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By J. L. Jambor, J. E. Dutrizac, J. B. O'Reilly

The present-day metallurgical community is quite familiar with the use of jarosites [MFe3(S04)2(0H)6 where M = K, Na, NH4, Ag, 1/2Pb, etc.] as a means of controlling iron, alkalis and sulphate in hydrometallurgical circuits. This modern precipitation technology has found an increasingly widespread application in the zinc industry111 and is gradually also being extended into the hydrometallurgical processing of copper and cobalt121 . The chief advantage of jarosite precipitation is that the iron precipitate settles and filters well, and gives low losses of divalent metals in the washed residue. Although this jarosite precipitation technology was developed only within the past twenty years, man's involvement with jarosites extends back to antiquity, and jarosites have played an important role as a source of silver in several ancient metallurgical centres. In the early days of this century, argentojarosite was an important local source of silver at the Tintic Standard mine, Dividend, Utah, where over 200 000 oz of silver were recovered from highgrade natural jarosite over a three-month period 131 . At the Matagente mine in Peru, pockets of argentiferous plumbojarosite up to 40 m thick were mined and processed by the Indians prior to the arrival of the Spaniards14-51 . In Cyprus there are vast jarosite deposits associated with the ancient mining sitesl51 , but exploitation of these jarosites has been insignificant because of their low silver values. The most extensive mining of silver-bearing jarosite, and certainly the oldest documented instance of such jarosite exploitation, was in the vast pre-Roman workings at Rio Tinto, Spain. This mine, the greatest single miningmetallurgical site currently known from the ancient world and also the oldest site of more or less continuous metal production, has witnessed many metallurgical firsts. Aside from the initial processing of jarositic ores for their silver values, the development of large-scale hydrometallurgy also seems to have occurred at Rio Tinto. As early as 1737, copper was recovered by cementation on scrap iron from the mine waters at Rio Tintol51 . Large-scale heap leaching of calcined ore commenced with the British operations in 1876 and, by 1900, raw pyrite was heap leached to recover associated copper values161 .

Jan 1, 1999

By Frank S. Hurley

To comply with the California Mine Safety Orders pertaining to transportation of mine workers over mine railroads, the management of the New Idria mine in San Benito County, Calif., designed special man-cars. The new regulations, dated October 1958, make it mandatory for mine man-cars to be designed for carrying five or more men to and from the mine workings. At the New Idria mine, largest single producer of mercury in the U.S., each shift normally employs about 70 men. However, with the possibility of a future increase in the work force, seven man-cars were constructed with a total carrying capacity of 84 men. The general design of the mine man-cars was dictated by safety regulations plus the physical characteristics of the mine-low headroom, limited side clearance in haulageways, and track irregularities due to ground swells. The cars measure 10 ft long, 44 in. wide, and 50 in. high and were built at an average cost of $450 per car. All assembly work was done at the mine site.

Jan 7, 1960

By J. Paraszczak

For mining companies facing strong international competition and unfavourable commodities’ prices, automation of underground operations has the potential to increase productivity and help cut costs. However, despite considerable technological progress in this field, there still remain many problems to overcome. Furthermore, successful implementation of automation depends also on numerous operational, organizational, and even human factors. In this context, this paper briefly reviews technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is often underestimated. Some recommendations in this respect are also given. It is stated that the success of an automation project is a function of many “winning conditions,” which may be created through very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet as much a matter of near future as it may seem.

Jan 1, 2004

By Jacek Paraszczak

For mining companies facing strong international competition and unfavorable commodities? prices, automation of underground operations has got a potential to increase productivity and help cut cost. However, despite considerable technological progress in this field, there still remain some problems to overcome. Furthermore, a success implementation of automation depends also on numerous operational, organizational and even human factors. In this context, this paper reviews briefly a technological progress with regard to different underground operations. Following that, several issues related to implementation of automated equipment and systems are presented and discussed. Particular emphasis is put on the factors whose importance is sometimes underestimated. Some recommendations in this respect are also given. It is stated that a success of an automation project is a function of many ?winning conditions?, which may be created through a very thorough planning and preparation. It is also underlined that despite achievements made, a vision of a man-less underground mine is not yet a question of near future as it may seem.

May 1, 2001

By J. D. Kennedy

The alchemists of old are remembered well for their tireless efforts in attempting to convert various common metals, such as lead, into gold. Not so well known generally, but no less intense, have been the efforts of certain individuals who attempted to manufacture diamonds over the last 100 years. Diamond, the most glamorous and permanent of gems and the hardest industrial abrasive, is carbon in a high-density unique crystalline form with a cubic structure and a density of 3.5. This contrasts with graphite at a theoretical density of 2.2 and possessing a hexagonal structure. Diamond is the hardest natural, material known and until very recently had no close competitor, natural or otherwise, with respect to hardness. The hardness of diamond exceeds that of any other industrial abrasive by a factor of approximately five. The early theories of diamond synthesis were rather vague. Since diamonds occurred in nature, man then looked to nature for clues as to how this might be accomplished. The original known diamond deposits of India are alluvial in character and provided little insight as to how diamond had been formed by nature, for in, these locales the diamonds have been washed by streams or carried by the glaciers long distances from the areas in which they occurred originally in the earth's crust. As a matter of fact, we are told that even today the locations of the mother ground for the Indian alluvial deposits are not known.

Jan 1, 1959

By Henry W. Brandt

In a proposal submitted by Fenix & Scisson International, Inc., of Tulsa, Okla., conversion of an abandoned mine for underground storage of crude oil proved to be all effective storage technique. The conversion was done on an abandoned coal mine for S. F. F. Association, an agent of the South African Government, Johannesburg, South Africa. The mine was found to be structurally stable and appeared capable of retaining this stability over a long period. Surrounding formations were relatively free of fractures and were found to have low permeability. Slight problems appeared in the hydrostatic test, but were quickly stabilized. Additional information was positive, and conversion and filling were completed in 1969. Total puchasing, testing, and coverting cost was less than $0.20 per barrel of oil stored or 15% of conventional steel tank cost. Operating and maintenance costs are about 2% of those at two large tank farms owned and operated by the Association.

Jan 1, 1975

By L. Bloom

"Man-Made Parameters" refers to the importance of selecting appropriate analytical procedures to acquire useful chemical data. The correct procedures are particularly critical at the sample preparation stage where decisions concerning pulverizing equipment, sample size, contamination and dissolution will impact on the final results independent of the instrumental method of analysis. Several experiments were designed to quantify the impact of these approaches.

Jan 1, 1993

By Ted M. Noskiewicz, James A. Ramsay

INTRODUCTION During the various stages of an underground project from inception through design and construction, probably the single factor of most interest and concern is the nature of the ground. The ground conditions more than any other item govern costs and feasibility; and although the methods available for assessing the ground have become increasingly reliable during the past thirty years, it is still very difficult in many cases to predict the behaviour of soil and rock during and after excavation. To help in this ground evaluation process, we have frequently supplemented the boring program with one or more large diameter inspection holes; and during the past eighteen years, seventeen of these holes have been constructed on tunnel projects which we have designed. There are references in the literature to similar inspection holes (1); however, as far as we are aware, no detailed description of them has been published. The behaviour of soil or rock during and after excavation and the effect of ground water on tunneling operations are of vital interest to tunnel designers and contractors. A comprehensive geotechnical investigation is therefore among the early and most important tasks carried out on a tunnel project and the backbone of every geotechnical investigation is the boring program. A series of borings, typically 50 to 100 mm (21 to 4 in) diameter, are drilled from which soil samples or rock core are recovered and the ground water observed.

Jan 1, 1979

When Australian voters elected a Labor Government in March 1983 the value of the Jabiluka uranium deposit as an asset of Pancontinental Mining Limited effectively evaporated overnight. The day before the election, Jabiluka was Pancon's principal asset, with the Company's 65% stake in the deposit having a market value of the order of $US1 billion. This value had been set by an agreement reached with a potential customer, who was prepared to pay $US150 million for 10% of Jabiluka. The months before the election had been the culmination of ten years of unremitting effort to bring what was then the world's largest reserve of high'grade uranium ore into production. These efforts had included two and a half years of negotiations with the local aborigines, as well as exhaustive environmental studies and conceptual mine planning. All domestic approvals required to develop the Jabiluka deposit had been given to Pancontinental and marketing efforts had successfully placed about 50% of the expected uranium production with overseas utilities. It appeared that Jabiluka was about to emerge as one of the world's great mining enterprises. The election of a government with an anti-uranium policy stopped Jabiluka dead in its tracks. Pancontinental's largest asset had effectively become worthless and the Company appeared to be facing a bleak future.

Jan 1, 1987

By Gordon E. Jackson

I read a book the other day called Opportunity 2000. The book, Opportunity 2000, talks about what's going to happen in the next nine or ten years as we propel ourselves through the 1990s into the 219 century. The book, Opportunity 2000, is a futuristic book, somewhat like Megatrends. It said that by the year 2000, baby boomers will be old people, and when you got here before the baby boomers, how does that make you feel? It said that there will be more women in the American work place by the year 2000 than men. The book, Opportunity 2000, discusses diversity. The big challenge for the 1990s is ?diversity?. We'll have the D-word in the 1990s. We had the G-word in the 1980s ? ?global.? Diversity in terms of more immigrants, more minorities, more females into the American work place, but also value systems diversity. We'll have to deal and adapt to four different generational clusters in dealing and interacting with employees and management in the 1990s-value systems diversity. I think there will be five generational clusters that we'll have to deal with. Massey says four. He says we'll still have the old people around, the World War II mentality; those who

Jan 1, 1991

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By Chunbao Z, Zhenchuan Z

As known to the international mining sectors, Hunan province, called as ' Nonferrous Native Area ', is the main base of nonferrous metals Pro- duction in China. There are over 194 nonferrous mines in this province, most of them distribute over the basin of Xiangjiang River. The state of management of wastewater in Hunan's nonferrous mines is outlined.The experiences and economic benefit in the management and treatment of wa- stewater in Bofang and Mayang copper mines, and at Shizhuyuan polymeta- llic mine, are mainly introduced. It concludes with measures and recommendations for future management and treatment of wastewater in Hunan's nonferrous mines.

Jan 1, 1988

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By T. W. Camm

"As engineers, we are trained to use logical, rational problem solving to insure our mines operate at maximum efficiency. We tend to use the same technical approach to design safety into all mining systems. This works well for machines, but not so much for the human component. Recent insights in the field of behavioral economics provide useful ideas for addressing the fact that we are driven by emotions more often than by rational thought. Understanding the nonrational aspect of human behavior is an important piece of any safety system design. INTRODUCTION The most common economic model is based on humans making rational decisions; that given the proper information, we will make a logical, rational decision based on what is best for ourselves (Ariely, 2009, p. xviii). In many cases this is an accurate description of how we make decisions. As an engineer, I was trained to apply the precision of mathematics and logic to solve problems. As an engineering professor, I now teach this approach to bright young minds preparing them for a life of professional effectiveness as practicing engineers. That said, we are not only rational. Daniel Kahneman, winner of the Nobel Prize in Economics, describes a model for how we think (Kahneman, 2011). System 1 is the part of our mind that is fast, intuitive, and emotional; while our logical, slower, and deliberative mind is System 2. According to Kahneman’s model, System 1 runs automatically, most of what you think and do originates in System 1. System 2 takes over when things get difficult, including the application of math and logic, and the resolution (or avoidance) of conflict. As engineers, we would typically assume that we operate in System 2 mode most of the time. This is where the model becomes useful, for Kahneman points out two important aspects of the dynamic between the two systems in our mind. First, System 1 has biases, systematic errors that lead to answering questions with an easier answer (rather than a right answer) before System 2 is engaged. Second, we can be blind to the obvious, and also be blind to our blindness. Complicating things further, System 1 cannot be turned off (Kahneman, pp. 24-25)."

Jan 1, 2015

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

By Theodore Barry

The task of developing controls in the mining and manufacturing industries to give them a tighter grip on operating costs has afforded this author an interesting vantage point for observing certain practices common to both industries. Of course, each of these industries has problems unique to itself, but all industries have many common problems. After all, every industry is a business and every business is concerned with the task of producing its wares as profitably as possible. While many differences between businesses in different industries are known, the author is convinced through experience that the mining industry has much more in common with the manufacturing industry than is generally acknowledged. Four principal questions come to mind in the comparison of mining with manufacturing: How different are the management control methods in these two worlds? How do both industries go about the task of controlling costs? How does the mining industry compare in terms of the effectiveness of its workers? And perhaps most important, what can the mining industry learn from what the manufacturing industry is doing?

Jan 11, 1962

By Phil A. Keele

"IntroductionGeneralThe Genesee Coal Mine is a joint venture of Fording Coal Limited and the city of Edmonton. The mine supplies thermal coal to the Genesee Generating Station operated by Edmonton Power and is located approximately 75 km southwest of Edmonton (Fig. I).Under the terms of the joint venture agreement, Fording Coal Limited has designed and developed the Genesee Coal Mine. Fording also operates the mine which has a minimum economic life of thirty-five years. Mine development started in the spring of 1987 with the construction of the dragline erection pad and mine service complex. Major development of mining areas was carried out in 1988 with the construction of haul roads, powerlines, topsoil recovery, etc. Mining officially commenced on December 14,1988.The mine produces 1.6 million tonnes of coal per year and employs 65 people. MiningGround conditions have turned out to be very poor, as expected with the majority of the overburden in the first few years a soft lacustrine clay with minor amounts of fine-grained glacial till. To compound matters, what was expected to be a relatively uniform coal subcrop turned out to be a very irregular erosional contact.The coal mined at Genesee is a sub-bituminous Class B thermal coal with approximately 16070 ash, 21% moisture, 8300 Btu/lb and 0.27% sulphur on an as-mined basis.The primary piece of mining equipment used at the Genesee Coal Mine is a M8200 walking dragline. It has an effective operating radius of 100.6 m, a 50.5 m3 bucket, and weighs approximately 3860 tonnes yielding a ground pressure of III KN/m2•Figure 2 illustrates schematically the single pass mining sequence presently employed at the Genesee Coal Mine. The M8200 is used to lift all coal out of the cut, the coal being placed in stockpiles on the prepared pad .This method maximizes coal recovery under the conditions where spoil failures due to poor material would otherwise put men and equipment at risk. The coal is subsequently loaded by the coal shovel operating on the same bench as the M8200 dragline and delivered to the plant as required.All mined areas, as required under Alberta Legislation, are to be returned to an agricultural land capability equal to or better than that which existed prior to mining. Reclamation activities, as a result, are an important and integral part of the mining process. A complete list of the primary mining equipment deployed at the Genesee Operations appears in Table I."

Jan 1, 1994

After the last world war, management tended to change from an acquired skill more associated with experience than formal training, to a specific widely-recognised specialism requiring an involved formal education process.That process, of necessity, required the development of business schools, M.B.A. courses -indeed the setting up of professional chairs to deal with the intricacy of general management development.Management research burst forth bringing forward new and exciting theories which developed new techniques, tools and terms.

Jan 1, 1985

This paper looks at the development in management education for engineers at the undergraduate level with particular reference to mining engineers. The management core content of the engineering degree course at Ballarat C.A.E. is described is some Detail.

Jan 1, 1986

By Robert C. Peddicord

Application of Quality Management philosophies and techniques commonly referred to as Managing for Continuous Improvement, Team Management , or Managing for Consistency is required in today's mining, manufacturing, and service industries in order to meet quality demands, beat competition, lower costs, optimize operations, effectively use personnel, improve morale, and enhance profitability. Most of these phiosophies and techniques are known to today's managers but either have fallen into disuse or were never allowed to surface in the corporate environment of the organization. Managers should review and adopt the philosophies and techniques of Quality Management and use them to revitalize their organizations and bring about a "paradigm" shift in the way we manage, thereby achieving the goals listed above.

Jan 1, 1991