failures. What are the odds of success for a new process? When there have been problems, why? What can you do to make sure these problems don?t occur with your process? What effect will a slow startup have on project economics? How do financial institutions ? the people who loan your company money for the project ? feel about new processes and why? Is it possible to predict or estimate the time required to reach design parameters?and if so, how do you sell this estimate to management ? and financial institutions? Probably most important ? when do you start thinking about the answers to these questions?

Jan 1, 2003

By G. A. Johnson

Basic management principles will be discussed (as they apply to minerals education efforts), especially in light of the changing nature of volunteerism in today’s society. Also, the “minerals education tree” will be presented, along with public opinion / public policy realities.

Jan 1, 2001

By Jason N. Scott

CFA piling is a ?blind? construction process that relies heavily on the rig instrumentation to produce sound piles. If the data measured and recorded during construction can be made available to engineers and managers within hours after construction then there are many economic and quality control benefits that can be realised. A state of the art CFA instrumentation and data management process has been developed in the UK. The key components of the instrumentation, GSM data service and the central database are described. Many benefits to the business have been realised and, where possible, these are quantified.

Jan 1, 2006

By Thomas D. Kaufmann

Introduction Mining has always been sensitive to the fluctuating income of downstream customer industries. The industry is now becoming more vulnerable to booms and busts as economic pulsations increase and demand for mining products shows little or no long-term growth. As the general economy has become more cyclical in the last decade, the capital-intensive primary industries have become more aware that timing as well as preparation of survival plans are vital in investment decisions. Strangely, however, some of us have not yet included the business cycle in our feasibility studies. Cyclic prices and volumes and fluctuations in profits and cash flows do not fit our linear models. The increased cyclical nature of our economy is recent and poorly understood. Forecasting peaks and troughs is still more an art than a science. Nevertheless, avoiding business cycle parameters can lead to error in value estimation and contingency planning of new projects. Metal and Mineral Industries More than half the iron and steel, aluminum, copper, lead, zinc, manganese, tin, nickel, molybdenum, cobalt, and chrome that we mine, smelt, upgrade, and recycle goes to construction, transportation, capital goods, and consumer durable industries. All are cyclical. Their products are consumed slowly, so replacement can be postponed in recessions. Purchases of such goods are usually financed by debt, and their customers are sensitive to highly cyclical changes in interest rates. During prosperous periods, people tend to buy capital goods despite high interest rates. Upstream industries also tend to be whipsawed by inventory cycles. With high interest rates and good transportation, downstream fabricators can lighten their inventories during recessions. They know that upstream suppliers can deliver supplies and raw materials immediately, And, with the advent of electronic accounting, the fabricator with timely inventory information can afford to hold fewer contingency stocks. Likewise, when recovery returns, inventories surge back through industry pipelines, accelerating demands on primary supplies. The price elasticity of most primary products is low. Their share of the value of finished products of the industries they supply is generally small. The 60 kg (130 lb) of aluminum in a car is vital. But whether it costs $80 or $130 will not visibly influence the demand for an automobile. With low elasticities of demand, the primary producer is hit with decreases (or increases) in prices and in sales volume, during recessions as well as recoveries.

Jan 6, 1984

By M. C. Roberts

The consumption of industrial minerals, like most other commodities produced from the earth, depends on the demand for the goods and services that use these materials. Minerals are not generally used directly by final consumers (table salt is a notable exception) but instead are used to either make products that are then purchased by customers, or the minerals are used to make industrial products that eventually contribute towards producing other goods and services. Therefore the demand for industrial minerals in most uses is derived from the ultimate demand for goods and services by consumers. The problem for producers of industrial minerals is that the demand for their mineral product fluctuates greatly in response to the changes in the production of goods and services over the course of the business cycle. In this respect, the producers of industrial mineral are innocent victims, subject to market fluctuations outside of their control. Because the demand for most minerals depends on the demand for the product and because minerals typically make up a minor portion of the costs of producing the product, changes in the price of the mineral often do not influence demand for it to a significant degree in the short run. This is described as a very low price elasticity of demand, as shown by the steep slope of the hypothetical demand curve in Figure 1. This demand curve shows that changing the price of the mineral does not alter the quantity demanded very much, but shifts in the demand curve will be the important determinant of the quantity of the mine.ra1 that is sold. The shifts are caused by the changing demand for the products using the mineral over the course of the business cycle.

Jan 1, 1994

By F. Alsobrook

Industrial minerals are receiving increased attention by metals, coal and other companies seeking to diversify and stabilize earnings. Each industrial mineral has a unique set (and sub-sets) of business dynamics, however, and the diversity can present a bewildering maze to the corporate planner. Shrugging off this complexity and relying on serendipity for entry opportunities often results in unsuitable acquisitions. An effective alternative used in exploration can also be applied to strategic planning. By providing focus and direction, this flexible methodology can prevent wasting corporate resources on random pursuits and result in a quicker, more satisfactory achievement of diversification goals.

Jan 1, 1990

The global recession of the 1980s drove commodity prices down and intensified cost competition. The 1990s saw a restructuring of the mining industry with the survivors adopting new technology, significantly increasing workplace productivity and reducing capital and operating costs. Major changes in mining industry business strategies evolved in the late-1980s including the development of miner - supplier - manufacturer - partnerships, cultural changes in work practices and common goals between the partners to reduce the cost of production. These industry trends are putting new demands on mining machine manufacturers and dealers both on the `hard' side of the machine business, such as research and product development programs, and on the `soft' side in terms of business processes, use of human resources and communication. The paper describes several mining industry trends as identified by a large supplier to the industry, and discusses the impact they are having, and will have, on mining machine development and the provision of product support services to the industry.

Jan 1, 1995

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

By O. A. Bascur

It is difficult to analyse the economics without an integrated view of mine transactions, stockpile inventories, process flows and assays. The lack of integration of mining and metallurgical information with sufficient detail to analyse and act is a problem. However, to take action requires real time information from manufacturing assets, corrected for gross errors from trucks, shovels, conveyors, faulty sensors, bad instrument calibration. Validation methods use process models to identify inconsistent information in the case of corrupt actionable information. This paper presents new strategies that transform the data into business information for continuous improvement and optimization. This technical presentation will review recent implementations enabling large metallurgical complexes to improve their data quality for overall production and energy management. A competence center emerges as an enabler for implementing operational intelligence. The evolution of Web services to troubleshoot plant information and to collaborate at the enterprise level is presented.

Jan 1, 2014

By Alexandre Keunecke Hardt

A dinâmica competitiva do mercado globalizado demanda informações confiáveis no dia-a-dia das empresas. Essas informações são preciosas, pois estabelecem vantagens que permitem que as empresas mantenham suas lideranças no mercado. Enquanto sistemas de Business Intelligence (BI) normalmente pertencem ao mundo da gestão e da estratégia, os conceitos da Indústria 4.0 trazem um conjunto de novas oportunidades para obtenção e extração de dados direto do chão-de-fábrica, permitindo com isso que decisões operacionais e táticas suportadas por esses dados sejam tomadas quase em tempo real. Uma solução BI desenvolvida em tecnologia OLAP (Online Analytical Processing) possui na etapa de ETL (Extract Transform Load) um de seus maiores gargalos. Este trabalho propõe uma ferramenta de processamento desenvolvida em Spark, denominada neste trabalho como BI 4.0, que resolve esse problema ao realizar o ETL de forma escalável, distribuída e com alta performance, trazendo ganhos significativos para o negócio.

Aug 17, 2017

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By P. J. Petit

"The complex planning required to achieve any planned production yields multiple and dissociated responses over the life of project (LOP). The customary decision-making process negates the possibilities of developing optimized and integral solutions from operating levels up to business and strategic levels. This results in an inefficient project or overall underperformance of the operation.In the project setting, disconnected trade-offs and improved performance studies become inadequate, because they are site-specific and use only a few comparative parameters. They are often based on a small data-set.Decisions taken to achieve overall objectives require the correct determination and dissemination of key performance indicators (KPIs). The KPIs indicate efficiency in operation, whereby the marginal rate of technical substitution corresponds to the rate of production. It is the necessary condition for optimization. Performance realization for sustainability follows optimization modelling, the latter often being presented with financial results such as business net present value (NPV). It considers techno-financial constraints and provides a strategic and aligned outlook of KPI decisions for an enhanced and integrated outcome.This paper explains a mining case study that is rendered efficient, and through business optimization (BO) short-term and sustainable targets are reached. Business optimization increases the NPV by 14.7%. This is achieved by challenging conventional decision-making associated with maximizing business value by including environmental externalities within the LOP."

Jan 1, 2016

By Dick Ruby

Most miners know that Latin America's major mineral areas are in the mountains of Mexico and down the backbone of the Andes in South America. These areas comprise some of the more rugged and challenging parts of the world's geography, and the risks of doing business in these areas are just as difficult as the impressive task of extracting and processing ores. However, Latin America does contain mineral deposits, some untouched and many to be discovered, that convince venturesome people that the tremendous effort required to mine them will be worthwhile. The rewards have often been adequate in the past. Hopefully, they will be in the future. Background The safest statement that can be made about Latin America is that the "ballgame is constantly changing." Here are some examples: Chile. Under President Frei in the 1960s, Chile welcomed foreign mining interests, even though the government was acquiring significant ownership interests in the big copper properties. Then, under Allende in the 1970s, the big mines were taken over and compensation was denied on various grounds including the allegation that extraordinary profits had been made that should have been taxed. After Allende, an about-face was made in policy; former owners of the expropriated mines received some compensation and new foreign investment was seriously welcomed. Many major companies announced intentions to return to Chile. Some have. Peru. After a military takeover in 1968, Southern Peru Copper

Jan 7, 1983