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By M. L. Matt

The Pittsburgh Safety and Health Technology Center of the Mine Safety and Health Administration has developed the Mine Emergency Responsiveness Development (MERD) program to improve the reaction and response of mine personnel in mine emergency situations. The MERD program simulates problems that may be encountered in underground mine fires, underground mine explosions or surface mine accidents. Since its inception in 1982, the MERD program has been presented to MSHA, Industry, Labor and State Government Personnel. The program is extremely versatile and is easily adapted to suit various training requirements. It gives the participants the opportunity to experience some of the emotions, frustrations and successes of a mine emergency in a controlled environment without having to be involved in one. Past participants have indicated that this training has better prepared them in actual emergency situations through increased awareness and advanced preparation of plans and resources. In 1992, a Mine Simulation Laboratory, which simulates a coal mine and metal/nonmetal mine, was built to improve training for mine emergencies and prevention and fighting of mine fires. This facility has been included in the MERD Program to provide realistic and practical training for mine rescue teams and MERD participants in advanced mine emergency operations. This paper presents an overview of the MERD program.

Jan 1, 1993

By Mark L. Mott

The Pittsburgh Safety and Health Technology Center of the Mine Safety and Health Administration (MSHA) has developed the Mine Emergency Responsiveness Development (MERD) program to improve the reaction and re¬sponse of mine personnel in mine emergency situations. The MERD program simulates problems that may occur in underground mine fires and explosions or surface mine accidents. Since its inception in 1982, the MERD program has been presented to MSHA, industry, labor and state government personnel. This versatile program is easily adapted to suit various training requirements. In 1992, a Mine Simulation Laboratory was built at the Natinal Mine Health and Safety Academy, Beckley, WV, to improve training for mine emergencies and prevention and fighting of mine fires. This facility is capability of simulating a coal mine and metal-non-metal mine for training purposes. It has been included in the MERD program to provide realistic and practical training for mine rescue teams and MERD partici¬pants in advanced mine emergency operations. The objectives of the MERD program are to improve the organizational and management skills of the participants in a rescue and recovery operation and provide a better understanding of the importance that various roles have on the overall organization and the importance of their interaction. The MERD program is not intended to provide the participants with all of the abilities and knowledge required to respond effectively to a mine emergency. Rather, it is intended to give the participant an opportunity to experience the emotions, frustrations and successes of a mine emergency without having to actually be involved in one. The participants are expected to return to their regular jobs with a greater appreciation of the environment in which emergency operations take place. Experience in mine emergencies is extremely limited in the industry today. The participants are encouraged to use the knowledge gained during a MERD program to develop or enhance a mine emergency plan suitable to their needs.

Jan 1, 1993

By William C. York-Feirn, Jeffrey H. Kravitz, David Stalfort

"Mining is an inherently risky business. Over the years, major mine disasters have resulted in the deaths and injuries of thousands of miners in the United States. These disasters also resulted in innovations in approaches to mine design, operations and the training of miners and mine rescue teams. The U.S. Congress responded to these disasters with new laws designed to create mandatory safety and health standards as a means to eliminate fatal accidents; to reduce the frequency and severity of nonfatal accidents; to minimize health hazards and to promote improved safety and health conditions in the nation’s mines.Following a mine emergency preparedness and response holistic gap analysis in 2012, the U.S. Mine Safety and Health Administration (MSHA) identified the need for the development of risk and readiness assessment models for MSHA and the mining industry. MSHA’s objective was to evolve existing theoretical concepts for risk and readiness assessment into simplified tools that can be applied by the mining industry for use at operational levels. In 2012, MSHA hired ABS Group, a recognized industry leader in safety risk management and a wholly owned subsidiary of the American Bureau of Shipping, to develop self-assessment models to help meet this objective.In September 2012, MSHA chartered a project to supply the coal mining industry with a pro-active toolset for mine operators to:1. Self-assess the risks associated with underground coal mining operations in order to prevent major mine emergencies.2. Assess the preparedness of mine operators to respond to an emergency.3. Measure the readiness of mine rescue teams and responsible persons to execute emergency plans.MSHA’s objective was to evolve existing theoretical concepts for risk and readiness assessment into simplified tools that can be applied by the coal mining industry for use at operational levels."

Jan 10, 2018

By J. B. Watts

"THE Mine Engineering Department at Gaspe Copper is staffed by a chief engineer, assist-ant engineer, research engineer, chief surveyor, four instrument men, chief bonus clerk, draftsman, and a helper pool of four permanent men plus one or two students in the summer. The men are grouped according to function for organization purposes. Routine services provided by the Mine Engineering Department in-elude ail surface and underground surveying and mapping, preparation of working drawings, compilation of engineering reports, recommendations on ventilation, testing the mine air for carbon monoxide, research on mine equipment and its use, and the calculation of incentive bonus. Demand jobs from departments other than the Mine Department .are done on request. Such jobs may be in the plantsite, the Town of Murdochville, or at the shipping points at Gaspe harbour or the St. Lawrence river."

Jan 1, 1959

By E. L. Bohnet

The purpose of this paper is to translate a mining company's "Corporate Objectives" into usable and practical guidelines for long term mine design and production scheduling. These guidelines are required to ensure that both operating and development properties are designed and economically ranked on the same basis, and with the "current" Corporate Objectives in mind. Secondly, if both management and mining engineers have a better understanding of the cause and effect of corporate policies, then penalties and risks associated with various Corporate Objectives can be put into better perspective for management. Corporate Objectives, relative to usable guidelines for either short and/or long term mine planning, could be defined as one or more of the following four objectives: 1) Maximize the recovery of the economic portion of the defined geologic resources, and hence, maximize total non-discounted project cash flows and profits (most common approach in mine design), 2) Maximize the Net Present Value (NPV) of the after-tax cash flows from each existing or proposed project, either on an individual basis or in concert with other projects, including downstream processing facilities (primary method used to judge relative investment merit of a proposed development or operating concept), 3) Limit short and long term capital expenditures to a defined ceiling, 4) Maximize product output for the existing facilities in the short term, or conversely, keep commodity production at a constant level for a series of years.

Jan 1, 1994

By D Cliff

"It has been 17 years since the mine disaster at Moura No 2 Mine in Queensland. Recent disasters in the USA and New Zealand prompt the question what has changed since 1994. This paper att emptsto answer this question and identify areas that need improvement."

Jun 1, 2012

By M. K. Gangal, E. D. Dainty

The paper describes the capabilities of a micro-computer-based real time data acquisition system for monitoring and control of mine environments. Applications of such a system for monitoring the ventilation and air quality of a mine is outlined. The paper discusses the results of running a monitoring system with various environmental sensors in a simulated mine environment. The sensors used in this study are: carbon monoxide (CO), carbon dioxide (C02), nitric oxide (NO), nitrogen dioxide (NO2), sulphur dioxide (SO2 ), methane (CH4 ), air flow, absolute pressure, temperature and relative humidity. A performance evaluation of the monitoring system and sensors is presented.

Jan 1, 1987

By E J. Gardiner, C M. Hogan

Acidic drainage has long been recognised as the largest environmental liability facing the mining industry, and to a lesser extent, the public, through abandoned mines. The Canadian Mine Environment Neutral Drainage (MEND) initiative was the first international multi-stakeholder program to develop scientifically based technologies to reduce the effect of acidic drainage. The original MEND Program extended over a nine-year time frame ending in 1997, with technology transfer activities continuing to the end of year 2000 under the MEND 2000 program. Both programs have contributed enormously to the understanding of acidic drainage and how to prevent it. MEND3, launched in 2001, intends to further this effort with a strong, research-driven program. The successes of the MEND initiative have come through the collaborative efforts of the partners, the sharing of experiences, the thorough evaluation of technologies and their incremental improvements. As a result, the knowledge base on acidic drainage has grown considerably. An international model of alliance between the various worldwide initiative involved in acidic drainage is being formalised at this conference. This global alliance will enhance technology transfer capabilities and will lead to improved environmental performance for the industry. It is through collaboration that we have achieved the most progress in environmental performance, and this formal relationship will further expand these benefits.

Jan 1, 2003

By Ingham PD

Selection of equipment for a mining operation, such as Mount Isa Mines, requires certain parameters to be correctly defined. Management control is essential for monitoring, improving and future purchase of equipment. Some research is being done independent of supply manufacturers. Observations about future outlook are made.

Jan 1, 1982

By John Jonkman

The cost of equipment maintenance is the largest single expense at many mines and processing plants. It is not unusual for a maintenance and repair budget to be larger than 50% of the punt's total budget. Generally, in the mining industry, 400-60% of the work force in a plant reports to the maintenance department. Studies have shown that many plant maintenance workers are only 33 to 40% productive, working 2.6 to 3.7 hours of every 8-hour day. In recent years, many companies have begun to recognize that- productivity improvements and cost reductions can he achieved by upgrading maintenance methods. This paper discusses ten common causes of low maintenance productivity and how recent advancements in computing technology can be utilized to address these causes for low productivity.

Jan 1, 1986

By S. Cotten

The concept for a Mine Escape Vehicle (MEV) is motivated by the desire to enable personnel to evacuate a mine rapidly as the first and most desirable response to any underground emergency. Under a NIOSH contract, Raytheon UTD developed a conceptual design for a vehicle that coal miners could use to facilitate their rapid exit from an underground coal mine in the case of emergency, including fire or explosion. The vehicle requirements include the capacity to provide life support functions for a number of miners, operate in an oxygen deficient, low or no visibility atmosphere, and travel at speeds faster than miners can walk out of the mine. To develop the MEV concept, three primary tasks were identified and executed. The first task focused on developing a realistic concept of operations (CONOPS) and associated high level vehicle requirements. The second task identified and evaluated currently available equipment and technologies that could be applied to address the CONOPS. The final task developed a design concept that integrated the identified components for the five (5) MEV sub-systems to provide the foundation for future detailed engineering design and prototype construction. The resulting MEV design concept is centered upon retrofitting existing mine personnel carrier chasses with available, mine-worthy equipment capable of addressing the MEV requirements. This approach offers a practical and economic avenue to prototype development and delivery with minimum lead-time and risk. Furthermore, by integrating familiar and available equipment into the design and CONOPS, the resulting Mine Escape Vehicles should also be more readily accepted by the mining industry.

Jan 1, 2010

By L. Giraldo, S. Cotten

"INTRODUCTION The vision for a “Mine Escape Vehicle” (MEV) is to provide capabilities to better enable underground travel to allow miners to escape to safety in the event of a major mine emergency such as a fire or explosion. Enhanced transportation and survival capability such as a MEV may have minimized or eliminated the loss of life associated with several of the mine disasters that occurred in 2006, which together resulted in the deaths of 19 miners. Although the most desirable response in an emergency is for the miners exit the mine, if escape proved to be impossible, the miners could use the vehicle to proceed to an underground point of refuge to await rescue. Under a NIOSH contract issued in April 2008, Raytheon developed a conceptual vehicle design including (1) the capacity to provide life support functions for a number of miners, (2) operate in a reduced oxygen atmosphere with little or no visibility, and (3) travel at speeds faster than miners could walk out of the mine. The proposed MEV concept envisioned modification of a personnel carrier (a.k.a. a “mantrip”) that would be used every day during normal mine operations, not a specialized vehicle reserved only for or dedicated solely to escape. The MEV concept also included escape aids that are detachable from the vehicle in the event that the vehicle must be abandoned on the way out of the mine and the dismounted miners had to proceed on foot. To advance MEV development, NIOSH awarded a second contract in 2010 to Raytheon to build, test, and evaluate the performance of a proof-of-concept MEV that culminated in a 7-month performance evaluation of vehicle in an Eastern Kentucky coal mine (Figure 1). User feedback and lessons learned from the proof-of-concept vehicle evaluation provided support for the general MEV approach, guidance related to the practicality of MEV capabilities, and indication of specific technology shortcomings for this application."

Jan 1, 2015

By Timothy J. Orr, Jami M. Girard

A NIOSH study on occupational deaths between 1980 and 1989 indicated that in the United States, mining had the highest average annual fatality rate (3 1.9 per 100,000 workers) of any other major industry. Since "lack of training" was often cited as the primary cause of accidents, NIOSH has been investigating new methods for effective training. One such method is the use of low- cost, desktop computers to simulate a virtual mining environment. Computer-based training offers several advantages over conventional training because the computer programs provide a three- dimensional environment that allows the trainee to practice using evacuation routes, encounter mining hazards, and view mining operations without being exposed to any real danger. One major focus of the project is mine escapeway multiuser training using desktop virtual reality programs. Researchers have imported mine maps into the software for the purpose of practicing actual evacuation routes and procedures. Various scenarios for evacuation can be practiced in a three-dimensional computer simulation of the mine in a disaster situation, complete with smoke, fire, and other dangers. Depending on the trainee's job description (i.e., foreman, shift boss, beltman, etc.), certain tasks need to be performed in addition to navigating primary and/or secondary escape routes. Each scenario allows for individual or team-based training and provides a means to educate mine workers in hazard recognition and hazard avoidance. Using this program, mine workers can practice evacuating various mine layouts without the danger and expense associated with escapeway training in an actual underground mine. Each scenario can be changed to test the trainee's reaction in a variety of circumstances and run many times so the trainee can practice concepts. This training experience will help reinforce the knowledge acquired during more conventional classroom instruction, and the inherent flexibility of the program allows training materials to be tailored to meet the specific requirements of individual mines.

Jan 1, 2002

By Donald W. Gentry

This section deals with one of the most fascinating aspects of mining the evaluation of mine investment opportunities. Be-fore proceeding further, it is important to clarify the meaning of some fundamental terms used frequently in the text. 6.0.1.1 Mine Valuation vs. Evaluation The words "valuation" and "evaluation" in a mining context are often used interchangeably. However, for the purposes of this section, a distinction is made between the two terms in accordance with commonly accepted practice. The word valuation in a mining project context has the rather narrow meaning of placing a dollar or other currency value on the worth of the project as a whole. In other words, the value of a mining project refers to a measure of the desirability of ownership of that property. As such, the major item of interest is, "what is the mine worth?," or `what is the value of the mine?" The value of a mining project may actually be determined in the marketplace at any specific point in time, or it may be estimated by one of several methods. The topic of mine valuation is discussed in more detail in Chapter 6.1. The word evaluation in a mining project context connotes the broader meaning of determining the numerical values of all

Jan 1, 2008

By H. C. W. Bosman

"Over the past five years, contributions from geologists and mining engineers were instrumental in the successful development of MEPS. It is a system of FORTRAN programs specifically designed to be used by mining personnel to solve geological and mining problems. MEPS is a flexible keyword-driven system. Extensive error editing procedures significantly reduce the time required to proceed from problem recognition to solution. Possibly the most attractive feature of MEPS is that computer solutions may be guided or selectively modified to obtain desired solutions. Some highlights of MEPS are:1. Vocabulary that is familiar to mining people.2. Geological data storage and retrieval.3. Statistical analysis and variograms.4. Contour maps of assays and geological horizons.5. Trend surface analysis with residual evaluation.6. Ore reserve calculations.7. Open-pit mine design.8. Marginal profitability calculations on pit walls.9. Production scheduling.10. Vertical cross-section plots indicating pit outlines, ore grade contours and selected geological horizons."

Jan 1, 1973

By Thomas O’Neil

Part 2 of this article continues with a discussion of features that distinguish contemporary investment analysis in mining from earlier methods. Part 1 traced the evolution of evaluation methodology from the traditional and discounted cash flow methods to the present. Quantitative investment models of the past 20 years played an important role in mine evaluation, but a new integrated approach to mine investment decision-making is now developing because of growing economic, technical, and political uncertainties. One of those uncertainties -inflation-was discussed in Part 1. Increased Risk At a time when mineral production technology and analytical evaluation tools have never been more sophisticated, it may seem anomalous to claim that mining ventures are riskier. Whereas technical risk has, indeed, been notably reduced, business risk the chance of a major loss due to market factors-has increased. This has been caused by two factors: the rapidly rising capital requirements of new projects and increasingly unpredictable future economic conditions. These difficulties are compounded by the long lead times of large, new mining projects. Rising Capital Requirements A $100 million investment is no longer considered to be a large mining project in most cases. For a large metal mining project, the total cost of the concentrator alone can exceed $100 million. Amoco Minerals' Thompson Creek molybdenum mine being developed in Idaho will cost over $350 million, for a relatively modest sized (23-kt/d or 25,000-stpd) ore operation with no extraordinary features. For a major grass roots copper operation producing blis¬ter or refined copper, the capital requirements are billions of dollars, not millions. Project costs are higher for two reasons. One, the projects themselves are larger; and two, the capital cost per unit of production is rising rapidly. Projects are larger because lower grade ores, yielding smaller margins, must be mined in greater volume-particularly in view of the high fixed costs of modern technology. When analysts contemplate any capital project, an important consideration is the minimum economic size of the facility. This is the smallest size that can be built and still be competitive on a total unit production cost basis. In the conventional copper smelting business, for example, a production rate of at least 91 kt/a (100,000 stpy) of blister copper is about the absolute minimum for reducing unit fixed costs to competitive levels. Clearly, many variables affect the minimum economic size of a mining facility, but with few exceptions that size continues to grow. Unit capital costs of new mining projects also are continuing to rise. The accompanying table shows that the capital costs in primary copper production have risen faster than the cost of living. Of particular note is the capital charge of over $1.70/kg (77411b) required for a new, fully integrated facility in 1981. Thus, the mid-1982 copper price would not even cover the cost of capital for a new copper producing complex without considering the direct operating costs for such a facility. The breath-taking costs of new mining projects are caused by factors such as increasingly complex technology, the rising social costs of creating attractive living and working conditions for employ¬ees, and the expenditures re¬quired for environmental protec¬tion. For whatever reasons, how¬ever, unit capital costs in mining continue to exhibit staggering growth rates. Future Economic Conditions Risk is not only a function of the size of the potential loss-an im¬portant measure of which is the capital intensity of mining dis¬cussed above-but also of the like¬lihood of incurring the loss. It is here that the ever increasing lead times of mining projects and the glaring limitations of economic forecasting are so important. In comparison to nearly all other in¬vestments, mining has more capi¬tal at stake for a longer period of time before commercial uncer¬tainty is resolved by distant eco¬nomic conditions that are subject to high forecasting errors. A sobering example of the pre¬ceding points occurred with the Lakeshore copper mine in south¬ern Arizona that Hecla Mining Co. undertook to finance and manage in 1969. The project was a joint venture of Hecla and the El Paso Natural Gas Co. and included two mines-one producing oxide ore and a second in the sulfide zone¬and a complex processing facility producing both electrowon cop¬per cathodes and copper precipi¬tates. The project originally was

Jan 12, 1982

By John D. Gardner

This paper describes a process which finds the maximum worth of a mineral deposit. The procedure requires two phases. The first uses a microcomputer evaluation model to find the optimum design input, with minimum attention giving to actual mining constraints that might exist. The second phase runs the first-phase design parameters through a direct simulation model on a mainframe computer. In phase one, financial, economic, and geotechnical data are entered; and an idealized list of design parameters is output. The list includes optimum values for cutoff grade, mine life, mine size, paytons, paygrade, and payvalue. In addition, the model generates pro forma operating and cash flow statements and it indicates the maximum net present value (NPV) possible for the deposit along with the probability of that oc¬curring. The initial results imply perfect mining conditions. In phase two, when actual mining selectivity, sequence, and other practical design considerations are related in a direct simulation model to the optimum criteria found above, the maximum NPV invariably decreases. However, if it is still satisfactory (NPV greater than or equal to zero) then the maximum worth/ optimum design have probably been found in the first iteration. If, on the other hand, NPV is now unsatisfactory, then design compromises must be made and simulated, and the results rerun through the evaluation model. If several iterations fail to yield a positive NPV then the deposit is most likely unfeasible t for the forecast economic conditions used in phase one.

Jan 1, 1986

The word "mine" means different things to different people. To a professional in the mining industry, it may mean trucks and shovels, overburden dumps, headframes, mill buildings, and the other conventional nuts and bolts that constitute an operating mine. To an environmental- ist it may mean bulldozed trees and tailings dams. To a mining engineer who has spent a significant proportion of his career in mine and prospect evaluation, it can mean a hole in the ground with a liar at the top. The liar in this case is frequently not so through design but through ignorance. The purpose of this paper is to contribute in a small way to en- lightening that ignorance. In doing so, it will foster more effective deployment of the pool of risk capital available to the industry.

Jan 1, 1982

By Scott G. Giltner, Alex Schwenk

An iron operation sought to extend the life of the mine by conducting a major pit pushback in an area close to several public structures and the neighboring town. The result of the pushback would make millions of tonnes of ore available for mining allowing many additional years of taconite mining. This paper discusses the initial development blasts conducted for the pit pushback. For the development blasts, it was determined that no fly rock should leave the mine site and that the blast vibrations should be as low as possible, but specifically under 19 mm/s (0.75 in/s) at a nearby sewage treatment plant. One issue complicating the blast design was the variation in hole depth within any given blast. For the initial sinking shot, the hole depths varied from 6.4 m (21 ft) to 12.5 m (41 ft). In the subsequent blasts the hole depths within each blast could vary up to 5.8 m (19 ft). Various tools were employed to design the blasts to ensure there was no fly rock and that the blast vibrations were as low as possible. UAV surveys of the blast areas were conducted to provide a 3-D representation of the free faces and bench surface. The 3-D point cloud produced from this was used to measure the shape of the free faces. Once the shape of the free faces was quantified, it was possible to establish proper placement of the crest holes and develop a custom explosive load for each blast hole. In addition, signature hole analysis was performed for each blast to determine the optimum delay time that balanced the need for minimal vibration, prevent fly rock, and a well fragmented muck pile. Electronic detonators were applied to achieve the necessary control of the blast that balances these three concerns. The results of the seven blasts conducted to date provided the desired results. The peak vibration level at the sewage treatment plant for the seven blasts was 10 mm/s (0.40 in/s). The only fly rock occurred when there was a miscommunication in the blast design resulting in under burdened holes on the front row. To date, the mine has been able to safely expand the pit into an area that will add many years to the mine life. The muck piles have been well fragmented with reports from the shovel that they have all dug well.

Jan 21, 2025

By Scott G. Britton

Mine exploitation is a broad subject whose focus is the technical skills or efforts needed for the extraction of mineral from a known ore body. Mine exploitation can be considered the very core of the mining engineering discipline. It begins at the conclusion of the exploration and development stages of mining and ends when the ore body is exhausted and the mine (or mines)closes and is reclaimed. Section 8 on mine exploitation is comprised of seven chapters: (1) classification of mining methods, (2) mine surveying and mapping, 3) systems engineering, (4) computer methods, (5) labor relations and training, (6) management and administration, and (7) mine closure, sealing, and abandonment. Each chapter focuses its efforts towards providing detailed and useful information for the engineer on basic mine exploitation principles. The information can be applied to a broad range of mining problems without regard to mineral type or mining method.

Jan 1, 2008