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By Daziel M, Corke P

Unit cycles in mining have not changed for many years. Productivity increases over the past three decades have mainly been achieved by using larger and heavier machines. This investment in size has probably reached the point of diminishing returns and increased productivity in the future will have to be generated by other means. One way of achieving this is through automation of selected unit operations, eg dragline overburden removal, truck haulage, ground support installation and secondary breakage. Although, in the past few years, there has been significant progress in this direction, we are still a long way away from even partial automation - especially in hard rock mines. This paper addresses the technical obstacles facing mining automation; suggests ways by which these obstacles may be overcome and identifies the role of industry groups and research providers in this process.

Jan 1, 1997

By SANDVIK WHITE

The mining industry produces approximately 4-7% of global greenhouse gas (GHG) emissions. It is fundamental for mining operations to take immediate sustainable action to actively contribute to an emissions-free future for the next generations. The mining industry has traditionally relied heavily on diesel technology and transitioning to more sustainable solutions requires change management to drive cultural acceptance and new product development. Sandvik was interested to find out the lifetime emissions of a single drill rig and to compare similar application diesel and BEV drill rigs with same use profile to each other. That led the calculation and pondering towards comparing different countries and mine sites as well

Jan 1, 2023

By John Wiebmer

Several industry trends are putting new demands on surface mining equipment. This is true both on the “hard” side of the equipment business - the research and product development programs, and on the “soft” side - the business processes, human resources and competitive strategies. This article describes seven key industry trends and the impact each is having on surface mining equipment suppliers. 1. Globalization Earth-spanning technologies are shrinking the world into an economic village, causing corporations to think and plan on a global scale. This “globalization” is one of the great buzzwords of the 1990s, meaning precisely whatever the user says it means. In this case, let us take it to mean that political boundaries arc less restrictive than in the past, permitting mining companies new freedom to roam the globe for ore bodies. Evolving out of this are global mining houses that have ownership and management interests in labyrinthian webs of mines spanning the world. There are several impacts on surface mining equipment suppliers.

Jan 1, 1994

By D. Bleazard

Barrick Goldstrike Mines, Inc. is actively involved in improving the reliability of mining and processing equipment through the use of failure analysis and condition monitoring activities. Program results include an increase in equipment capacity and an overall reduction in operating costs. The identification of equipment failure modes and the development of associated capital asset management practices can minimize failure consequences. Successful programs have included; alterations to management practices, equipment modifications, and/or the implementation of condition monitoring programs. By controlling or minimizing the effects of incipient equipment failures, corrective actions can be taken earlier in the failure cycle, resulting in an associated reduction to repair costs and equipment down time.

Jan 1, 1997

By C Gunther

Mining examinations are of several kinds and the scope of the investigation depends in each case upon the purpose for which the examination is made. A formal examination of a developed mine is an expensive undertaking; from one to several months are allowed for the work according to the size of the property; many samples are taken; investigation is made of the geological features, including, perhaps, a topographical and geological survey of the surface; the metallurgical treatment of the ore is studied; finally, a determination of costs is demanded. Formal examinations are made for prospective purchasers or as a basis for the consolidation of several properties, and occasionally, in the owner's behalf, to verify the work of resident engineers, or to determine the readiness of a mine for equipment and the kind and capacity of equipment it shall receive. A formal examination of a mine should not be undertaken until a preliminary examination has shown that it is justified. It is regrettable that some engineers are in the habit of prosecuting long and exhaustive examinations of properties whose lack of merit should be, and perhaps is, apparent from the start, or of continuing their investigation long after an unfavorable result is seen to be inevitable. This wasting of a client's money is a species of trickery difficult to prove, and therefore the more contemptible. Preliminary examinations are precisely what the term implies, and are undertaken to determine the advisability of making

Jan 1, 1932

Methods for ore reserve estimation are classified. The amount of information needed to asses ore reserves is analysed. Reference is made to gold sampling. Consideration is given to nugget effects and ore reserve estimation procedures where they are significant. Computer methods are discussed

Jan 1, 1997

By Carol Odell

This paper was prepared as a brief for Prospectors and Developers Association of Canada (PDAC) to guide input at a series of round tables carried out by the Federal Government in response to the 38th Standing Committee on Foreign Affairs and International Trade (SCFAIT) report, on ?Mining in Developing Countries and Corporate Social Responsibility?. This document mandate is to provide background information, analysis and recommendations on the practice of Canadian exploration and mining companies abroad. This research was based on 11 case studies of Canadian companies which have experienced conflicts or controversies overseas. All case studies were assembled through an extensive literature review of publicly available documentation and communications with representatives of the mining companies to assist in deepening the insights into the drivers of the conflicts and the needs of Canadian companies in similar situations. The case studies include both exploration and mining operations. Our analysis begins with the identification of general and case specific drivers of conflict/controversy in each case study. Company names are kept confidential and only anonymous results are presented. We make ample use of simple flow charts and schematic diagrams to explain how contextual drivers and aggravators and company drivers and mitigators play varied and interrelated roles in conflicts. The diagrams also illustrate the cumulative analysis of drivers including the linkages among drivers/aggravators/mitigators across different domains (social, governance, NGO/media and company). Finally, we discuss needs of companies and propose recommendations for addressing social responsibility and human rights concerns.

May 1, 2007

The writer presents a concise summary of eleven recent discoveries made in the Maritime Appalachian area, with suggestions for fur the research. This information may prove helpful to geologists working in other fields and to students contemplating further avenues of research in mining geology and exploration. INTRODUCTION THIS paper is not intended as a research study on the subject, but i. merely a brief review of eleven discoveries that have been made in the Canadian Appalachian area. Furthermore, this is not a critical analysis of the merits of any one geophysical method, but it is an un-prejudiced observation of how these discoveries were actually made and what techniques were apparently most fruitful. Some generalizations are attempted whicl1 may suggest further avenues of research in the field of mining exploration. The writer wishes to thank his colleagues in the field for their comments, which he was able to in-corporate into this paper. In particular, he is grateful to Dr. Paul Bevan and

Jan 1, 1963

A mining companyÆs approach to managing the risk of theft of explosives and initiating devices should be underpinned by an organisation-wide policy developed with internal and external consultation. It should be based on the principles of sound proactive risk management, planning, monitoring and remedial action. This paper aims to provide mining (and construction)organisations with the rationale and many of the tools they need to control explosive security risks. As with all legislative compliance, they are best managed by incorporating the statutory and legal requirements into company policies, management systems and plans, operating procedures and culture. This is the approach that has been adopted in this paper. Trends we should expect: more prescriptive legislation and stricter government regulations; enhanced enforcement and more prosecution; more sophisticated detection systems, eg airports; additional compliance costs; additional vigilance on record keeping; improved risk awareness and risk communication; wider use of explosives policies, management systems and plans; and additional security staff with investigative skills.It should be noted that mining companies will be required to play their part in reducing the likelihood of explosives, intended for mining purposes, being wrongfully used to threaten, hold to ransom or to injure individuals or members of the public or to produce property damage. This will be done by putting in place safeguards to reduce the risk of theft of explosives while they are under their control. On that basis, this is a business risk assessment rather than a hazard risk assessment. A conclusion of this paper is that mining companies can and should play their part in reducing the supply of explosive materials that can then be used for illegal activities. In fact, mining companies have always had this duty, but now the stakes are higher û æcomplacency no longerÆ.

Jan 1, 2004

In 2001, 14,623 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). This was an increase of 210 mining operations compared to 2000. Almost half (49%) were sand and gravel mines, followed by stone (29%), coal (15%), nonmetal mines (5%), and metal mines (2%).

May 1, 2003

1. In 2002, 14,520 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). Almost half (49%) were sand and gravel mines, followed by stone mines (30%), coal mines (14%), nonmetal mines (5%), and metal mines (2%).

Jan 1, 2004

In 2005, 14,666 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA).1 Almost half (48.5%) were sand and gravel mines, followed by stone mines (30.6%), coal mines (14.1%), nonmetal mines (5.0%), and metal mines (1.8%).

Jan 1, 2008

In 2006, 14,885 mining operations reported employment data to the Mine Safety and Health Administration (MSHA).1 Almost half (48.2%) were sand and gravel mines, followed by stone mines (30.7%), coal mines (14.2%), nonmetal mines (5.0%), and metal mines (1.9%).

Jan 1, 2008

In 2007, a total of 14,871 mining operations reported employment data to the Mine Safety and Health Administration (MSHA).1 Almost half (48.4%) were sand and gravel mines, followed by stone mines (31.2%), coal mines (13.7%), nonmetal mines (4.9%), and metal mines (1.9%).

Aug 1, 2009

1. A total of 14,413 mining operations reported employment to the Mine Safety and Health Administration (MSHA). Nearly half (48.9%) were sand and gravel operations, followed by stone (28.5%), coal (14.7%), nonmetal (5.7%), and metal mines (2.1%). 2. Mine operators reported 240,000 full-time equivalent workers1 (down 3.9% from 1999). Independent contractors reported 42,000 full-time equivalent workers working on mine property (up 8.6% from 1999). Coal operators accounted for 26.8% of reported employee hours, followed by stone operators (25.9%) and sand and gravel operators (12.1%). 3. Eighty-four (84) work-related mine fatalities occurred in 2000 compared to 90 the year before. •The mine fatality rate was 29.8 per 100,000 full-time equivalent workers compared to a fatality rate of4.6 per 100,000 employees for all private industry. •Thirty-one percent (31%) of the fatalities occurred in underground work areas, which account for only17% of total employment. •Although the largest number of fatalities (28) occurred among miners who work for coal operators, coal contractor employees had the highest fatality rate (61.1 per 100,000 full-time equivalent workers). 4.There were 10,839 nonfatal lost-time injuries reported to MSHA, occurring at a rate of 3.8 injuries per 100full-time equivalent workers, and resulting in a total of 417,918 lost workdays.2 •Among all employees,3 the highest injury rate occurred among coal operator employees (5.6 nonfatal injuries per 100 full-time equivalent workers). •The highest percentage (34.7%) of nonfatal lost-time injuries were due to handling materials (e.g., over-exertion in lifting, pulling, or pushing objects), which also accounted for the greatest percentage of lost workdays (29.3%). •Among the most frequently occurring injuries, the most severe (as measured by the median number of days lost) were associated with accidents involving falls of ground, the use of powered haulage, and slips or falls. •The most frequently reported part of the body injured was the back (22.9% of all injuries). Back injuries accounted for the highest percentage of lost workdays (21.6%). 5.Seven hundred sixty-seven (767) cases of occupational illness were reported to MSHA. •The most frequently reported illness was repetitive trauma, resulting in joint, tendon, or muscle inflammation or irritation (37.3%). •There were 155 (20.2%) illnesses reported as hearing loss. The majority (68.4%) of hearing loss cases occurred among surface workers. •Coal workers' pneumoconiosis accounted for 14.5% of reported illnesses.

May 15, 2002

1. In 2003, 14,391 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). Almost half (49%) were sand and gravel mines, followed by stone mines (30%), coal mines (14%), nonmetal mines (5%), and metal mines (2%).

Feb 1, 2005

By NIOSH Publications

In 2004, 14,478 mining operations reported employment statistics to the Mine Safety and Health Administration (MSHA). Almost half (48.9%) were sand and gravel mines, followed by stone mines (30.4%), coal mines (13.9%), nonmetal mines (5.1%), and metal mines (1.7%).

Sep 1, 2007

By Z. Scopa, E. Tarshizi, R. Setterlind, L. Frost, R. Livernois

"THE MINES OF THE FUTURE The mines of the future present a host of challenges, which may appear exciting or daunting depending on one’s perspective. Whether some sectors of the public recognize it or not, the demand for raw resources is not going away any time soon. In fact, it is rising as global population grows, urbanizes and attempts to steadily increase quality of life. Yes, at the same time that much of the highly developed world is calling for greener goods, reduced consumption, and cleaner production, in other areas there are cries for clean water and sanitation, consistent energy supply, access to health care and education, personal security, and support for basic human rights. The balancing act for sustainable development of our global society is indeed precarious, and the mining community is necessarily a key player. Fortunately, many industry members have accepted this role and the responsibility to provide leadership and a solid foundation for progress. Looking ahead, we need new generations of leaders, many of whom will be mine engineers, which are ready to tackle all sorts of complex problems. There are tremendous needs just for technological innovations. Increasingly tough deposits will require that we continue to expand scale toward “super” pits and “deep” underground mining fully develop unconventional recovery techniques like in-situ leaching and gasification or deep-sea extraction, and seriously consider off-earth endeavors. Such work will take entirely autonomous equipment; novel separations, processing and recycling methods; and systems that can withstand extreme physical conditions – just to name a few. It will also take a level of systems integration never-before seen in our field, complete with big data issues, sophisticated analytics and modeling efforts, and cyber-security challenges. Moreover, increasingly complex environmental problems will require creative solutions. Addressing issues like pollution control across multiple media, emerging contaminants, optimal management of wastes, selective mining, and shared use of resources between mine operations and surrounding communities and ecosystems are among top priorities. Really, a complete paradigm shift must occur, such that our focus is on overall improvement of environmental conditions, rather than minimization of impacts. A similar shift will be required in the social realm. How can we make miners safer and healthier on-site and off? How can we contribute to communities such that they are better off, now and long-term, for having a mine next door? How can we help transform artisanal mining practices to also contribute to sustainable development? How can our work be a factor in increasing economic and political stability? How can we improve the public understanding of raw resources and the need for mining enterprises?"

Jan 1, 2017

By Ebrahim Tarshizi, Livernois Ryan, Emily Sarver, Zoe Scopa, Robert Setterlind, Leah Frost

"The mines of the future present a host of challenges, which may appear exciting or daunting, depending on one’s perspective. Whether some sectors of the public recognize it or not, the demand for raw resources is not going away any time soon. In fact, it is rising, as the global population grows, urbanizes and attempts to steadily increase quality of life. Yet, at the same time that much of the highly developed world is calling for greener goods, reduced consumption and cleaner production, in other areas there are cries for clean water and sanitation, consistent energy supply, access to health care and education, personal security and support for basic human rights. The balancing act for sustainable development of our global society is, indeed, precarious and the mining community is a key player. Fortunately, many industry members have accepted this role and the responsibility to provide leadership and a solid foundation for progress. Looking ahead, we need new generations of leaders, including many mine engineers who are ready to tackle all sorts of complex problems.There are tremendous needs just for technological innovations. Increasingly tough deposits will require that the industry continues to expand scale toward “mega pits” and “super caves;” fully develop unconventional recovery techniques like in situ leaching and gasification or deep-sea extraction and seriously consider off-earth endeavors. Such work will take entirely autonomous equipment, novel separations, processing and recycling methods, and systems that can withstand extreme physical conditions, just to name a few. It will also take a level of systems integration never-before seen in the mining industry, complete with big data issues, sophisticated predecitve analytics and modeling efforts and cyber-security challenges.Moreover, increasingly complex environmental problems will require creative solutions. Addressing issues like pollution control across multiple media, emerging contaminants, optimal management of wastes, selective mining and shared use of resources between mine operations and surrounding communities and ecosystems are among the top priorities. Really, a complete paradigm shift must occur, such that the focus is on overall improvement of environmental conditions, rather than minimization of impacts. A similar shift will be required in the social realm. How can miners be safer and healthier on-site and off? How can the industry contribute to communities such that they are better off, now and longterm, for having a mine next door? How can artisanal mining practices be transformed to also contribute to sustainable development? How can the industry’s work be a factor in increasing economic and political stability? How can the public understanding of raw resources and the need for mining enterprises be improved?Given the coming challenges, there is no doubt that the mine engineers of the future will need highly diverse skillsets — meshing traditional and contemporary competencies to a degree not previously considered in mining, or most others fields. To be sure, the scope and scale of mining projects make them wholly different than most other engineering work, aside from perhaps the largest civil and urban development projects. While on-the-job experience will continue to be essential, formal education programs (i.e., at post-secondary institutions) must lay critical groundwork."

Jan 6, 2017

By M. K. McCarter

The history of mining education, like the history of the mining industry, is typified by “boom and bust” cycles. In academia, the perpetual problem can be stated as “too many graduates for the jobs or too many jobs for the graduates.” The deep “bust cycle” that spanned the 1990s through 2003 spawned renewed efforts to eliminate, consolidate, restructure, rename, reinvent or otherwise change mining education to make it (for some) more fiscally or socially acceptable. During this period, a number of mining programs were eliminated, and by the late 1990s senior people in academia and their counter-parts in industry became increasing concerned about the very real possibility that strategic disciplines may disappear altogether. As a result, the Mining and Metallurgy Society of America (MMSA) created an educational committee to explore how industry could help preserve key programs necessary to provide future professionals. Several meetings were held to assess the problems and look for solutions. In 2004, this effort culminated in the first of the “Engineering Education” sessions to be held at the SME Annual Meetings. In response to the information presented in this first meeting, Marc LeVier (then president of MMSA) invited a number of the participants to reconvene the following day. An action plan was formulated and a task force was organized. To more fully represent all industry sectors, SME later that year assumed the sponsorship role for the task force.

Jan 1, 2007