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By B. Kraus

Many of us who have interacted with senior executives from leading oil and gas companies over the last few years on the subject of HSE performance have observed a marked shift in their engagement on this aspect of their business performance. There seems to be a shared impression that HSE performance will have markedly increased impact on their businesses going forward. On the back of this very real concern, many are taking material actions to secure a step change in their safety and environmental performance: hiring respected mainstream operational personnel to lead their HSE function; investing in capacity/skills development for HSE professionals to increase their effectiveness in addressing the needs of the business; taking a hard look at the efficacy of established management and audit programs (too much paper, not enough results?); investing in information management systems so they can have access to real time reliable performance indicators; and, critically, initiatives to reduce accident statistics (especially focused on fatalities and contractors? activities) and deliver meaningful reductions in their environmental footprints. Underpinning all of these actions is a clear sense that substantial, very well-intentioned activity and investment in HSE aspects of the business has not been hitting the mark and yielding too little return in terms of performance improvement. The very serious recent events on the US Gulf Coast and at a refinery in the US Pacific Northwest have added fuel to this fire. The need for approaches which will secure a step-change in performance on the front line in the global oil and gas industry has never been greater.

Jan 1, 2011

By B. D. Hansen

Newmont has been on a focused path of improving operations for many years. After the merger of Newmont and Santa Fe Pacific Gold, Newmont created significant synergies of over $50 million per year in Nevada, primarily through optimal ore movements and consolidation of various functions. During the current period of low gold and copper prices, Newmont has refocused its efforts on efficient operations worldwide. This paper will describe the methods and programs that continue to be implemented at Newmont's many mine facilities in Nevada. Newmont has used a combination of computer technology, optimal use of infrastructures, procurement strategies, functional consolidation, enhanced mine planning and a variety of available metallurgical processing options to decrease the cost of operations and increase profitability.

Jan 1, 1999

"The National Mining Hall of Fame and Museum (NMHFM) announced the 2018 National Mining Hall of Fame inductees. This year’s inductees, selected by the National Mining Hall of Fame’s Board of Governors, represent exploration, extraction, management, education and research and development in the U.S. mining industry. Their contributions have had significant and lasting impacts on the mineral and mining industry; these individuals were selected for being mavericks, thought leaders, researchers, educators, mentors, wealth builders and philanthropists.Professor John M. Guilbert, Dr. Leo J. Miller, Robert E. (Bob) Murray and Douglas (Doug) B. Silver will join 240 other mining industry luminaries when formally inducted into the National Mining Hall of Fame on Sept. 29, 2018. Additionally, the Prazen Living Legend of Mining Award will be presented to the Freeport- McMoRan Foundation. The 31st Annual Induction Banquet and Ceremony will be held at the Ritz-Carlton in Denver, CO.2018 National Mining Hall of Fame inducteesProfessor John M. Guilbert was a renowned geologist and professor of economic geology at the University of Arizona; he had a distinguished 50-plus year career in academia and business. Guilbert, together with J. David Lowell, worked on the most important breakthrough in mineral exploration in the last 100 years, the Porphyry Copper Model. This work, known as the Lowell and Guilbert Model, was utilized by exploration geologists worldwide over the next four decades to discover hundreds of millions of tons of copper metal and numerous profitable mines including the prosperous Bajo de la Alumbrera copper mine in Argentina. Guilbert was a founder of The World Museum of Mining in Butte, MT. He was the recipient of countless awards including the Society of Economic Geologists (SEG) R.A.F. Penrose Medal as well as the D.C. Jackling Award from the SME.Dr. Leo J. Miller was a maverick in the mining industry and no armchair geologist. He believed that active fieldwork, on foot with a rock pick, was indispensable for exploration. His basic tenet was to absorb as much information about an exploration target up front, formulate ideas – sometimes novel ones — and then get out into the field to prove those ideas. Miller was known to diverge from the standard interpretation of the geological processes, which formed the mineral deposits, and to apply innovative applications of high-tech tools to more usual exploration programs. This approach resulted in a 50-plus year career that included the discovery of the Kidd Creek massive sulfide deposit and the development of the Lee Creek phosphate deposit; which other explorers had previously given up on, believing whatever phosphate might be present would be too difficult and expensive to mine. The recipient of many honors and awards, Miller received the SME Robert M. Dreyer award in recognition of outstanding achievement in ore discoveries."

Jan 8, 2018

By W. J. Miles

Industrial mineral by-products occur as a result of mining and processing a primary mineral product. By-products result from concentration and separation of accessory minerals during processing or from the primary mineral during processing, for example dusts. Many companies have found it rewarding to evaluate mineral by-products from their operations and determine potential products and applications. By-products need to be evaluated for physical and chemical properties to determine possible applications and markets. Market studies are needed to determine application specifications, price structure of the market, competitive products, and to determine marketing regions. The by-products need to be evaluated for beneficiation and processing to meet these market requirements.

Jan 1, 1985

By Kadri Dagdelen, Lee J. Zamalloa

Truck-shovel dispatch systems based on linear or nonlinear programming algorithms have been in operation since the mid-1980s, with different levels of success depending on the correct arrangement of operational resources and the complexity of the mine. These systems are known for shortcomings related to the logic behind the decision-making of the operational objectives. This makes it necessary to have a human agent (dispatcher) to guide the system when the operational parameters change, creating the possibility of suboptimal decisions due to the human factor. To address this issue, the present work discusses the implementation of a methodology based on artificial intelligence (AI) techniques to assist in the decision-making of the best optimization goals arrangement when operating a fleet management system. The focus of the analysis is on the evaluation of variable goal weights in a nonpreemptive, multigoal optimization model for multiple uncertain scenarios based on regions of optimal feasibility.

Apr 1, 2025

By Chee Theng

"What do you think are the most important topics in mineral processing today? It is a question that begs to be asked when more than 100 of some of the best and brightest in Colorado mineral processing and their invited guests are gathered in one room. They are there for the 66th Annual Colorado MPD Meeting held at The Broadmoor in Colorado Springs: three days of finely curated talks and social events where participation was strong, and information was exchanged and connections forged in a relaxed, informal atmosphere.Water, tailings and social licenseNot surprisingly, water management, with the associated issues of tailings and social license, was high on the minds of those present. The Mount Polley and Samarco tailings dam failures have had repercussions across the industry. “There are big challenges with respect to tailings, and social and environmental pressures to find better ways to treat them,” said Steve Hearn of Huntsman Corp., a view echoed by Bob Kilborn of Kilborn Group LLC. Metso Minerals director Keith Butler said, “Water conservation is a key issue today. Many mining activities are now located in remote areas, so it has social and economic impacts on mining operations.” For Brian Olson of Samuel Engineering, wastewater and reclaimed-water treatment is interesting.Fittingly, the first talk of the meeting was on dry stack tailings by Michael Blois of Takraf USA, who went over both the advantages and disadvantages. “The average now is over one tailings dam failure a year,” Blois said, “and that is one too many.” But the technology may not be the right fit for all projects. In his talk on the KSM project, Jay Layman, president and COO of Seabridge Gold, showed how it isn’t practical for KSM and how Seabridge reached the decision on a cyclone sand tailings managementfacility as the preferred management strategy.The luncheon keynote also dealt with a tailings pond spill, but of a different kind. Bob Schafer, chief executive of Eagle Mines Management, spoke on the federal missteps that led to the spill into the Animas River from the Gold King Mine, a mine that had been a dry mine throughout its life and up to the 1990s."

Jun 1, 2016

By Emily Dieckman, Claire Kincaid

"When most people think “miner,” they picture an older white man in a dusty shirt and suspenders. He’s holding a gas lamp and a pickaxe, peering at the walls of a dimly lit cavern. This image, while steeped in heritage, is no longer representative of what mining is: a global, increasingly diverse industry.It’s an industry made up of individuals like Zambian-born Chushi Mwewa, PE, president of Southlands Engineering, LLC in the United States and managing director of Southlands Engineering Limited in Zambia; Navajo tribe member Peter Denetclaw, manager of environmental programs and Navajo relations at Freeport-McMoRan; and Chinese and Jewish Alyssa Hom, a project engineer at McCarthy Building Companies.According to the Austrian Federal Ministry of Science, Research and Economics, 168 out of the world’s 195 recognized countries have some mining or mineral resources activity, and the mining industry directly employs more than 25 million people across the globe.However, according to McKinsey & Company’s 2017 “Women in the Workplace” study, white males hold 67 percent of C-Suite positions and 70 percent of senior vice president positions in the corporate world, and mining is no different. This uniformity among leadership has been tied to lower levels of employee engagement, innovation and business growth. The bottom line is this: Diversity is good for business. The question industry leaders must now ask themselves is not “Will we promote diversity?” but “How will we promote diversity efficiently and permanently?”More than 80 industry professionals, consultants and students gathered to discuss this question and share stories at the “Developing Diversity in Mining” workshop organized by the University of Arizona’s Lowell Institute for Mineral Resources (IMR), held during the 2017 SME Arizona Conference in December 2017.Brad Ross, co-director of the IMR and one of the facilitators of the workshop, said he felt diversity was important to discuss because he has witnessed its benefits throughout his career in the mining industry.“By creating a team of people with different experiences and perspectives, a company is better equipped to see the big picture and to creatively tackle problems,” he said. Speakers from industry and academia,including Mwewa, Denetclaw and Hom discussed the challenges surrounding achieving diversity and inclusion as well as the roles and responsibilities of different stakeholders."

Jan 2, 2018

By D. C. Edwards

In an age where customer service and quality drive today's industry and business, no service or product is exempt from these demands. Industry and business are streamlining everything from people to equipment and today have a heavier reliance on the performance and quality of their assets and equipment, (one of the keys to staying competitive). In the mining process industry, the centrifugal slurry pump is a key piece of equipment that keeps product moving and aids in generating revenue for its owner. The continued improvement and customer success lies in a team effort between the mining industry and the pump manufacturers. We, the pump manufacturers, need to keep improving our designs to further extend the life of our pump with fewer failures and promote to our customers proper maintenance of the pumps to continually keep unexpected failures to a minimum. Strict equipment maintenance, as thoroughly demonstrated by the military, is key to the long life and success of any piece of equipment. In the often harsh duty of the centrifugal slurry pump, maintenance is something that requires "attention to detail". No area of the pump is exempt from attentive maintenance. Here, discussions will focus on the areas of the mechanical drive end, wet end, seals, and extended pump shut down and start up. There has not been a slurry pump designed to maintain or repair itself. So in effect, each pump warrants able bodied maintenance persons to maintain them who continually observe all the rules of safety. Prior to any maintenance discussion or action, the issue of safety should always be addressed. Here, as with everywhere, the same rules apply. Work at a safe pace, note all safety precautions, use associated safety equipment and personal protective attire, observe all tagout and lockout procedures, and most importantly, be aware.

Jan 1, 1996

The mining and minerals extraction industries have often been demonized by the public as industries that put profits and production before people. It is true that the inherent danger of the work has led to more fatal accidents than anyone associated with the industry would care to remember. But, in stark contrast to what has often been said, the truth of the matter is safety is now the top priority of every miner, from the face of the longwall to the executive boardroom. Without safety, nothing else matters. This message was told and retold by representatives from some of the world?s top mining and petroleum companies from Oct. 11-13 during the inaugural Safety and Reliability in the Mining and Resources Industries Conference in Calgary, Canada. The meeting was hosted jointly by the Canadian Institute of Mining, Metallurgy and Petroleum (CIM) and the Society for Mining, Metallurgy, and Exploration (SME). It was the first of a series of conferences to focus on these important topics. Next year, the conference will be held in Minneapolis, MN from Nov. 13-15.

Jan 1, 2011

By R. R. Smith

The meaning of the title, "Blank Piece of Paper," refers to the need for management to take a completely fresh viewpoint to the problems facing our industry. These problems are so severe and some so new that conventional thinking may not be adequate to resolve them. Innovation has to be a part of every company's approach to the solutions, our concept is to start with a "Blank Piece of Paper.' The objective of 'this paper is to outline steps which can be taken to improve the profitability of a mining business. This is not an examination of technical solutions to individual problems, but rather recommendations for overall change in management thinking. This philosophy is based on our actual, hands-on experience in major open pit operations worldwide over the past 25 years.

Jan 1, 1987

By Joseph M. Keane

A number of innovative techniques exist for solving heap leaching problems in special situations. Some of these techniques have been successfully applied and others await an opportunity for application. Discussions in this paper will deal with gold heap leaching under severe thermal conditions, in tropical rainfall circumstances, in the absence of fresh water, and in other situations removed from the ordinary. CLIMATIC CONSIDERATIONS The success or failure of precious metal dissolution operations may be strongly dependent upon proper attention to the influence of climate. A few examples are given in the following paragraphs.

Jan 1, 1987

By T. J. Jr. Corwin

This paper will cover the problems confronting an owner when planning and estimating the cost of a proposed tunnel. Three factors are known: the length, size and the time allocated for the completion of the work. In general the difficulties encountered when driving a tunnel in California are the greatest at the lower elevations and in the Coast Range and are minimal in the Sierra Nevada mountains particularly in granitic formation. The writer will discuss the experience gained from observing the driving of about 120 miles of tunnel in California as well as the repairs of some tunnels. SIZE OF TUNNELS It is known that a small tunnel may be more costly to drive than one of somewhat larger dimensions. This fact was found to be true when a tunnel about 4,000 feet long was constructed to eliminate 7 miles of canal. The formation was lava so it was anticipated the ground would be self supporting because of the small bore. Actually the tunnel required support for most of its length and working conditions were poor. It became apparent that a larger size could have been driven at no additional cost and probably in less time. On another unlined tunnel, to be driven in granitic formation, the contractor was given the option of using

Jan 1, 1974

By RICKARD HANSEN

With vehicles frequently found in mines and tires being a major fuel item, the risk of tire fires will be severe underground. This study presents an analysis of tire fires on mining vehicles to increase the knowledge of the risk and mitigating measures, which would improve the fire safety underground. Data from fire experiments and computational fluid dynamics (CFD) simulations were applied. It was found that the wheelhouse of a loader caused an increase in the flame tilt angle, decreasing the flame impingement and heat flux downstream. The flame temperature of a drilling rig tire was found to be higher than that of a loader tire, increasing the risk of igniting items. The construction of the wheelhouse/mudguard will contribute to a longer flame length by creating a fuel-rich environment. The CFD simulations predicted higher flame tilt angles for a drilling rig for higher flow velocities, indicating the influence of the wheelhouse/mudguard construction and tire geometry on the flame tilt angle. The construction of a loader resulted in flow behavior, where the short distance to the front mudguard/tire and the separation of flow directly downstream of the construction led to gases being steered past the front mudguard/tire. In a drilling rig case, the longer distance to the front mudguard/tire led to gases being directed toward the body of the vehicle after passing the area with flow separation.

By S. Nygren

Nalco Chemical Company and a North Carolina Phosphate operation have formed a successful supplier/customer team effort that has resulted in major improvements in the operation of the clay thickening circuit at the Aurora, North Carolina concentrator. A Nalco OPTICUS® Automated Process Control System for thickener and flocculant control was installed in 1994. The paper will discuss in detail the development and refinement of the OPTICUS system over the past three years. The paper will survey the development and networking of process control for monitoring, controlling and operating four 325-foot Dorr-Oliver thickeners, three 80-foot high-rate Enviro-Clear thickeners and control links to the facility's clay/gypsum blending operation.

Jan 1, 1998

By Bryan Ulrich

On March 20, 2014, the ?Roundtable Discussion on Innovations in Heap Leaching and Mine Waste Management? was hosted by Knight Piésold and Co. at the Red Lion Hotel in Elko, NV. This topic is timely, and formed something of a lead into the inaugural ?Workshop on Innovations in Waste Rock, Tails and Heap Leach Management.? That workshop, which grew from the 2013 Elko Roundtable, was held on the University of Nevada, Reno (UNR) campus on May 19, 2014. The workshop was hosted by UNR and the University of British Columbia. Knight Piésold?s local representatives, Bryan Ulrich and Logan Jensen, were joined by Tom Kerr, president of Knight Piésold?s, U.S. practice; Rick Frechette, senior vice president, environmental services and Jeff Coffin, geotechnical engineer, from the Denver, CO office for the roundtable event. The event played host to about two dozen attendees from several western states.

By D. Carlson

At the Freeport Indonesia Grasberg Mine in Irian Jaya, Indonesia, a system of underground drainholes and surface drain wells have been designed and are currently under construction. The underground drainholes are located at elevations of approximately 9,600 feet and the surface drainwells located at elevations ranging between 12,500 and 13,000 feet. Together they will be used to drain the ground water contained within relatively incompetent rock. This drain system will allow for the successful dry mining of the open pit, and provide slope stability of the pit wall. The surface drain well network, when completed will allow for the draining of ground water to the Amole Drift where the underground drainholes are constructed.

Jan 1, 1998

By C. Eddine

"Can we use data to make communication effective? How does one successfully tackle the challenge of solving cultural differences and harmonizing the needs of diverse stakeholders while developing and maintaining a strong and reliable corporate image? Is it possible to achieve better engagement and minimizing risks with data? This paper aims to explore human rights and business procedures, the promotion of shared prosperity in a sustainable manner and the use of metrics to guide decision-making process. Among the topics examined are: • the significance of stakeholder engagement in community development projects; • the use of grievance mechanisms to give a voice to First Nations and communities / populations in vulnerable positions (including children and elders); • the benefits of configuring and implementing a feedback system in partnership with the communities. This research is a preliminary initiative and has limitations on the extent of the material used. The author acknowledges there is a vast amount of work and publications available on this subject, as well, as a variety of examples that have not been included. The intention is to keep developing this research to assess and expand how data can be used to minimize risks and improve engagement, in addition to inspire others to continue advancing this topic. Natural resources consumption is a reality that will not disappear in a foreseeable future. Several developments and operations are located in remote areas where communities in vulnerable situation and Indigenous Peoples live. Feedback systems are being ratified as a tool to help tackling the challenges of harmonizing cultural differences and fulfilling the needs of diverse stakeholders. Integrating social, environmental, and economic values plays an imperative purpose in preserving a productive and trustworthy relationship with stakeholders. Positioning social standards next to environmental and economic principles shows inclusiveness and firm intention of integration. We add value to a positive image of our industry by embracing responsibility for corporate actions and promoting their beneficial impact on the environment. The social context within communities, groups and organizations is dynamic and presents new challenges as connections evolve. There are wildly diverse expectations which one may need to address during exploration, construction and operating phases. Disagreements are an inevitable consequence of interactions due to the different needs and requirements of the parts involved. Nevertheless, balancing differences and solving conflicts can offer remarkable opportunities for improvement."

Jan 1, 2016

By J. P. Earnhardt

Recycling of such municipal solid wastes as glass containers, metal cans, and newspapers has received increasing attention recently. However, municipal solid wastes account for only 1% of the total solid waste stream in the United States. The remainder includes hazardous and non-hazardous industrial wastes. Generators of industrial wastes are facing higher landfill costs. Future liability potential, and public image concerns which are forcing them to seek innovative and often profitable solutions to minimize, reuse, and recycle their waste streams. Opportunities for the mining industry in industrial recycling include recovery of mining wastes and by-products, and utilization of mineral products for treating waste streams.

Jan 1, 1993

By P. G. Martin

"As the speed of business has continued to increase over the last decade, the focus on real-time control of the performance of both stationary and mobile assets has become an increasing priority. Traditionally the maintenance team has been focused on the management of the availability of assets while the operations team has been focused on the throughput of those same assets. Typically operations and maintenance teams worked almost independently in spite of the fact that they were both working with the same assets. Part of the problem has been their traditional performance measures which have often been diametrically opposed. Recent advancements in the area of real-time performance measures and decision support have helped to drive higher levels of collaboration between operations and maintenance leading to real-time asset performance control and higher levels of business performance. This paper will explore the forces driving the need for changes, present an effective approach to the definition of the most appropriate business performance measures, and examine the effectiveness of contextualized real-time decision support resulting in asset performance control. TRADITIONAL APPROACHES TO ASSET PERFORMANCE MANAGEMENT In most industrial operations the phrase asset performance management is synonymous with maintenance of the industrial assets. This is the way industry has viewed asset management and asset performance management for decades. This is a very limited perspective that is serving to constrain the profitability of industrial operations. As industrial organizations began to form following the Industrial Revolution, the complexity of the operations forced an organizational design based on specialization. No single person could understand all of the aspects of an industrialized operation. This was particularly true at the plant floor level where the operation and maintenance of the industrial equipment required very different skillsets and training. To accommodate the vast differences most industrial organizations set up operations teams to run the equipment and maintenance teams to keep the equipment available to the operation. Both teams were dealing with the same industrial equipment but from very different perspectives and with very different performance measures. Typically the operations team was measured on maximizing the output of the equipment – or throughput. On the other hand the maintenance team was measured on the uptime – or availability of the equipment."

Jan 1, 2015

By David J. Hatem

Public-private partnerships (PPP) are gaining in popularity at the federal, state and local levels as the public sector seeks private capital to finance infrastructure and other projects that traditionally have been funded with public funds. In general, a PPP involves a development agreement between a public owner and a private sector concessionaire. Under the development agreement, the concessionaire is responsible for financing, designing, constructing and typically operating and maintaining the completed project for a concession period (often multi-decades in duration). The concessionaire typically enters into an agreement ? the design-build agreement ? with a design-builder to design and construct the project. The concessionaire may secure financing from banks, investors or from a combination of these and other sources (collectively the financier). While the PPP experience in the United States has been modest to date, an increasing number of projects involving tunneling or other significant subsurface work are already being delivered in the PPP mode. Public owners have significant options to address risk allocation for subsurface conditions on PPP projects. The same sound and fundamental principles of fairness in risk allocation that apply in other major subsurface projects should be applied and adopted in the PPP context

Mar 1, 2014