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By S. K. Kawatra, S. J. Ripke

During 1998, 62 million tons of iron ore pellets valued at $1.7 billion were shipped from U.S. mines. These pellets are the primary source for domestic iron and steel production. During pelletization, binders are required to improve the green strength of the pellets. Each year, bentonite binder costs a typical plant from $3 million to $5 million. Reducing the bentonite dosage has the advantages of significant cost savings while producing higher quality, lower silica pellets. The authors have recently identified a new and important bentonite binding mechanism, the fiber theory. During this study, procedures were developed that took advantage of the ability of bentonite to form fibers, and resulted in a dramatic decrease in the necessary bentonite dosage. Acceptable quality pellets were produced with the bentonite dosages reduced in half from 14 lb/lt (0.66%) to 7 lb/lt (0.33%).

Jan 1, 2001

By Herbert Lang

Cord-wood, sawn into blocks of about a foot in length, is a regular constituent of our fuel-charge at Mineral, Idaho, our work being the matting of silver-ores by fusion in a blast-furnace. The furnace is a round water-jacket furnace, of 36 inches diameter at the tuyeres, and the charge of smelting-mixture weighs 950 Ibs., requiring 110 Ibs. of Connellsville coke to drive it. I replace half this coke with 135 lbs. of fir-wood, cut from dead and apparently perfectly dry trees. This mixtrire produces as high a sn~elting-temperature as all coke, whence I infer that the smel ting-effeot of a given weight of wood is to that of the same weight of coke as 11 to 27, or 1 to 25/11. A cord of wood sawed ready for use weighs 2840 lbs., costs $5.00, and is

Jan 1, 1892

By Farshad Rashidi Nejad, Ali Asgari, Sanaz Norouzi

Blasting is known as the first step of rock breakage in mines. An indication of the importance of blasting is that more than 1 billion kg (2.2 billion lb) of explosives are used annually in Australia and 3 billion kg (6.6 billion lb) in the United States for rock breakage, more than 85% of which is used in the mining industry. The notion that blasting, as the first step of comminution, plays a significant role in crushing and grinding energy consumption is not an unfounded thinking. It can be noted that the comminution electrical energy consumption decreases in these ways: First, if the feed size to the primary crusher is decreased, less energy will be required to crush the ore to the same product size. Second, a decrease in work index (Wi) related to additional macro fracturing and micro fracturing within individual fragments.

Jan 1, 2015

By Charles L. Kimbell

Although virtually every available indicator of world mineral industry activity demonstrated a gain in 1983 relative to the 2 very poor years of 1981 and 1982, the overall prospects for future years seemed far from bright. There were significant upturns in the quantity and value of mineral commodities produced, traded, and consumed in 1983, and many nonfuel mineral prices advanced, although the price advances in current dollars in most instances barely compensated for inflation. The pattern of investment in exploration and development of new mining ventures and new plant construction reflected virtual industry-wide concern that substantial upturns in demand for mineral commodities in the near future were unlikely, at least for most large volume products. The world oil glut continued despite cutbacks in production, and substantial stocks of many other mineral commodities mitigated against growth in total productive capacity, at least among market economy nations. In these countries, development activity at both mines and plants was confined largely to programs aimed at substituting new, more efficient installations for old, uneconomic or marginally economic plants. Among the centrally planned economy countries, the pattern was somewhat different on the whole, but even there, growth in total productive capacity was evidently somewhat restrained, although it seemed questionable whether the restraint was a function of intentional planning or simply an inability to accomplish planned programs on schedule. International political events, particularly the Iran-Iraq war and the unstable situation in the eastern Mediterranean countries (Lebanon, Israel, and Syria), continued to adversely affect mineral industry activities in those areas. Similarly, the internal and international conflicts in Central America negatively influenced mineral industry operations there. In Afghanistan, it appeared that there was some upturn in the very modest mineral industry operations, but industry activities there undoubtedly continued to be affected by confrontations between the Soviets and the local citizenry.

Jan 1, 1985

By F. Khomamizadeh

In this study the effect of solidification rate, T6 and T7 heat treatments on thermal fatigue resistance of A319 aluminum was investigated. Increasing of the solidification rate improved the thermal fatigue resistance of the alloy by refinement of the microstructure. The most sensible areas for thermal fatigue crack growth were the eutectic zones, T6 and T7 heat treatments improved the thermal fatigue resistance of the alloy by enhancing of the matrix resistance against the crack propagation. The slight reduction of the thermal fatigue resistance after T7 heat treatment is attributed to coarsening of the precipitates which reduces the matrix resistance.

Jan 1, 2005

By G. Baldermann, Hüttenrauch

Occupational health and safety are an important tool to increase a company’s economic efficiency. The integration of safety-related tasks into the overall structure of entrepreneurial tasks is an inalienable requirement for the sustainable achievement of positive effects. Investments into technical and personnel occupational safety that are tied in a streamlined organizational structure guarantee the improvement of defined indicators. The labor force is of central importance. Its added value ought to be ensured. It is necessary to move away from the employees‘ hazard awareness towards a safety awareness including many other aspects in order to save costs in the long run.

Jan 1, 2005

By Francis H. Brownell

During the 1920's lead consumption in the United States reached the highest average total ever known. For the ten-year period 1921-'30, it was slightly over 600,000 tons per year, or say 50,000 tons per month, and the price averaged 6.81 per lb. But the I930's witnessed a severe drop in the consumption of lead is in other business activities. The average U.S. consumption for the ten-year period 1930-'40 was slightly less than 380,000 tons per year, or under 32,000 per month, with the average price dropping to 1.191c. per lb. The outlook in early 1939 was for a continuation of this average consumption and price a demand of 35,000 to 40,000 tons per month, and a price level of 4 1/2 to 5c. in the United States.

Jan 1, 1941

By A. Motamedi

Indoor localization has gained importance as it has the potential to improve various processes related to the lifecycle management of facilities and to deliver personalized and location-based services. Radio Frequency Identification (RFID) based systems, on the other hand, have been widely used in different applications in construction and maintenance. This paper investigates the usage of RFID technology for indoor localization of RFID equipped movable assets during the operation phase of facilities. The location-related data on RFID tags attached to fixed assets are extracted from a Building Information Model (BIM) and can provide context-aware information inside the building which can improve Facilities Management (FM) processes. The paper proposes a new approach to use received signals from available reference tags in the building attached to fixed assets to locate movable assets. The approach uses signal pattern matching and clustering algorithms for localization. As a result, a user equipped with an RFID reader is able to estimate the location of target assets, without having access to any Real- Time Location System (RTLS) infrastructure. A case study is performed to demonstrate the feasibility of proposed methods.

Aug 1, 2013

By P. V. Brough, K. B. Gillaspie

DECISION to build a mill at the Bayard property was made in May 1942. Western-Knapp Engineering Co., of San Francisco, assisted by engineers of U. S. Smelting, handled the design and construction. Much of the milling equipment was moved from the Company's mill at Goldroad, Ariz. Wartime restrictions necessitated wood construction and paper sheathing except for structures adjacent to the Bullfrog shaft. Construction started in September 1942 and milling in March 1943. Bayard ores are processed in a single-ection mill. About half of the ore treated during the past year was hoisted through the Bullfrog shaft and the rest was trucked from other shafts. Coarse storage includes four bins, two of 120 tons each for Bullfrog ores and two of 85 to 120 tons each, served by a truck ramp. The low capacity figure refers to

Jan 1, 1948

By R. H. Schutz

TO ASSIST users in the selection of reliable and satisfactory respiratory protective devices, the Bureau of Mines bas established five schedules of minimum performance requirements for the approval of respirators. The current revisions of these schedules3 include 13D for self-contained breathing apparatus, 141F for gas masks, 19B and the amendments to 19B for supplied- air respirators, 21B for dust, fume, and mist respirators, and 23B for chemical cartridge respirators. Copies of these schedules may be obtained from the Bureau of Mines, Publications Distribution Section, 4800 Forbes Avenue, Pittsburgh, Pa., 15213. Approval tests on respirators are performed only at the request of the manufacturer4 of the respirator and at his expense. If the device meets the approval requirements, a certificate of approval is granted on the complete respirator. This certificate states that as long as the respirator is manufactured as originally approved, or in accordance with any changes covered by an extension of the original approval, the manufacturer may advertise and sell his respirator as being approved by the Bureau of Mines. Many industries and regulatory agencies require that respirators approved by the Bureau of Mines he used where respiratory protection is needed. The Bureau of Mines, however, has no regulatory power over the use of the respirators that it approves. It acts as an impartial testing agency to insure the availability of suitable and safe respirators.

Jan 1, 1966

By R. H. Schutz

TO ASSIST users in the selection of reliable and satisfactory respiratory protective devices, the Bureau of Mines bas established five schedules of minimum performance requirements for the approval of respirators. The current revisions of these schedules include 130 for self-contained breathing apparatus, 141F for gas masks, 19B and the amendments to 19B for supplied- air respirators, 21B for dust, fume, and .mist respirators, and 23B for chemical cartridge respirators. Copies of these schedules may be obtained from the Bureau of Mines, Publications Distribution Section, 4800 Forbes Avenue, Pitts- burgh, Pa., 15213. Approval tests on respirators are performed only at the request of the manufacturer of the respirator and at his expense. If the deice meets the approval requirements, a certificate of approval is granted on the complete respirator. This certificate states that as long as the respirator is manufactured as originally approved, or in accordance with any changes covered by an extension of the original approval, the manufacturer may advertise and sell his respirator as being approved by the Bureau of Mines. Many industries and regulatory agencies require that respirators approved by the Bureau of Mines he used where respiratory protection is needed. The Bureau of Mines, however, has no regulatory power over the use of the respirators that it approves. It acts as an impartial testing agency to insure the availability of suitable and safe respirators.

Jan 1, 1966

By Charlie Vaught, Bill Wiehagen, Lynn Rethi, Pamela Kidd, Lisa Steiner, Ted Scharf, Henry Cole, Kathleen Kowalski

The most hazardous work environments share one feature in common: constant change. Many different, but constantly changing hazards are found in agriculture, construction, mining, and transport. This dynamic feature of work-place hazards varies by: (1) degree of control, (2) predictability, (3) visibility, (4) movement, and (5) degree of speed and force. In some cases the actions of the dynamic hazards are required for production to take place, and in many cases,

By Allan P. Fawley

ONE hundred miles from Vancouver, at an elevation of 4,000 feet, is the Pioneer mine. It is situated on Cadwallader creek, a tributary of Bridge river, and is reached by travelling from Vancouver to Squamish by boat, a distance of thirty-two miles, from there by train to Bridge River (one hundred and seven miles), and finally by automobile across Mission mountain .(7,000 ft. elevation) to the mine (fifty-six miles): a total distance of one hundred and ninety-five miles. Prior to 1924, many Companies had examined the Pioneer, which had been developed by shaft to a depth of 200 feet, but, while values were good, the small size of the ore-shoot discouraged large investors. In July, of that year, opera-tions were re-commenced by the late David Sloan and, on sinking further, the ore-shoot was found to lengthen greatly as well as to ex-tend in depth, while remarkable gold values also were encountered. When, later, the price of gold rose from $20 to $35 per ounce, the mine was in an excellent position to take full advantage of the increase + and not only became an extremely profitable enterprise itself but its success greatly stimulated the search for and development of other 1-gold properties in British Columbia.

Jan 1, 1937

George A. Packard, Boston, Mass. (communication to the Secretary†):—The very interesting results obtained by Prof. Hofman and his assistants came to my attention when I had temporarily assumed charge of the metallurgical department of the Missouri School of Mines, and had found it, pending the completion of a new building, lacking a furnace in which to roast ore preparatory to the customary lead blast-furnace run. An attempt at lime-roasting had been already determined upon, but the use of a charge which would make a slag of definite composition was a new idea. The results following were obtained by Messrs. Aubrey Fellows, J. C. Long, E. R. Wash, and Dr. T. C. Tseung, under my supervision. It is regretted that the data are not more complete; but the work was done simply incidentally to securing the desired ore for the blast-

Jan 1, 1908

By P A. Jenkins, I W. O Jones

WMC has mined the Perseverance disseminated orebody exclusively by SLC (sublevel cave) methods. Deteriorating ground conditions in the vicinity of an orebody inflection forced a re-evaluation of future mining at Perseverance and a strategy to drop down below the inflection zone and recommence the cave was implemented. This strategy has led to increased production at higher grades, resulting in lower costs and better mill recoveries. This paper describes the evolution of mine planning, development, support and production strategies through the successful process of implementing the ædrop-downÆ and re-establishing the SLC.

Jan 1, 2000

By A Melloy, D Holt, M Jurak

Oaky North is AustraliaÆs highest producing underground coal mine. In 2011, the mine produced 8.7 Mt of high-quality coking coal. The high quantities are a result of the constant strive for optimising the operating time of major production units, which involves investing numerous resources, including diesel equipment, in supporting and maintaining their operation.In July 2011 it was identified that the diesel particulate matter (DPM) levels in the underground workings were above acceptable levels, due to the high level of diesel activity. Over the next 12 months, several controls were implemented to reduce exposure to personnel: the main ventilation system was upgraded; the production forecast was adjusted to better manage the diesel fleet, removing surges in diesel usage; and an electronic diesel tag board was introduced to centrally manage the distribution of diesel usage around the mine.From the start of the campaign in emission reduction, an intense DPM monitoring regime was established. Within a few months of the introduction of the centralised tag board, there was a major reduction in emission levels. After the installation and commissioning of the new main fans, the emission levels dropped further, such that over-exposures are now a rarity.Oaky North continues to explore new systems to better utilise their diesel fleet while still maintaining control over DPM emissions.CITATION:Melloy, A, Holt, D and Jurak, M, 2013. Reduction in diesel particulate matter at Oaky North, in Proceedings The Australian Mine Ventilation Conference , pp 187-190 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By G. Daws, N. Woodward, A. Oxley

Many mines around the world have been seeking ways to achieve sustainable developments and reduce operating costs. Rockbolting is a technology that needs to be considered as it provides a means of reducing operating costs and improving safety whilst allowing improved production to be achieved. The problem is how to introduce this technology in the knowledge that a successful outcome will be achieved. Rockbolting is a complete package and not only includes the consumable materials but also training, production of Codes of Practice, Monitoring Schemes, Refinement of Design and long term management of the systems. This paper explains the methods that have been applied for its successful introduction and discusses several case studies. It does not give fine detail but is intended to allow decision makers to gain a basic understanding of the method used to successfully introduce rockbolting to a mine.

Jan 1, 2011

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008

DCF Valuations are very important to individuals and companies involved in the mining industry. Such valuations are critical to investment decisions in relation to new and existing projects. In particular they provide fundamental information to shareholders in the event of a capital raising or takeover and to financiers supporting mining companies and projects. Also, DCF Valuations are often used to support asset carrying values in the financial statements of mining companies. This paper presents a Chartered Accountant's (CA's) perspective on the main issues to be considered in preparing, analysing and relying upon DCF methods in mineral valuations and provides some practical examples relating to key issues. The paper makes the important point that DCF methods involve making assumptions about future events and circumstances that inherently contain uncertainty which results in a valuation prepared on a DCF basis providing a range of values that are not perfect or accurate. In order that DCF valuations provide meaningful information the underlying methodology used and assumptions made must be consistent, sound and well supported. Credibility of those involved in preparing mineral valuations is vital and this paper supports the adoption of sound practices by all concerned.

Jan 1, 1994

By T. Geyer

The Carbon Disclosure Project (the pre-eminent global initiative for institutional investor collaboration on climate change) groups the business risks (and opportunities) related to climate change into four categories: 1. Regulatory risks from tightening legislation (and opportunities for companies that can make the carbon market work for them), e.g. rising costs for carbon and energy-intensive processes. 2. Competitive risks & opportunities generated by a possible decline in customer demand for carbon/energy intensive products (and opportunities from a consequent rise in demand for efficient / low carbon products). 3. Reputational risks from perceived inaction on climate change (and benefits to those perceived to be ?solutions providers?). 4. Physical risks from changes to climatic patterns, e.g. asset damage from extreme weather events; project delays; water scarcity; resource risks as certain crops become no longer viable in certain areas and new supply chains become necessary; and potential human and socio-political impacts. All of these are already having repercussions for businesses in certain sectors and geographies. The understanding of specific impacts of climate change is still evolving but it is clear that climate change will have a material impact on the value of many businesses, either directly or indirectly. Many commentators and analysts consider that rising energy costs are likely to represent the most direct and immediate investment risk that climate change and the resulting regulatory responses will create for business in the near term. However, it is already possible to identify numerous examples of competitive and reputational risks and opportunities that are leading to significant value creation or destruction in business: the success of the Toyota Prius; the rush by the UK?s leading supermarket retailers to ?green? their brands; and the surging fortunes of companies involved in the manufacture of renewable energy generation equipment, are all manifestations of this trend. In addition, the potential physical impacts of climate change are also making themselves felt in certain sectors: an example is the Australian wine industry, suffering after an extreme and prolonged period of drought. THE PROJECT This paper describes a project undertaken for a multinational mining company to examine the physical risks from climate change across its international business operations. The study addressed 163 components of the business and included operating sites (mines, smelters, and refineries), key transport routes (road and rail) and port links. The inclusion of the transport networks and ports is extremely important; key transport routes (e.g. a key railway link) may often be impacted (e.g. by flooding) far more than individual sites due to their large geographic exposure and multiple potential failure points. Extreme weather events causing loss of life and major economic damage continue to be front page news. According to the World Meteorological Organization, January to July 2007 ?was marked by record weather extremes in many regions across the world.? Inevitably, the associated phenomena are starting to impact business and investments, not so much as deal breakers, but in changing the parameters of risk management and the approaches required to devise mitigation measures. EXAMPLES OF EXTREME WEATHER EVENTS No one event can be presented as directly attributable evidence of climate change, however climate change projections suggest that the frequency and severity of many extreme weather events can be expected to increase in a warming world. In August 2003, a heat wave struck Europe, with temperatures as high as 42°C (108°F). As summer temperatures in much of northern Europe rarely exceed 30°C (86°F), the area was unprepared for the disaster, and many thousands of deaths occurred. In August 2005, Hurricane Katrina caused catastrophic damage along the Gulf Coast of the United States, forcing the effective abandonment of south-eastern Louisiana (including New Orleans) for up to two months and damaging oil wells that resulted in increased oil prices. Katrina killed over 1,800 people and caused at least $75 billion in damages, making it one of the costliest natural disasters of all time. This was followed in September, by Hurricane Rita which left 119 people dead along the U.S. Gulf Coast, causing $9.4 billion in damage. In January 2006, hundreds of people were killed when Russia, Eastern Europe and Scandinavia experienced the coldest weather for decades. In summer 2007, dramatic floods in the south central region of England, UK left 350,000 people without drinking water and many without electricity. Transport infrastructure was severely disrupted; combined with floods which occurred earlier in the summer in Yorkshire (North England), the damage is estimated to total over £2 billion. ASSESSING RISKS FROM CLIMATE CHANGE To date, only a minority of companies have attempted to quantify the risks from climate change. However, investors are seeking greater disclosure of climate change related risks and opportunities and it is expected companies that can demonstrate they are prepared for climate change will attract higher market valuations. Climate Change Threats A variety of climate change threats were examined for their potential to have a potential measurable impact on the mining company?s business operations. Those considered most significant were included in the study and are shown in Table 1 (see Appendix A). Certain threats can be considered as being cyclical in nature and the future predictions may suggest a change in the frequency and severity of such events (e.g. storms/hurricanes, rainfall, drought). However other threats are associated with a gradual change over time (e.g. loss of glaciers, loss of permafrost, sea level rises). A slightly different approach is needed to address this differing nature of the threats, as described subsequently. Climatic Regions Much of the research and data associated with climate change is collected and reported on a regional basis. An example of the climate change impacts predicted for a number of climatic regions is shown in Table 2 (see Appendix A).

Jan 1, 2009