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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 Louis W. Cope

Since its discovery, Cuba has been called the “Pearl of the Antilles.” The country remains that, albeit a little tarnished these days. In Havana, many of the buildings are being refurbished, while some new ones are under construction. Since 1991, the laws have been relaxed so that Cuba is developing a mixed economy of central control with free market. Joint venture agreements have been signed with businesses from many countries. This does not include the United States due to its embargo. But even these regulations have been relaxed some.

Jan 1, 2003

By C. O. Brawner, J. Kalejta II

The classical approach to control rock fall and ravel in open pit mining has been to use catch benches. The width and volume of benches is most dependent on the bench height, size of loading equipment, blast damage to the face and mining regulations. This was compatible with open pit slopes of less than about 45°. As our understanding of rock mechanics and blasting control has improved over recent years, much steeper rock slopes can be developed at many open pit mines. However, narrower benches result with less rock fall capacity. The transportation industry has been very successful in using catch fences to protect highways throughout North America and Europe for years. The authors recommend that cable and ring net fences have a potential major application in open pit mining to allow steeper rock slopes with significant economic benefit. This paper outlines the application, design and operation of catch fences in surface mining for specific conditions. Typical case examples are presented.

Jan 1, 2002

By J. E. Friant

Until 1956, drill and blast was the only way to excavate rock. In that year, a tunneling machine using disc type cutters economically bored a small Toronto tunnel. Its amazing 105 ft/day set a new world record and set the stage for a new industry. The Disc Cutter Role in Excavation Mechanical excavation of hard rock is by now deeply ensconced in the heavy civil construction industry. All over the world, from the Swiss Alp Melange to Hong Kong Granite, to New York Gneiss, huge Tunneling Boring Machines (TBMs) create transportation, water and sewer tunnels. Powerful machines, boasting as much as 6000 hp, bore through rock, excavating in excess of 1400 tons per hour. The tool that makes this tunneling phenomenon possible is the single blade, rolling disc cutter. These hardened steel discs, from 15 1/2 to 19 inches diameter are arranged on a rotating cutterhead, to cut concentric circles in the rock. As the machine is propelled forward under great pressure, rock below each cutter is crushed. But the efficiency of the cutterhead is derived from the science of cutter spacing (distance between cutter paths). The majority of the rock excavated is not crushed, but flakes off in chips and chunks. No pick, tooth, or drag type cutting tool can duplicate the performance of a disc cutter. The economic use of drag type tools is limited to as low as 5,000 psi UCS rock strength in massive formations. In weakly bonded, foliated rock, drag tools do better, but are still limited to rock generally less than 15,000 psi.

Jan 1, 2002

By M. Weatherspoon, S. Gebo, K. Prisbrey

Our objective was to develop a transfer function model of phosphate heap leaching for design, optimization and control. The procedure included analysis of time-lapse photography of a laboratory heap. Our experimental results confirm the predicted system transfer function kinetics. Our conclusion was that the transfer function and z transform that we have developed will allow us to control flow rate and pH online.

Jan 1, 2001

This international symposium was convened to assess the current state of knowledge concerning the health hazards that might be associated with the ingestion and inhalation of fibrous particles produced from the processing of taconite ore. Concern about fibrous particles in taconite arose from their similarities to amphibole asbestos minerals that are known to be human carcinogens. The mineralogical characteristics of asbestos fibers are reviewed and compared with the fibrous particles known to be present in taconite ore from the eastern end of the Iron Range. The epidemiological and experimental animal studies for asbestos-related disease (including gastrointestinal cancer from asbestos in dinking water)were critically evaluated andcompared to those of the fibrous minerals in the taconite. The focus was on the amphiboles in the cummingtonite?grunerite and tremolite?ferroactinolite series and other fibrous particles in both the Iron Range and the Duluth Complex. This included examination of the reported occurrence of any asbestiform ferroactinolite, crocidolite asbestos, chrysotile asbestos, etc. In addition, an effort was made to provide a scientific framework to address fibrous minerals, which may be associated with nonferrous mineral deposits in the Duluth Complex. State-of-the-art risk assessment models for asbestos were presented. Risk assessment scenarios were developed for taconite-derived fibers at environmental exposure levels related to the operation of the Silver Bay taconite processing facility. These calculated risks were found to be trivial even after it was assumed that all mineral fibers were as carcinogenic as amphibole asbestos.

Jan 1, 2008

The minerals industry consumes billions of dollars in raw materials, equipment, tools, services and chemicals. The industry, though, has turned overmuch of the research and development (R&D) for these products to manufacturers and suppliers. Now the industry and its suppliers must decide how much R&D the mining industry should be responsible for and what role the suppliers should play. Promoting R&D As a result of the current environment in the mining and minerals industry, there has been a substantial decrease in R&D. Depressed prices, stagnant growth, cost cutting and rationalization are evident.

Jan 1, 2000

By P. A. Plunkert, D. E. Morse, Pui-Kwan Tse, W. D. Menzie, Lucy McCartan, J. F. Papp

China’s burgeoning economy is responsible for a major share of recent world mineral consumption increases. In addition to factors traditionally recognized in market economies1 and factors unique to specific commodities, Chinese consumption now plays a major and increasingly important role in energy and mineral markets for many commodities, such as aluminum, copper, iron and steel, and oil. China has the world’s second largest economy after the United States. And its long-term importance to the minerals markets is even greater than indicated by its gross domestic product (GDP), which is currently less than two-thirds of that of the United States (Table 1). This is because China’s rising standard of living is accompanied by rapid industrialization and urbanization. Its consumption of mineral materials for infrastructure development for its very large population is significantly greater per capita than that of such developed economies as the United States, the European Union and Japan. In other words, China’s per capita production is rising at a rapid rate and will probably continue to do so for many years.

Jan 1, 2006

By Levent Ozdemir, Robert J. Evans, Russell J. Miller, William Sharp

This paper describes the specifications and capabilities of a 6 ft (1.83 m) diameter laboratory rotary cutting machine which was designed and fabricated under a Bureau of Mines (USBM) contract awarded to the Colorado School of Mines (CSM). The machine will be used for carrying out research and development programs aimed toward improving the design and operation of mechanical tunnel, raise and shaft boring equipment.

Jan 1, 1983

By Gerald G. Griswold, Allan G. Provost

INTRODUCTION The Norad Expansion Project was located 10 miles southwest of Colorado Springs, Colorado, within Cheyenne Mountain. The expansion areas to be excavated would be adjacent to the existing underground Norad complex, which would remain in operation during the work on the expansion. The original complex had been constructed approximately eight years earlier and had been in full operation for approximately five years. Phase I, Excavation was awarded the Tiro Construction Corporation, a subsidiary of Harrison Western Corporation, Denver, Colorado, in the fall of 1970. Notice to Proceed was given to Tiro on 28 December 1970. The project owner was the U. S. Air Force, design was performed by the U. S. Corps of Engineers, Omaha District, who would also serve as the construction agency. [ ]

Jan 1, 1979

By C. Frenzel, N. Blechschmidt

"INTRODUCTION There is no doubt about the time and effort companies put in establishing and maintaining their equipment. However, the question about how these companies can map the benefits comes up. Neither do they have the tools to quantify the benefit of their action, nor do they have the tools to know the actual quality of their current maintenance system. The resources used in the process seem futile to observers. It seems impossible to trace improvements and to get information about the impact of actions in retrospect. Improvements in maintenance performance cannot be recognised by management or shareholders. Thus the necessity for measuring the performance of maintenance systems is given. In this paper ConMoto is systematically showing the strengths and weaknesses of many companies' maintenance management and is providing field-tested proven design elements for measuring maintenance systems and implementing Value Oriented Maintenance. Considering only business assets in production facilities and related machinery out of all investment goods in Europe, you reach a value of around 9.7 trillion euros in 2008. In Germany alone the equipment replacement value amounted to about 1.9 trillion euros [8,10,11,13]. If you calculate a cross sector maintenance costs rate of 4.8 % (corresponding to the average value identified in this study), direct maintenance costs in European production locations add up to over 450 billion euros per year [3]. These figures speak for themselves. Yet maintenance is not only of enormous significance for European enterprises. Our experiences show that maintenance and asset management, particularly sustainability issues, are also increasingly moving to the forefront in the BRIC states, in the Middle East and in many emerging countries. First of all, in order to meet the resulting high quality and cost related requirements of maintenance systems, a comprehensive overview of the issue is needed. This overview is provided by a detailed analysis of 83 companies and production plants from various sectors – with amazing results. SIGNIFICANCE OF MAINTENANCE Current studies show the high financial significance of maintenance and asset management. According to the market study in the Asset Manager [9], in industrialised countries about 10 to 15 per cent of the labour force are employed in maintenance and facility management tasks. In Europe about 40 to50 million people are directly and indirectly involved in retaining the value of machinery, plants, buildings, transport systems and infrastructure facilities. A glance at the costs side also demonstrates the great relevance of maintenance. EU-wide annual direct maintenance costs amount to a total of more than 1,500 billion euros. In Germany alone they are about 250 billion euros. This impressive total is considerably exceeded by indirect maintenance costs caused by technical failures. Indirect costs are estimated to be five times higher (Figure 1). [7,12,14]"

Jan 1, 2018

By J. P. Kennedy, O. A. Bascur

Large metallurgical complexes have more data than a small city and these data change as internal and external conditions evolve. Staffing turnover hinders experienced-based decisions especially with simple tools like spreadsheets. Lack of current information can contribute to decisions that result in significant deterioration in the quality of operation. Timely, unified information from sophisticated analyses presented to the broadest possible reach will improve operation. The major innovation is the addition of the web browser to the suite of software people will use with no training – the other two are spreadsheets and graphical presentations – and the consistent organization and transformation of the real time data to support broad access. This paper describes the data transformations and presentation methods necessary for a Web view, especially the special needs of real time data and analysis required for active operations decision-making. Many people inside and outside the complex, not just operators, need timely information that is abstracted, aggregated, organized and unified. Unification and aggregation of real time data presented via the Web opens a new paradigm for collaboration. The analysis tools are as important as the data. These rule-based tools add significantly to the operations database in the form of results stored for viewing with plant data. Mining and metallurgical plants already use many sophisticated analysis tools such as predictive maintenance policies based on statistical analysis vibration analysis, and oil and lube analysis for critical equipment. These add real time events, similar to an alarm package, and unified production information to the operational database. Simple models are used on line to create key indices that provide a real time indication of performance. Key indices include metrics for losses due to plant availability, performance efficiency, and overall process equipment effectiveness. These additional data in the operations database are used for early fault detection, increased production, better quality, higher availability of equipment and faster detection of process bottlenecks. An important feature is the ability for people to create their own key indices and store the results for use by anyone in the plant historian, but accessible by a browser. Keywords: plant information, principle components analysis, data reconciliation, gross error estimation, Internet, Word Wide Web

Jan 1, 2002

By Laura McNally

In 2006 McNally International Inc. in a Joint Venture partnership with Aecon Constructors was the successful bidder on two York Region Tunnel Projects: Bathurst Collector/Langstaff Trunk Sewers; and YDSS Interceptor Sewer 19th Avenue Project. These projects comprise a total of 13 kilometres of 2.74 meter finished diameter tunnels and are both part of the York Durham Sewer System (YDSS). Both contracts require the use of EPB tunnel boring machines with a precast concrete segmental liner. The following provides an overview the two projects.

Jan 1, 2008

By Ralph Spickermann

UK Seabed Resources (UKSR) signed a manganese nodule exploration contract with the International Seabed Authority on 8 February 2013 for a 58,000 km2 tract on the eastern edge of the Clarion Clipperton Zone (CCZ). UKSR is a private company based in the United Kingdom and established primarily to develop the commercial potential of the CCZ deposits. This is the first of many anticipated regulatory, market and technical milestones that are requisite for (1) environmentally responsible commercial scale production of nodule derived metals and (2) generation of revenue through their sale in the global commodities market. This presentation will describe the progress made to date in this effort and an industry-based perspective on the tasks and challenges that may lie ahead.

Sep 1, 2014

By John E. Tilton

The ability of companies and countries to mine copper and other mineral commodities competitively and in the process to generate new wealth depends on their mineral endowment. Chile, for example, produces and exports copper because it is well endowed with high-quality, low-cost deposits. This production creates wealth that benefits mining companies and their stockholders, the government, local communities, as well as copper consumers around the world. The widespread perception that mineral endowment must largely determine competitiveness, or what economists call comparative advantage, must be true at any particularly moment. Countries with abundant reserves must be competitive. This follows from the definition of reserves — the quantity of a mineral commodity found in discovered deposits that are profitable to exploit under current conditions. As a result, it is a tautology and not particularly interesting. The important question is what causes reserves to change over time, producing in the process new wealth and shifts in competitiveness?

Jan 1, 2003

By Brian Heer, David Young, Randall Essex

The Manapouri Power Station is New Zealand’s largest hydroelectric facility located on the South Island of New Zealand. Constructed in the 1960’s, it includes a 700 MW under-ground power station and a 9.8 km (6.1 mile), 9.2 m (30 ft) diameter tailrace tunnel. The output of the power station is currently limited due to excessive head losses in the tailrace tunnel. To remedy this situation, the Electricity Corporation of New Zealand (ECNZ) retained Woodward-Clyde to design a second tailrace tunnel and appurtenant facilities and prepare Contract Documents for construction. The Project will involve the construction of a 9.8 km(6.1 miles), 10 m (33 ft) diameter, TBM-mined tunnel, hydraulic control structures at the upstream and downstream ends of the tunnel, an underground dewatering shaft and station, and tailrace channel improvements. This paper summarizes the key design and construction issues addressed during the planning and design phases, outlines the risk management provisions incorporated in the Contract, and overviews the Interactive Tender Process (ITP)that was implemented during the pre-tendering and tendering periods.

Jan 1, 1997

By T. M. Barczak

Pumpable roof supports provide an alternative approach to secondary support in underground mining. Unlike all other supports that are either partially or fully prefabricated prior to being transported into the mine, the pumpable support is fabricated in place in the mine entry. This reduces the underground material handling efforts and thus the injuries historically associated with in-mine support construction. On-site fabrication also facilitates application of the support in areas that are inaccessible to transportation equipment such as scoops or rail cars, making it ideal for many bleeder applications. One of the main advantages of the pumpable support is that it fully bridges from the mine floor to the roof, thereby eliminating the requirement of ?topping off? the support with wooden wedges or crib blocks that soften most other support responses. This report examines the development of modern pumpable roof support technology and provides a full description of the performance capabilities of each of the support products now on the market.

Jan 1, 2008

By W. A. Wilkinson

In creating a surface mine design, a complicated series of events may be required to meet both mining and environmental objectives. Envisioning the mine at every step of the operation can greatly assist the engineer to identify design and operational problems that might otherwise go undetected until the field operations reach the problem. Providing operations a visual progression of the mine ensures that critical designs generated by the engineer are understood and effectively communicated to operations. Providing the plan as electronic data to the surveyors and/or on-board GPS systems can ensure successful implementation of the design. This paper discusses using computer technology to generate a virtual mine plan and strategies to consider when communicating a virtual mine plan through electronic and paper formats.

Jan 1, 2002

By G. Velarde

This paper presents the metallurgical results of column and stockpile leach tests with forced aeration to determine the usefulness of this process in the operational leaching at Sociedad Minera Cerro Verde S.A.A. The evolution of the aeration system is presented and also an innovative solution developed to overcome forced aeration’s main problem, which is the early obstruction of the aeration pipes located at the base of the stockpile, causing a decrease in air and oxygen levels and therefore a reduction in the metallurgical benefits.

Jan 1, 2006

By E. Z. Manos

The Detroit salt mine is operated by the Detroit Salt Co. It is one of the oldest underground room-and-pillar mines in the United States still in production. Mining at the Detroit salt mine began in 1906 with the sinking of the No. 1 shaft. Mining continued through the years, becoming progressively more modern in its equipment and techniques, until it was closed in 1983. In 1997, after a period of care and maintenance, the newly formed Detroit Salt Co. decided to reopen the mine. Upon completion of an extensive rehabilitation program, salt production resumed in 1998. Production currently continues at a rate of 910kt/a (1 million stpy). To date, the Detroit salt mine has mined more than 45 Mt (50 million st).This mine is unique because it lies under a heavily urbanized area within metropolitan Detroit. The mine and its history make a good case study for the continuing coexistence between the mining industry and its environs.

Jan 1, 2003