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The Mt Lyell Mine at Queenstown, Tasmania was re-opened in 1995 by Copper Mines of Tasmania Pty Ltd, a wholly owned subsidiary of Mt Lyell Mining Co Ltd. The re-opening followed over 100 years of copper and gold mining at Mt Lyell. Major changes in practice were implemented across the site. Preventing further damage to an already disturbed environment was a major priority. Sublevel caving, at a lower cut-off grade, replaced open stoping for the deep underground mining. Development and later stoping are handled by a contractor, National Mine Management Pty Ltd, in the largest underground contract awarded at the time. Large scale sublevel caving was new to Mt Lyell and not widely practised in Australia, requiring studies and systematic development of the method, particularly in drilling and blasting. Rehabilitation and upgrading of mine infrastructure have been and will continue to be a challenge. The mine has, since 1995, returned to being a stable producer with potential for growth.

Jan 1, 1998

By B Johansson

The mining industry needs to recruit young talented people. An important task therefore, is to create future attractive mining workplaces that engage and motivate young people to work within the industry. Our intention with this article is to illustrate a possible way forward for the mining industry to form such workplaces. We discuss different aspects of an attractive workplace and summarise our findings in a specification of basic demands dealing with safety, physical and psycho-social work environments and social responsibilities.

Nov 22, 2011

By M E. Watson

Minimising dilution and ore loss is an important part of ensuring profitability of a gold mining operation. White Foil open pit gold deposit is a low-grade deposit and therefore managing ore quality is a high priority. Ground movement through blasting can displace ore and waste boundaries up to 10 m from their in situ location and therefore requires stringent ore movement monitoring and adjustment. There are currently only two options for monitoring blast movement – utilising visual targets (commonly lengths of polypipe) but this has widely been replaced by electronic blast movement monitors (or BMM). Regardless of the technology used, the basic principle is to compare the pre- and post-blast locations of the targets to determine the movement of the rock mass during blasting, which is then used to determine the final location of ore and waste boundaries.The Blast Movement Technologies (BMT) BMM system has been used at White Foil since June 2014. The system has been effective and reliable during that time; however, the annual cost of using the BMM system is greater than other monitoring alternatives. As such, the open pit geology team conducted a study comparing the BMM system against the conventional polypipe technique. The objective was to quantify the profit and loss that would occur based on the ore block transformations from both methods. Eight blasts were selected where polypipes were installed in additional holes adjacent to the BMM monitoring holes. The resulting movement vectors from the respective methods were used to create post-blast ore blocks by transforming the in situ ore blocks. While polypipe is a cheaper alternative, the BMM system tracks ore and waste boundaries more effectively resulting in better quality control, enhanced ability to minimise dilution and ore loss thus maximising profit. For these eight blasts, it is calculated that the BMM system resulted in A$664 978 extra profit through a reduction of ore loss. The total cost of a yearly BMM package was recovered in the first two blasts of this study. The primary reason for the difference is that polypipe had a poor recovery rate of 32 per cent compared with 92 per cent for BMM at White Foil. Therefore, the data used to transform the ore blocks was less representative, resulting in inaccurate post-blast ore block boundaries when using polypipe.CITATION:Watson, M E, 2017. Blast movement monitors or polypipe? A study into cost-effective blast movement monitoring at White Foil gold mine, Western Australia, in Proceedings Tenth International Mining Geology Conference 2017, pp 433–440 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By C D. Rose

A review and summary of the results of 120 coal sampling system bias tests is presented. This review supports new methodology using multivariate statistics currently being considered by ISO TC27 SC4. The current difficulties with ISO 13909-8 are explained and the logic behind the current new working draft is discussed in detail. Bias was detected in nearly 36 per cent of tests reviewed, suggesting that much improvement is needed in designing, maintaining and monitoring the performance of sampling systems in order to avoid sampling bias.CITATION:Rose, C D, 2012. Bias testing of mechanical sampling systems for coal - A review of test results and call for use of multivariate statistical analyses, in Proceedings Sampling 2012 , pp 185-192 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 21, 2012

By A G. Guinea

If you were reading this article in a newspaper or similar in the 1800s, you would know that the world was firmly in the grip of the Industrial Revolution. You might have been one of the families that decided that an agriculturally based existence was no longer for you, and that the promise of a factory job was more appealing and more secure. And it was. Financially at least. Not so much from a workplace safety perspective.

May 5, 2022

Quay Magnesium Limited (QMG) listed on the Australian Stock Exchange in late September 2004 having raised approximately A$30 million with the object of designing, constructing, commissioning and operating a 15 000 tpa magnesium alloy production facility in Nanjing, China. Site construction commenced in February 2005, with installation of all major components completed by the end of October 2005. Hot commissioning was simultaneously commenced with the final stages of installation, leading to the first stage of continuous ingot casting by mid November 2005. Since that time, ramp-up to the name plate capacity has been undertaken. This presentation highlights some of the more significant technical and logistical hurdles that have had to be overcome in order to meet the high quality product specifications required by a range of QMG customers.

Jan 1, 2006

In 1955 the annual production of steel at Australian Iron and Steel Pty. Ltd., Port Kembla was 1.2 million tonne and over the following two decades this had progressively increased to the present capacity of 5.4 million tonne per annum. This increase in productivity has also been accompanied by important developments in steelmaking technology and these are explained in the chronological order in which they have taken place. Reference is made to the use of oxygen in open hearth furnaces, the B.O.S. process, the Argon-Oxygen decarburisation process for stainless steel, vacuum degassing and continuous casting. When the vacuum degassing and continuous casting units are commissioned, the Port Kembla Works will have achieved a standard of steelmaking technology equal to any in the world.

Jan 1, 1976

To explain in any depth the industrial relations of Broken Hill I believe that it is necessary to trace some of the many happenings that created the present industrial climate. While appreciating that our relations with the local industry are relatively good, it must be pointed out that to preserve and improve this present situation a duty is owed to everyone connected with the industry (workers, share- holders, etc.) by management and unions to see that just and reasonable agreements are found for any disputes. If the companies ever take the local position for granted it would soon die, killed by someone who may get some short term benefit, but who would lose something of incalculable worth in the long run. Similar- ly if the unions were to adopt some of the "wild cat" methods adopted in other parts of

Jan 1, 1975

By P Donecker

Like all chains, iron ore values chains are only as strong as their weakest link, which in ore processing is often the humble chute. While mechanically the simplest element in the iron ore flow sheet, chutes are often the most problematic and regularly the major cause of unscheduled downtime. Chute designs have remained static for decades, despite the extra demands being placed on them by grade reduction, which impacts chutes in three ways viz: 1. Higher volumetric rates as infeed increases to meet production targets. 2. Higher moisture content as mining goes below water table. 3. Stickier properties as the dilution phase is often clay based. While there is no shortage of ideas and the geometry options are infinite, the fact is that chute design has not kept pace with grade decline and has remained essentially unchanged. One reason cited for this lack of innovation is the difficulty evaluating and de-risking designs. While the power of computers running Discrete Element Method (DEM) models has advanced, the models themselves still need to be ‘calibrated’ with the dynamic properties of the ore. Flow properties commonly measured for bin design are useful for static situations only and were never intended to predict dynamic behaviour as in chutes, a critical qualification lost in the mists of time. So while they always produce a colourful and reassuring animation, DEM models informed by static ore properties often result in wildly inaccurate real world predictions. Responding to this low success rate, many operators are now utilising physical modelling to help reduce risk and avoid the consequences of having an underperforming chute in their value chain. Physical testing, in a dimensionless scale-down of the proposed system (bulk material and chute geometry), addresses the shortcoming of mathematical models designs and when used in combination with DEM is the best option. In the ideal world, the focus of chute modelling should be innovative design concepts aimed at addressing future needs, however in reality the focus is nearly always on modifications to installed chutes that are underperforming even today. This situation can be traced back to design procedures which if informed at all, are based static ore properties. As an industry, we need to break this cycle and become more proactive, which means addressing flaws in the current design process. In 30 years of providing modelling support to the industry, I have looking at hundreds of underperforming chutes in the iron ore industry. This practical experience has led to a unique and unbiased perspective on chute design and their performance in the real world. The knowledge presented in this paper can not only be used to help avoid baked-in problems now, but also help guide and evaluate designs so we can deal with the challenges of our low-grade future.

Sep 18, 2023

By Fink ST

Management requires up-to-date information on the activities of an enterprise in order to maintain control and to assist in decision-making and planning. In today's environment it is essential that this information is immediately available and in an easily assimilated format. If this is not the case, management is forced to make decisions based on intuition and past experience. At Mt Newman Mining Co, a computer application has been developed and implemented with the objective of providing this type of information to management. The Key Parameter Reporting System (as the application is known) allows for daily (constant) on-line capture of selected production statistics, safety statistics and free format textual comments relating to topics such as industrial relations, major maintenance and other pertinent news. Information can be retrieved,'and displayed or printed in either a tabular or graphical format. All senior managers have colour visual display units in their offices for immediate access to the system. Access to selected sensitive information is controlled. All company staff are able to retrieve unsecured information from the system via visual display units installed in all company Locations.

Jan 1, 1983

By M Svartsjaern, D Saiang and K Mäkitaavola

The Kiirunavaara mine is a large-scale (28 Mt/a) iron ore mine located in northern Sweden. The mine is owned and operated by Luossavaara-Kiirunavaara Aktiebolag (LKAB) using sublevel caving (SLC). The SLC area underlies an open pit decommissioned in the 1950s, the current main SLC haulage level is situated at an depth of 1100 m. The main orebody dips 60 degrees to the east with a distinct boundary defining the hanging wall to the east and footwall to the west. Since the 1980s damage has been observed both in the footwall rock mass as well as on the footwall crest of the open pit. Recent investigations indicate that the underground footwall damage is primarily controlled by large-scale slope failure mechanisms. Structurally controlled near-vertical planar shear failures in the upper footwall appear to be driven or facilitated by a step-path like curved shear failure situated in a zone starting ca 250 m, and intersecting the SLC about 100 m above the active mining level. To confirm this failure evolution a pilot underground measuring system has been designed and installed to monitor the expected rock mass displacements indicated by numerical models based on the above mechanisms. The systems consists of 50 m time domain reflectometry (TDR) coaxial cables installed in the footwall both across and away from an estimated damage extent boundary to monitor shear movements along natural joint surfaces. The TDR installation is combined with long extensometers to facilitate differentiation between diffuse shear and rock mass normal expansion. Additionally, a low-tech system of tape extensometer lines are installed in drifts and stopes running perpendicular to the ore strike to monitor horizontal displacements in the infrastructure as the footwall ‘slope’ loses confinement during mining advance when the mined out areas are replaced by caved rock from the hanging wall.CITATION:Svartsjaern, M, Saiang, D and Mäkitaavola, K, 2016. Underground footwall monitoring at the sublevel caving mine – Kiirunavaara, Sweden, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 773–780 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By S L. Nicol, B J. Hogg, O J. Mendoza, S Nikolic, A Burrows

The top submerged lance (TSL) technology, developed in the 1970s, is now widely used for the processing of a range of materials. The key advantage the ISASMELT™ TSL technology provided was the ability to process feed materials in a highly turbulent bath, reaching close to equilibrium conditions, uniquely allowing for operation below the liquidus of the molten slag phase. The details on what happened below the liquidus line in the phase diagram became critical for the successful operation of the technology. During the development of the ISASMELT™ technology this led to a collaboration between the Process Technology group of Mount Isa Mines, now part of Glencore Technology, and the Pyrometallurgy Research Centre (PYROSEARCH) at The University of Queensland. The fusion of the phase equilibria research into the technology development allowed for understanding of the behaviour of molten splash, reliable tapping of the furnace, and the ability to operate the furnace with a refractory lining and achieve a year campaign life in excess of four years. The outcome has allowed for the highly successful adaption of the ISASMELT™ technology to recycling of complex feed streams necessary to drive circularity in our modern global economy.

Aug 21, 2024

By L Lachance, F Flament, D Leroux, S Gariépy

The pervasiveness of poor sampling practices in and around mineral processing plants could seem intriguing in view of the various documented evidences both for causes and consequences. To this extent, this paper revisits the well-documented but lesser-known fact that failure to care sufficiently about how samples are selected and managed is the mother source of almost all sampling biases. The authors believe that the potentially huge leverage between causes and consequences as well as the diversity of people involved in sampling call for a globally integrated solution rather than for a point solution. Such a globally integrated solution has already been put forward by the AMIRA P754 Metal accounting – code of practice and guidelines (AMIRA, 2007) that inherently requires accuracy to be targeted, measured, reported and managed. Furthermore, always in order to avoid a point solution, several layers of protection against biases must be put in place with each one involving a different ownership whenever possible. This is exactly the role intended by the supervisory bias detection method described in this publication. It is based on the continuous monitoring of the expected value of reduced residuals obtained from statistical data reconciliation conducted in a metal accounting context. This supervisory bias detection method is developed in full details after which Monte Carlo simulations are done on a mineral processing plant example for showing how it can be successfully applied for detecting hidden biases.CITATION:Lachance, L, Leroux, D, Gariépy, S and Flament, F, 2014. Detecting sampling biases in metal accounting, in Proceedings Sampling 2014 , pp 109–120 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 29, 2014

By G M. Jones, J Rademan

Debswana, owned by the Government of the Republic of Botswana (GRB) and De Beers in a 50:50 joint venture partnership, operates the Jwaneng diamond mine in Botswana - the most valuable diamond mine in the world. The mine provides between 60 - 70 per cent of DebswanaÆs earnings, and about 30 - 40 per cent of the GRBÆs income. In 2008, the company embarked on the Cut 8 Project - an open pit waste cut-back to expose more diamond bearing ore to sustain mine life by another six to seven years. This undertaking was much larger than previous cut-backs; it increased the waste stripping ratio threefold, increasing significantly the waste handling fleet of trucks, shovels and infrastructure, and impacted a large part of the materials handling plant which required replacement with new facilities. The project coincided with the beginning of the Global Financial Crisis (GFC) and a slowdown in the economy. Its $4 billion total life cost was billed as æthe largest private investment project in BotswanaÆ which produced heightened expectations amongst stakeholders that it would redress some of the issues brought about by the GFC and leave behind a legacy of jobs, increased opportunities for citizen owned business and improved social infrastructure.Most of the big project challenges were non-technical and ranged from dealing with various stakeholders?at?all levels, a 25 per cent currency depreciation of the Botswana Pula against the South African Rand, obtaining work permits for non-citizens in a job starved environment, managing construction to world class safety standards, managing the low productivity of construction workers and producing a viable legacy program that satisfied the GRB and stakeholders. Whilst most of these risks were identified in front end studies, the magnitudes were in many instances underestimated. Managing this uncertainty on Cut 8 can provide valuable lessons to other projects in a similar environment, or at least provide the information to indicate that these factors should be adequately provided for in the financial evaluation of a project in the form of budget, schedule, contingency or risk mitigation.CITATION:Jones, G M and J Rademan, 2012. Reliability of expert judgements and uncertainty assessments, in Proceedings Project Evaluation 2012 , pp 109-116 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 24, 2012

Outline of situations when valuations required - from capital raisings and takeovers, stamp duty, rates and capital gains tax, to probate and litigation between joint venture parties. Definition of types of exploration and mining properties as background to discussion on what methodologies to use (from grass roots to operating mine). Discussion on nature of alluvial deposits in New Zealand and how their characteristics and tonnage/grade uncertainties affect choice of methodology. Assessment of risk factors in New Zealand û technical, financial and socio-political (legislation, access, Maori land rights, environmental). Discussion of appropriate methodologies.

Jan 1, 1992

By D Guibal, J Vann, M Harley

Many sample value distributions are highly skewed and present variograms with high relative nugget effects and/or short-range structures. In consequence, significant deskewing of the histogram and variance reduction occurs when transforming between sample and block support, where blocks are of significantly larger volume than samples. When making estimates in the mining industry we usually wish to estimate on the basis of block support rather than sample support. The selective mining unit (SMU) refers to the minimum support upon which ore/waste allocation decisions can realistically and practically be made. The SMU is usually significantly smaller than the sampling grid dimensions, in particular at exploration/feasibility stages. In a non-linear estimate, for each large block (by convention called a æpanelÆ) we estimate the proportion of SMU-sized parcels above a cut-off grade threshold. A series of proportions above cut-off defines the SMU distribution. Use of such non-linear estimates reduces distortion of grade-tonnage curves and provides a better basis for mine planning and economic decision-making. At present, Multiple Indicator Kriging (MIK) is the most widely used technique for performing estimation of recoverable resources. MIK is not the only approach available and it has some potentially serious limitations. The MIK technique is described and a number of theoretical and practical implementation issues are examined. In particular: MIKÆs assumptions about spatial distribution of grade; the behaviour of indicator variograms; application of change of support models; order relationship problems; and modelling the tail of the distribution. Some simple tests are described which allow us to determine the suitability of different estimators for a given deposit and criteria to identify a preferred estimator are also examined. Uniform Conditioning (UC), an alternative estimator which may be used instead of MIK, is described.

Jan 1, 2000

It is well known that the ability to influence project value reduces significantly as planning progresses and decisions regarding project parameters are made. However, at the prefeasibility stage in particular, where one of the main aims should be to evaluate a wide range of options in order to select the best for more detailed further study, there is often a reluctance to spend the time and money needed to do this rigorously. This paper demonstrates, by a number of case study examples, how significant increases in value may be obtained by fully evaluating the combinations of alternatives for various project design parameters, including (though not limited to) mining methods, haulage methods, mining rates, processing methods and rates, sequencing of mining, and cut-off grades, with changes and upgrades over time where applicable. The additional value unlocked is typically orders of magnitude greater than the additional cost of the more comprehensive study. The dangers of misuse of simplistic sensitivity analyses and failure to identify how strategies might change in response to changes in external factors are also illustrated, and the importance of selecting the best ægrade descriptorÆ is discussed.

Jan 1, 2007

By E Amini, M Scott

Grade Engineering® involves the planning, integration and operation of coarse preconcentration techniques to reject uneconomic material as early as possible in the mining value chain to improve the quality of ore delivered to mineral processing activities. These preconcentration techniques include screening for natural and induced deportment of grade to finer size fractions during blasting and coarse breakage, sensor-based measurements of grade and mechanised sorting at particle or bulk scales and coarse gravity separation. Over the last decade, the Cooperative Research Centre for Optimising Resource Extraction (CRC ORE), with the support of its participants, has developed a framework for the holistic evaluation of economic and production impacts attributable to these preconcentration techniques. The framework combines the characterisation of preconcentration responses, geostatistical modelling, process modelling and simulation of downstream and upstream production impacts and the optimisation of strategic mine plans to quantify changes in net present value due to different preconcentration strategies. This framework has been applied to evaluate preconcentration techniques at numerous metalliferous operations and can also be used to quantify changes in the environmental metrics for energy, water and steel consumption and emission, tailings and waste rock production. This paper collates the results of these Grade Engineering® studies to show the range and magnitude of economic and environmental impacts attributable to preconcentration. The studies have shown that rejection of uneconomic material prior to mineral processing activities can have a pronounced improvement in energy, water and comminution steel productivity, emission intensity and the profitability of metalliferous mining.

Nov 10, 2020

By D Espinoza, I Rees, J Pocoe, P Collier

P Collier, I Rees, J Pocoe and D Espinoza

Mar 22, 2022