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By Steven B. Van Kouteren

Added value is a term loosely used in the industry, but what exactly does it mean? What does it take to make a value-added product and more importantly how does a company maintain the value added to its products? Most people agree that value-added means the value of a mineral minus the cost to produce it. But what is misleading is that producing value added products does not necessarily guarantee the profitability of the products. In some cases firms that make "value-added" products are not very profitable. It is not only important to understand how to make a value-added product but also how competitive forces in the market can erode the value added. Therefore, when we look at value-added opportunities, we must understand how to obtain the value added and more importantly how to maintain the value. There are four major factors that limit a company's ability to add value to its products. This paper will examine these factors and will use the ground calcium carbonate and mica industries as examples.

Jan 1, 1990

By Preston McGrain

Geologic maps are indispensable tools in the modern search for mineral and fossil-fuel resources. They are the first essential step in understanding the lithologic nature and structure of rock units that form the land surface and that lie beneath it. They provide the basic foundation for planning mineral resource exploration programs and form the superstructure from which subsurface investigations are projected. In view of the economic application of such maps, the Commonwealth of Kentucky and the Federal Government entered a formal agreement in 1960 to map Kentucky geologically on a scale of 1:24, 000, or one inch map distance equals 2,000 feet on the ground. A 7. 5-minute quadrangle would comprise the unit map area. A resolution which urged the preparation of a new geological map of the entire State was passed by the Kentucky Society of Professional Engineers in February 1959, and was presented to the Governor of Kentucky, the Legislative Research Commission, Kentucky Department of Economic Development (now Department of Commerce), Kentucky Chamber of Commerce, and Kentucky Geological Survey with a request for support and action. The request was subsequently endorsed and actively supported by numerous civic and professional societies as well as representatives of various facets of Kentucky government, commerce, and industry. Monies to initiate the program were appropriated by the next session of Kentucky legislature; this appropriation was matched by federal funds (Hagan, 1961). Kentucky's state-wide topographic mapping project was completed in 1956, just four years prior to starting the geologic mapping program. The recently completed modern 7. 5-minute, 1:24,000 topographic maps made ideal bases for plotting areal geology. Had they not been available, it is doubtful if a geo- logic mapping program so large and comprehensive could have been undertaken.

Jan 1, 1966

By T. Dunn

FMC Corporation has achieved a significant cost reduction through a new proprietary solution mining and processing technology at its Green River, Wyoming Soda Ash Facility. In the first phase, completed in October 1995, trona ore is dissolved, recovered and processed with the new technology, and then fed into an existing refining plant, replacing dry mined and calcined trona ore. The second phase, completed in April 1996, produced a fmal high purity product and increased capacity by 635,000 t/a (700,000 tpy). Both phases were completed under budget and well ahead of schedule.

Jan 1, 1998

By R. W. Sims

"He?s an SOB, but he's my SOB." Many of us have heard this line in reference to attorneys, and can appreciate the humor. However, the thought reflects a deeper attitude that lawyers should be used for attack purposes in the legal system or the regulatory process. Often, more permitting progress can be made with tact and flexibility than with inflexible, overly aggressive strategies. Usually, administrative hearings or other litigation work to the disadvantage of the applicant. Thus, I have concerns about approaching any permitting system with a hard-line attitude. On the other hand, the project team must always be prepared to defend permit applications and present a legally adequate case at public meetings, administrative hearings, or judicial proceedings. This paper discusses a number of strategies intended to increase the probabilities for successful permitting, whether opposition is informal or highly organized.

Jan 1, 1990

By C. Haycocks

The evolution of longwall mining is briefly traced from its inception in England in the 1620's. In the beginning this method recovered 90% of coal with roof closure controlled by packs and walls. Mechanization began with kerf cutting, crude face conveyors, and improved face support. Full face mining was accompanied by the introduction of self-advancing hydraulic supports. U.S. longwalls evolved a retreating system to recover blocks of coal outlined by room and pillar panels. Computer control combined with the most modern technology has greatly increased productivity. Past trends are used to predict future technological directions.

Jan 1, 1997

By K. R. Miller

Thunder Basin Coal Company has two mines located in the southern portion of the Powder River Basin. 60-90 km southeast of Gillette, Wyoming. The mines are principally located on federal coal leases acquired in the late-1960's. Development plans for the Black Thunder Mine focused on dragline stripping, but environmental considerations during the mid-1970's made truck-shovel stripping the method of choice when the mine opened in 1976. In 1981, the Coal Creek Mine opened as the first dragline mine in the Gillette area of the Powder River Basin. The regional terrain is flat-lying with occasional clinker-capped hills. The mines are located on the Wasatch and Fort Union Formation contact. The coals are Paleocene in age and the deposits are structurally simple, dipping gently to the west. The seams are thick and are classified as sub-bituminous-C. The Black Thunder Mine, with its 21 m thick seam, is strategically located in the center of the highest heat value mining area of the southern Powder River Basin.

Jan 1, 1993

By V. E. Housman

EPA's Office of Solid Waste (OSW) is developing a program, under Subtitle D of the Resource Conservation and Recovery Act (RCRA) to regulate the management of non-coal mining wastes. In May 1988. OSW produced a "Strawman", which is a working document that is precursor to a proposed rule. OSW has been working closely with environmental groups, industry, and States to solicit comments and feedback on the mining waste program. OSW currently plans to release a second "Strawman" in early 1990. A proposed rule is tentatively scheduled to be published in the spring of 1991.

Jan 1, 1990

By William Gleason

Since 2004, Dave Kanagy has served as the executive director and chief executive officer of SME. In that role, he has worked with 22 SME Presidents, traveling the world to represent the Society. His prestigious one-million-mile status with United Airlines is a testament to these efforts. He has been to six of seven continents while leading the Society on a journey from a struggling association in 2004 to the largest and arguably the most influential professional mining society in the world. In the following pages, some of those past SME Presidents reflect on their time with Kanagy and paint the picture of a visionary leader who was willing to make the hard decisions for the betterment of the Society while remaining open to new ideas and opportunities. One of his first accomplishments as the executive director was to streamline the SME Boad of Directors from 29 members to nine, making it much more effective. With a keen financial sense, he was able to add value while cutting excess to expand the Society in every measure. As the leader of SME, Kanagy helped facilitate much of the Society’s growth and innovation as the world’s largest mining related organization. He has a B.S. degree in industrial education from the University of Maryland, an M.S. degree in technology education from Eastern Illinois University and is a certified association executive by the American Society of Association Executives. Under his leadership, several unique programs were created or advanced, including OneMine.org, the world’s foremost online mining research library. He enhanced legacy programs and increased collaboration with international organizations. Kanagy is the recipient of prestigious awards, including the Colorado Society of Association Executives’ Professional of the Year award and the Mining and Metallurgical Society of America’s Gold Medal award.

Feb 1, 2026

By R. E. MacDougall

Very few mineral properties spend their entire lifespans from discovery to depletion in the hands of one owner. More likely, properties will have several owners, and partial interests may change quite often. Similarly, mineral companies are bought and sold with frequency, in recent years at what appears to be an accelerating rate. The reasons for selling a property can be manifold -need for additional capital in other parts of the business, need for development capital, realization of a large gain at a perceived high point in the market, pessimistic commodity outlook, retirement of principals, or resolution of estate problems. Regardless of the reasons for a sale, there are specific steps that logically follow. Spruce up the business, package the information, market the property, negotiate the terms, close the sale, and make sure it stays sold. Adherence to certain very basic ground rules in property sales can maximize the profits and minimize the effort.

Jan 1, 1990

This paper addresses the valuation and development timing of an undeveloped mineral project. Traditional analysis has us developing the project immediately if its net present value (NPV) is positive. Option pricing theory finds that it is better to wait until the NPV of the property is significantly greater than zero before developing. Alternatively, when evaluating the development timing decision, we must calculate NPV using a higher "timing-adjusted" discount rate, and develop the property only if its NPV using this timing-adjusted discount rate is greater than zero. This paper uses option pricing ideas to convert this development timing advice into a more concrete and user-friendly decision rule: develop the project when its "development-timing NPV" is positive, this development-timing NPV being calculated using the normal discount rate.

Jan 1, 1997

By Donald M. Ulbrich

Any of you who served in the military remember the admoniton to "get the lead out," In the military environment, where cost wasn't always a factor, "get the lead out" was more often a call for activity of any sort than activity of a particularly productive nature. As a result, when the top sergeant yelled "get the lead out," lots of people started moving.. . usually to get out of his way. Now there's a new cry, ..one that comes not only from the military but from an entire nation threatened with dependence on foreign sources for its energy needs. That cry ...get the coal out, Like the earlier order, it's a call to activity. A signal that the coal reserves of the United States must be tapped so that Project Independence can succeed by 1985, But it's more than a mere call to activity; it's also a call to achieve productivity. ,a call to produce coal both efficiently and acceptably. And that leads us to the key questions of where the coal is going to come from to meet that 1985 goal, and how can it best be mined. Where will the coal come from? There's no doubt much of it must come from surface mining in the West. How can this coal be mined? There are several options available but there is an excellent case to be made for using mining shovels and haul trucks due to their versatility in stripping, loading and reclamation, We'll explore this approach in this talk today.

Jan 1, 1976

By Alfred Jr. Petrick, William A. Vogely

INTRODUCTION The scope of mineral finance extends beyond the economic aspects of property evaluation to all of those activities involving acquisition and utilization of funds with an objective to optimize the value of the firm. It must, therefore, en- compass consideration of the overall financial goals of the firm, decisions involving external versus internal growth and domestic versus foreign investments, management of working cap- ital, efforts to minimize the cost of capital, and decisions with regards to the instruments of long- term debt and equity financing. The scope of this section is limited to considerations of special interest to the mineral or petroleum engineer, which include the following aspects of mineral finance: (1) The technical aspects of mineral or coal property or oil and gas reservoir evaluation which provide the basis for estimation and forecasting of revenues and costs. (2) Estimation and forecasting of costs and prices in a inflationary economic environment. (3) Calculation of cash flows which model .. , the investment in minerals, coal or oil, and gas. Such models require assumptions as to the timing of cash flows, escalation of capital and operating costs, base prices, and escalation, the tax regime, royalties, division of profits and the economic aspects of loans. (4) The role of discount rate in the economic analysis of an investment which requires consideration of the opportunity costs of the firm, cost of capital, risk premiums. (5) Risk analysis including application of the concepts of conditional net present value, expected value, and risk preference as well as the application of the techniques of sensitivity and simulation. (6) Selection of application criteria for in- vestment decision making. (7) Capital structure with particular reference to the effect of debt financing. (8) Consideration of sources of funds utilized by the minerals industries. (9) Long-range planning including portfolio analysis. This section is limited to principles, methodologies, and trends in mineral investment, finance, and long-range planning in the United States with a perspective from the year 1984. Consideration of the key concepts is supplemented by case examples of investment risk analysis and financial structure. Important factors affecting mineral investment evaluation during the 1980s include volatile metals prices, cost inflation, and the introduction of techniques requiring the computer and its capacity for improved technical and economic analysis into the hands of those who know most about the industry. The personal computer is replacing the calculator on the desk of the individual analyst and is rapidly becoming a required tool for the study of engineering and economics. Examples of change brought about by the micro-computer include greatly improved techniques of cost estimation, wider application of the computer for project analysis, computer graphics, reserve estimation, geostatistical analysis, mine design and other techniques that capitalize on the ability of the computer to handle

Jan 1, 1985

By W. L. Wilson

This article could be entitled "The Rediscovery of the Windfall Mine," since it was originally discovered early in this century. The "Rediscovery" was made by personnel of Idaho Mining Corp. during the course of an investigation of the Windfall mine beginning in 1967. There had been historic production from the Windfall mine sporadically from 1908 until 1951 and there was present during much of this time a mill that vat leached crushed ore. Mining was underground to a depth of 91 m (300 ft). Prior to Idaho's activities, the mine had been inactive since the early 1950s. Idaho Mining Corp. was an "exploration company," privately owned and based in Reno, NV. The writer was at that time manager of exploration for Idaho Mining. The company held interests in the Cortez Gold mine, then being readied for production, and had conducted exploration for various mineral commodities in Nevada for several years. Idaho's attention was first directed to the Windfall mine in the Eureka District, Eureka County, Nevada (see Fig. 1, Nevada map) by a search of published geologic literature of the state of Nevada. An attempt was made to acquire a library consisting of all of the published geo-data for the state of Nevada as well as to obtain as much of the unpublished material as could be acquired. A study of these data, and in particular Tom Nolan's Professional Paper 406 (1962), indicated that the Windfall mine was anomalous for the Eureka District in that it contained deposits of disseminated gold. This source and other sources indicated that the Windfall had produced from underground operations approximately 59 kt (65,000 tons) grading 12.6 g/t (0.368 oz per ton) gold ore that was processed in a vat leaching operation and that the gold was "invisible" to the naked eye and could not be panned. It was ascertained that there were no active operations near the mine and a geologic reconnaissance was made and a few samples were taken to attempt to determine if the mineralization was indeed disseminated. The initial group of samples around the mine area averaged 1.25 ppm [11.5 g/t gold (0.036 oz per ton)] and the mineralization did appear to disseminate into the wallrock. The next step involved researching the ownership of property in the immediate area of the mine, and [ ] a property map was constructed that showed six or seven different ownerships of patented and unpatented claims, as well as some open ground, in the target area. Negotiations were commenced with the claim owners, ultimately resulting in the acquisition of all of the desired property, although some of

Jan 1, 1990

By Rami Abousleiman, Gabriel Walton, Sankhaneel Sinha

"Although conventional coal mine designs are conservative regarding pillar strength, local failures such as roof-falls and pillar bursts still affect mine safety and operations. Previous studies have identified that discontinuous, layered roof materials have some self-supporting capacity. This research is a preliminary step towards understanding these mechanics in coal-measure rocks. Although others have considered broad conceptual models and simplified analogs for mine roof behavior, this study presents a unique numerical model that more completely represents in-situ roof conditions. The discrete element method (DEM) is utilized to conduct a parametric analysis considering a range of in-situ stress ratios, material properties, and joint networks to determine the parameters controlling the stability of single-entries modeled in two-dimensions. Model results are compared to empirical observations of roof-support effectiveness (ARBS) in the context of the coal mine roof rating (CMRR) system. Results such as immediate roof displacement, overall stability, and statistical relationships between model parameters and outcomes are presented herein. Potential practical applications of this line of research include: (1) roof-support optimization for a range of coal-measure rocks, (2) establishment of a relationship between roof stability and pillar stress, and (3) determination of which parameters are most critical to roof stability and therefore require concentrated evaluation.INTRODUCTIONRecent studies on pillar design have suggested that the assumptions utilized in traditional methods such as tributary area theory (TAT) (i.e. overburden has no self-supporting capacity, infinite pillar array, and CHILE material properties) are invalid in many geo-mining conditions (Esterhuizen, Mark, and Murphy, 2010; Frith and Reed, 2017). Although TAT is conservative with respect to pillar loading, and mine fatalities have steadily decreased since 1990, roof-falls and pillar bursts still occur and injure hundreds of miners per year (Mark, Pappas, and Barczak, 2011). Even though large-scale global mine failure has not occurred in a US coal mine since 2007, the mechanics of global and local stability as governed by the relationship between geologic parameters, mine geometry, and engineering design are still not well-constrained.Numerical methods are a highly effective tool that can be used to gain further insight into these relationships. When using such an approach, calibration to existing empirical relationships is imperative to ensure that numerical model results are realistic. In this study, we utilize the discrete element method (DEM) approach in Itasca’s Universal Distinct Element Code (UDEC v. 6.0) (Itasca, 2010).DEM accounts for explicit separation and contact of individual deformable blocks (Jing, 2003) and captures how discontinuities can affect system behavior. Discontinuous and anisotropic rockmass properties are typical features in coal-measure rock which contain various horizontal (bedding) and sub-vertical (joints) fractures depending on their depositional environment, diagenesis, and historic and current stress states."

Jan 1, 2019

By Richard B. Muter

1. Coal Preparation Terms (General) 1.1 Coal preparation-collectively, physical and mechanical processes applied to coal to make it suitable for a particular use. 1.2 Run of mine (ROM coal)-coal produced by mining operations, before screening, crushing, or preparation. 1.3 Raw coal-coal that has received no preparation other than possibly screening or crushing. 1.4 Raw coal feed-raw coal supplied to a plant or machine, in which it undergoes some form of preparation. 1.5 Coal cleaning-the treatment of coal to lower the mineral matter content (ash). 1.6 Cleaned coal; clean coal-coal produced by a cleaning process (wet or dry). 1.7 Middlings-a product of coal preparation that, by reason of its ash content, is intermediate between coal and discard. It follows therefore that the relative density of middlings is intermediate between those of coal and discard. Middlings may be reprocessed. 1.8 True middlings; bone comparatively high ash particles so nearly homogeneous that their quality cannot readily be improved by crushing and recleaning. 1.9 False middlings; interbanded middlings-middliigs in which the particles consist of bands of coal and shale, and from which the coal may be liberated by crushing 1.10 Refuse-waste material in the raw coal which the cleaning process removes. (See also discard; dirt; stone, No. 1.12). 1.1 1 Reject-the material extracted from the feed during cleaning, for retreatment or discard. 1.12 Discard; dirt; stone--the material extracted from the raw coal and finally discarded. 1.13 Recirculation-the operation in which the whole or part of a product from a process is returned to the feed to the process, e.g., the return of the crushed overflow from a screen to the screen feed for rescreening. 1.14 Foreign coal-coal received at a preparation plant from a colliery other than that to which the plant is attached. 1.15 Imported coal-coal coming from a foreign country, or other state within the country. 1.16 Low-grade coal combustible material that has only limited uses owing to undesirable characteristics (eg., ash content or size). 1.17 Segregation-partial separation of a previously mixed material into its constituents, occurring as a result of differences in either particle size or relative density. 2. Cleaning Characteristics 2.1 Washability-amenability of coal to improvement in quality by cleaning. 2.2 Float-and-sink analysis-the division of a sample into relative density fractions with defined limits, the proportions of the fractions being expressed as percentages of the total sample, commonly with an indication of the ash percentage (and other characteristics, if required) of each fraction.

Jan 1, 1991

By C. Heckman, M. S. Moats, A. Luyima, W. Cui

"Nucleation and growth of copper on 316L stainless steel from synthetic acidified copper sulfate was studied in the absence and presence of chloride ions and/or organic additives – HydroStar® 4208, DXG-F7® and Cyquest® N-900 – using a potentiostatic technique. The current–time data obtained at 0.16V versus the SHE were analyzed using nucleation and growth models. Scanning electron microscope (SEM) images of deposits produced at 300 A/m2 show that the addition of 20 mg/L chloride ions increased the size and reduced the number of copper nuclei. Potentiostatic current–time data from the electrolyte without organic additives, and confirmed by SEM images, indicate progressive nucleation with two-dimensional growth under diffusion control. None of the organic additives studied at a concentration of 2.5 mg/L with 20 mg/L chloride changed the nucleation and growth mechanism, but the additives increased the number and reduced the size of copper nuclei, leading to more uniform coverage of the stainless steel substrate.IntroductionElectrowinning of copper is an important process in the manufacture of high-purity copper metal. Approximately 20 percent of the world’s refined copper is produced from acidified copper sulfate solutions by electrowinning (Schlesinger, Sole and Davenport, 2011). In many plants, copper is electrodeposited on AISI 316L stainless steel substrates for a period of 6-7 days, after which the copper is stripped from the blanks. Even though the deposition time for a commercial copper electrowinning circuit is around one week, it is critically important to control the nucleation, growth and nature of the initial deposit (Sun and O’Keefe, 1992).Deposit morphology and structure are influenced by the real current density at the electrode surface. The real current density across the cathode surface is made uniform by proper design of the electrowinning cell and electrodes and careful operational practice. Even with good design and control, some current maldistribution occurs. The outcome of severe current maldistribution is poor deposits that affect product quality and/or increase energy consumption. To combat current maldistribution and create a larger operating window in terms of current density, temperature and copper concentration, small amounts of organic smoothing agents – traditionally, guar products – are added to copper electrowinning electrolytes. Moreover, these additives inhibit the growth of copper nodules and lead to improved deposit quality by producing bright, smooth and dense cathodes.Recently, the use of polysaccharides, such as HydroStar 4208 and DXG-F7, and polyacrylamides, such as Cyquest N-900, has been reported in commercial electrowinning tankhouses as replacements for guar (Ashford, Clayton and Sandoval, 2012; Robinson et al., 2013; Sandoval, Morales and Bernu, 2010). However, little information has been published on the effect of these new organic additives, especially regarding the nucleation and growth mechanisms of copper electrodeposits in their presence."

Jan 1, 2016

By James Boyd

JAMES BOYD 29.1-STAFF-AND-LINE ORGANIZATION Industrial organizations are established primarily to coordinate the activities of many individuals working toward a specific goal. In mining, the goals can vary widely, and the skills necessary to reach them likewise will vary from operation to operation. It is essential to keep in mind the principal point that an organization embodies the necessary skills which supplement each other and achieve a given objective. Those who direct such an organization are grouped together as "management" and accept the responsibilities for the regulation, administration, supervision and guidance of the enterprise. Those who comprise the "administration" and have supervisory authority are referred to as the "executives." In the early days of mining it was common for one executive to exercise virtually complete control over the entire organization, and direct its operation from a central office. However, the science of management has advanced significantly since then. Mining organization administration now allocates increased authority and flexibility to those in direct-line responsibility, and organizes competent people in specialized fields to provide supervisors with guidance where it is needed in day-to-day operations. Few mining companies today are confined to one operation. Therefore, highly developed skills can be provided in the staff which assists management. This is known as staff-and-line organization, illustrated, in general, in Fig. 29-1. Each operation requires diverse skills for the carrying out of specific functions. The acquisition and training of those with such skills is an important operation in assembling organizations. An organization normally is modified to accommodate individuals rather than being a "hard and fast" mold into which people are fitted. The modern manager is inclined to organize to minimize central direction, with delegation to line executives, providing staff whose day-to-day operations, in cooperation with line executives, coordinate a continuing drive toward the organization's objectives. The staff officers, therefore, tend to become what could be described as parts of the president's brain, dealing with specific areas requiring certain skills. They do not necessarily direct operations, but watch them to be sure that the skills which they have themselves developed can be transmitted to line operations by persuasion rather than by direct authority. The elements of management requiring staff assignments are: 1. Planning, which, at staff level, is only a coordinating activity. Planning is done at all levels in the organization. 2. Engineering. 3. Finance. 4. Control. 5. Personnel and industrial relations, which set personnel policies, including salary plans and the means of handling relations with the unions. 6. Research, which, in a modern organization, is essential to progress and needs to be overseen at the top. 7. Legal staff to see that all operations of the company are provided with sound legal advice, and that the company's policies stay within the law.

Jan 1, 1973

By Lee Ann Arrington-Webb

Thiele Kaolin Co. has invested much time and money in achieving and maintaining its IS0 9002 certification. Through a regimen of process control and documentation, routine audits and a commitment to quality management, this kaolin producer is a competitive pigment supplier in a worldwide market. Background In 1987, the International Organization for Standards developed the ISO 9000 quality management system. This series of standards is used as a means to ensure customers that a quality management system is in place. Certification of a company does not mean that an individual product is of high quality. Rather, it demonstrates a supplier's ability to meet its customers' product and service needs. It also shows that a company has documented records to assure product consistency. The ISO 9000 system was begun in England during the early 1980s. During the mid-1970s, the British manufacturing industry was experiencing low quality. In an attempt to boost quality standards, the British government established the BS 5750 standards system. In 1987, BS 5750 was incorporated into ISO 9000. The ISO 9000 series consists of three levels of certification. ISO 9001 is the model for quality assurance in "design/development, production, installation and servicing." This standard applies to companies that rely on research and development to bring products that frequently change to market. ISO 9002 involves "production and installation" only. This standard is relevant to industries that produce a specific product according to specifications - either their own or their customer's. ISO 9003 is the model in "final inspection and test." This standard is the least detailed of the 9000 series. It is also the most applicable to companies that purchase, inspect or sort and resell. The quality system requirements for certification are outlined in the 18 elements of ISO 9002. These include: 4.1 - Management responsibility. 4.2 - Quality systems. 4.3 - Contract review. 4.4 - Design control. 4.5 - Document and data control. 4.6 - Purchasing. 4.7 - Control of customer-supplied product. 4.8 - Product identification and traceability. 4.9 - Process control. 4.10 - Inspection and testing. 4.11- Control of inspection, measuring and test equipment. 4.12 - Inspection and test status. 4.13 - Control of nonconforming product. 4.14 - Corrective and preventive action. 4.15 - Handling, storage, packaging, preservation and delivery. 4.16 - Control of quality records. 4.17 - Internal quality audits. 4.18 -Training. Continuous improvement, though implied in maintaining these requirements, could potentially be included in the quality system requirements in the next revision. The ISO 9000 requirements and documentation system is shown in the hierarchy pyramid (Fig. 1). A company's quality policy serves as the top of the pyra-

Jan 1, 1997

By John W. Rushton

Maintenance and inventory are usually the last items considered in mine development. They need to be addressed properly and early. The micro-computer brings sophistication within the reach of even the smallest mines. Maintenance and inventory programs, if properly installed, will reduce costs 15 to 25% and allow management time to address the mining and metallurgical problems at start up. Shops and warehouses are rarely designed properly. Large engineering firms spend 5 to 20 times more than is necessary for first class facilities. There is an optimum design, size, and layout. Take the time necessary to assure you get the right people, programs, and facilities in that order. Maintenance, inventory, and inventory control must be addressed early if a small mine is to have a chance at optimizing costs during the first two years of operation. This is hard work and is usually put on the back burner until the mine is in some degree of trouble. Hiring an experienced maintenance superintendent is important but it is not the complete solution. Maintenance systems, design of facilities, and use of computers are not skills that maintenance people usually have. In addition, the work of ordering spare parts and working with erection people is a full time job and any maintenance people on site during construction are quickly recruited. The end result is that few mines start up with an adequate Maintenance or Inventory System in place. The months, and in some cases years, that the mine attempts to operate without a system are both painful and expensive. Designs of successful integrated maintenance and inventory programs are virtually 100% supported with some outside assistance. Our system is the approach that we are most familiar with and this paper will isolate how Rushton International would go about setting up systems and designing support facilities. Micro-computers are the only way for a small mine to go. ~ini-computers cost more originally and operating costs are many times higher than even the most sophisticated micro system. Micro- computer software is developed further and recent advances in hardware makes medium priced units equal to most mini's in RAW COMPUTER POWER. Mines in general, and especially small mines, have no need for main frame power. MAINTENANCE A good maintenance program has: 1. Equipment Master List a. Equipment Detail Reports 2. Work Order and Backlog Control Program 3. Component Control Program 4. Tire Program 5. Wear Materials Program 6. PM Control Program 7. Maintenance History Program 8. Performance Program We also track miscellaneous items such as MSHA training and inspections, timekeeping, etc. Rather than going through the program step-by-step, it makes more sense to go through a typical Maintenance Day and show how the programs are used. The first thing maintenance supervision needs to know is "how we are doing." We

Jan 1, 1987

By Malcolm J. A. Swallow

In June 1997, Mount Polley Mining Corp., a division of Imperial Metals Corp., completed an 18-kt/d (20,000 stpd) gold-copper mine in central British Columbia. Fast-track construction and extensive off-site construction were combined with an aggressive project schedule to build the mine in one year. This was three months ahead of schedule and 7% below the original budgeted cost of C$123.5 million (US$86 million). The Mount Polley Mine was the first of a crop of new open-pit mines in British Columbia. The Mount Polley deposit has been explored since the mid-1960s when it was known as the Cariboo Bell property. From 1988, Imperial Metals completed drilling and metallurgical testing on the deposit. This led to a positive feasibility study and the issuing of a Mine Development Certificate in 1991. The project was later shelved due to falling metals prices and the strength of the Canadian dollar. In late 1994, Imperial merged with Bethlehem Resources Corp., bringing a strong project team to the company. The deposit was then re-evaluated, ore reserves revised and additional metallurgical testing was performed. The result was a revised project plan. It indi¬cated that a financially feasible gold-copper mining op¬eration could be constructed at Mount Polley operat¬ing at 18 kt/d (20,000 stpd). In May 1996, an agreement was reached with Sumitomo to jointly fund and develop the project. By early 1996, final plans and permits were being prepared for construction, scheduled to begin in June 1.996. On-site work commenced on May 28th, 1996 following lifting of the road restrictions. Mount Polley Mining acted as its own project manager. Construction was completed in June 1997. Plant runup took place in July and full production began in August. Through the use of off-site construction and the careful selection of contractors who cooperated to complete some 12 major contracts, it was possible to reduce the mine and mill construction time from 16 to 13 months. Off-site construction for all possible aspects of the work and the use of used milling equipment allowed significant savings in overall capital costs of construction. Total costs for the mine, mill and tailings dam equated to C$6,100/t/d of throughput. The mill design incorporates several innovative features that will aid maintenance and allow flexibility of operation. The operation is designed as a closed system and meets the latest environmental standards. Concentrate is shipped by truck to the port of Vancouver. Revenues for the mine come from the mine's production of about 3.1 t/a (100,000 oz/year) of gold and 10.8 kt/a (24 million lbs/year) of copper during the first four years of the 12-year mine life.

Jan 1, 1998