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By R. Balia

The upper part of the "Contatto Ovest" orebody, at the San Giovanni Pb-Zn sulphur mine (Sardinia, Italy), is mined by a sublevel caving method. With increasing mining depth, a progressive caving of the hanging wall and discontinuous subsidence occurs. The orebody, which is located very close to the contact between the Cambrian limestones and the Silurian shales, strikes NE-SW for more than 100 m and dips 75-80' NW. The limestone footwall is massive and strong while the hanging-wall consists of very weak shales. The mine considered is located near a town so that the observed subsidence effects must be taken into account for both stability of the nearby railway and houses and morphological and environmental impact. A limiting equilibrium analysis to predict the progress of hanging wall failure with increasing mining depth was used. A suitable computer program was developed for solving the model by a iterative procedure. The progressive hanging wall caving and its consequent superficial effects were predicted perfectly by means of the computer program used and later confirmed by a geophysical test (seismic tomography). Our study ends with a further analysis, carried out using the same procedure, which allows to have a different geometrical situation with the presence of a pillar to protect the mill area.

Jan 1, 1990

By R. L. Sandefur

Any geostatistical study involves (implicit) hypotheses about 1. The distribution function 2. The drift of the data 3. The (underlying) variogram Once these are known, most other results follow from geostatistical theory. However, to date, there have been few theoretical studies on testing these implicit hypotheses. Most of the published studies in this area have dealt with the fluctuation of the variogram or the sampling distribution of the variogram (Journel and Huijbregts, 1978; Davis and Borgman, 1979). Questions regarding these hypotheses regarding a given deposit arise often. Coal geologists often infer channels and washouts on the basis of thicknesses data. Zoning is recognized in a variety of metal deposits. A test as to whether these inferences are valid on just chance occurrences would have widespread application. .It is standard geostatistical practice to "eyeball" fit variograms. In the early exploration phase when just a few pairs are available, the variogram often displays wide fluctuations and there may be considerable doubt about which variogram model to use.

Jan 1, 1982

By S. Kariyawasam, R. McNealy

Pipelines are subject to multiple threats often requiring quantification of pipeline risk and engineering evaluation of in-line inspection and other data to effect discovery of conditions defined by the regulation. Public concern and pressure from regulatory bodies are accelerating the need for pipeline operators to formalize and intensify their approach to integrity management. Most operators need a phased approach to progressively adopt the most relevant and needed assessments. The organized and relevant assessment steps need to be introduced according to data available and maturity of the integrity management program. Each refinement to the quantification offers distinct advantages to the user. In this paper, the progressive integrity assessment solutions using quantitative methods are presented. Methodologies for engineering evaluation of integrity in-line inspection data for immediate and future integrity are summarized. Corrosion is used as an example, but the approach is applicable to any time-dependent defect based hazard. Strategies for pipeline integrity management are discussed.

Jan 1, 2005

By David White

ATTENTION has been given to the sources and supply of the raw vegetal matter and. the conditions of its submission to the process of sedimentation. An original and most valuable review has been made of the more important or significant chemical compounds originally contained in the organic debris, and of the biochemical changes-undergone by the latter during deposition. Consideration also has been given to the factors controlling the selective biochemical decomposition, in whole or in part, of :this debris, and the deposition, as, sediments, of the undecomposed plant structures and compounds, together with more or less of the so-called "ulmic," or "humic," organic decomposition products in colloidal solution.1 BIOCHEMICAL CHANGES END IN PEAT FORMATION The biochemical process terminates in the peat stage of coal formation, and with the cessation of this process organic sedimentation is completed. All subsequent changes result from geological causes and conditions. The deposits are in the form of peats of different types, organic muds, oozes, etc. They are essentially uncompressed and are wholly unconsolidated, and their water content is great, amounting to over 85 per cent. near the surface of the deposit. Many of the chemical compounds remain as in the once living organisms; others are biochemically broken down and new ones formed.

Jan 2, 1925

By A. S. H. Kabir, I-H. Jung, J. Su, Yue. S., M. Sanjari

One of the major problems associated with conventional wrought magnesium alloys is the unwanted basal texture that forms during plastic deformation which generally does not change markedly after post-deformation annealing. Formation of precipitates on the recrystallized grain boundaries during annealing may affect the usual rotation of grains towards preferred basal direction resulting in texture weakening. In this study, Mg-Al-Sn alloy was hot compressed at 250°C and annealed at 350°C for various times. The initial as-deformed microstructure was partially dynamic recrystallized with dynamic precipitates on the grain boundaries. After annealing at 350°C, static recrystallization of the bimodal microstructure took place where at this temperature no static precipitates formed. The goal of this work was to study the effect of dynamic precipitation on the texture evolution during the annealing process. Texture evolution was studied during annealing by electron backscattered diffraction (EBSD) technique through a microstructure tracking process. It was found that precipitates on the recrystallized grain boundaries have significant effect on the usual rotation of the grains towards the basal direction, meaning significant texture weakening, which is beneficial for final mechanical properties.

Jan 1, 2015

By W. M. Peirce

FOR many years it was considered quite the proper introduction to any discussion of zinc metallurgy to remark that the methods of extracting zinc from its ores were archaic. Often there was an added implication that the industry in every phase savored of the days of alchemy. On rare occasions comments of this sort may still he heard. Fortunately, not only for the zinc industry but for the world at large, there is today no longer a basis for considering zinc metallurgy unprogressive. Progress in any industry is possible along three distinct lines. The methods of production may be improved, thereby reducing costs. In the case of basic materials, this may also have the important effect of increasing potential supply. Second, quality may be improved. Finally, the product may be made more valuable to consumers through increased knowledge of its utilization, thus holding old markets or opening new.

Jan 1, 1931

By M L. van Kampen

The Resource Management Act 1991 provides for activities to be classified as permitted, controlled, restricted discretionary, discretionary, non-complying or prohibited in district and regional plans. This paper looks at the use of the prohibited activity status to restrict, in particular, mining. Often the use of prohibited activity status for mining appears to have no basis other than the negative perceptions that the local community and/or the planner drafting the plan has toward mining and quarrying.   The paper will address the current appeal regarding the use of prohibited activity status now before the Court of Appeal, and the history to the litigation. The relevance of the outcome of the appeal to the minerals sector will also be explained.

Jan 1, 2007

By Scott RM

The project management and construction plans adopted by Davy McKee for the Cooper Basin Liquids Project resulted in a project notable for the Relatively short duration from initiation of the design through to liquids production. Two locations were involved, one at Moomba in the far northeast of South Australia some 800 km from Adelaide, and the other at Port Bonython some 40 km from Whyalla. Total expenditure by the owners at the two sites was in excess of $600 million. Matters covered include organisation, transport, construction, industrial relations, project services and commissioning.

Jan 1, 1986

By M Orunesu Preiata

The Odysseus Project is part of the high-grade Cosmos Nickel Complex that lies 30 km north of Leinster. The Odysseus definitive feasibility study (DFS) was approved by the Western Areas’ board in October 2018. Early works commenced in January 2019 with rehabilitation of the existing underground infrastructure. In June 2022 Western Areas was acquired by IGO Ltd. The project is now well advanced to meet its target of first concentrate. The project included the construction of a haulage shaft. The design of the hoisting equipment and the shaft barrel evolved from the initial DFS design stage to the final execution, as the data were made available from the initial investigation to the data gathered during execution (although this did not change from its initial concept). The design philosophy for the haulage shaft incorporated, from the beginning a multidisciplinary approach with inputs from three main areas involved in such projects, namely excavation techniques, geotechnical assessments, and infrastructure construction. This interaction is a fundamental component for the success of such a critical project. In fact, each of these three areas influences each other in a cyclical manner, triggering a continuous review of the project inputs and outputs, while maintaining the original project goals: the design of an infrastructure able to deliver the desired throughput. The throughput dictates the infrastructure that needs to be built, which in turn controls the size of the shaft. The key assumption applied to this is that the rock mass can accommodate the excavation void, and the excavation technique with its tolerances and limits that ultimately need to be verified back with the initial assumptions used for the infrastructure design. The aim of the paper is to present a case study of the experience gained with the Odysseus hoisting shaft and to propose a possible logic path for similar projects elsewhere.

Mar 29, 2023

By Donald A. Ranta

Every mineral project or mine is based on a geologic entity-an ore (mineral) deposit. A well-defined mineral deposit and its associated geologic characteristics are the only aspects of a project that cannot be altered. Mine plans can be modified to exploit the deposit using alternative approaches and yielding similar results. A variety of processing methods also are often available producing generally comparable results. Major modifications can be made to other aspects of the project without substantially changing project economics. However, all engineering and metallurgical aspects of a mine must be accommodated to the spe¬cific location and geologic characteristics of the deposit. Geologic data and interpretations form the foundation for both mine evaluation and mine production by providing esti¬mates of reserves and essential information for mine planning and process design or control. Proper geologic work requires a keen awareness of and an ability to anticipate the technical requirements of geotechnical engineers, hydrologists, mining engineers, metallurgists, and other specialists. Geologists are inte-

Jan 1, 2008

At present, discounted cash flow analysis is generally accepted as the preferred method of valuation of mine projects in surface coal mining. One of the major reasons for that is its ability to take into account the time effect of money over the life-of-mine. As a looking-forward method, it requires forecasts be made with regard to economic, technological, technical, geological, and environmental conditions that will prevail in the future. All forecasts are inherently uncertain as they are a function of the uncertainty of all variables of the discounted cash flows analysis. This indicates that the only alternative for modeling the uncertainty in the project evaluation is the development of adequate risk models to serve the decision-making process. The paper offers a model of project cash flows at risk in strip coal mining, which is an integrated corporate risk management solution. The model is based on a stochastic approach that provides the answer to the question about how large is the deviation between stochastic cash flows and the planned value (or that used in the budget) at each time step of the discounted cash flows analysis, that is due to the uncertainty in the model variables. A solution is worked out for the allowable range of the stochastic cash flows variation that determines the probability of achieving the planned value of a mine project. The Monte Carlo simulation technique is used to model the stochastic behavior of the project variables. A case study of an opencast coal mine project is provided to illustrate the applicability of the risk model. The results obtained provide a new understanding of the mine project risk as a component of the project discount rate.

Jan 1, 2006

By Erica McGlynn, Brian Negrea, Lance Jackson

There was no need for the people of Cleveland to ask “Where does the raw sewage go? We want to know!” because it was clear. The raw sewage was being discharged into Lake Erie during heavy rainfall events due to the outdated design of the combined sewer system. In efforts to resolve this ongoing issue for the City of Cleveland, the Northeast Ohio Regional Sewer District developed Project Clean Lake in collaboration with the US EPA. Project Clean Lake is a 25-year, $3 billion program consisting of seven large-diameter CSO storage tunnels to be constructed beneath the city’s existing infrastructure. The first four tunnels have been completed using traditional hard rock TBM excavation methods. The fifth tunnel, the Shoreline Storage Tunnel Project, presents unique challenges and complexities as it will be the first large-diameter EPB TBM to dig under the City of Cleveland. The project itself consists of one tunnel drive 14,100' (2.7 miles) in length, two pipe jacking tunnels, three large slurry wall shafts, two diversion structures, and three regulator reconstructions. Upon completion of the project, 12 permitted CSO locations along Lake Erie will be taken offline, reducing overflow volumes by approximately 350 million gallons per year. This paper will discuss the current status of construction and the chosen means and methods, including the myriad of nuanced differences between hard rock and EPB TBM tunneling methods. Particular attention will be given to the site preparation, setup, and organization; TBM assembly; and TBM launching practices.

Jun 13, 2023

By E. R. Davis, R. J. Knott

The paper discusses some of the tools of management in the field of project control, especially in engineering. Project control includes planning and cost engineering, and involves various phases: the conceptual Design and Planning Phase, the Definitive Design and Capital Budgeting Phase, and the Implementation Phase. Each of these phases is discussed in in, together with the use that can be made of data banks, progress reports, and computer systems.

Jan 1, 1982

Control of construction projects is the responsibility of the Project Leaders who have the authority to make decisions. Project Controls cost and scheduling systems provide the Leaders with timely information on which to base their decisions.The Client (Owner) will invest up to three per cent of the project cost on Project Controls. To ensure that this investment is effective, the Owner or Manager must have a clear understanding of the information required from the Project controls systems. If appointing a single Managing Contractor, the Owner or Manager must stipulate what is and what is not required from the Project Controls Systems. There are numerous computer programs available for scheduling and cost control and it is important to select systems which best serve the Owner's needs.

Jan 1, 1993

By E Skinner, G Lane

Project delivery strategies are determined by project context, business case requirements, scale of project, market conditions, ownerÆs capability and preference, contractorÆs experience, resource and skill availability, project location and type of project or facility.Successful project management requires the setting of coherent, effective and realistic business objectives and success criteria. The management team needs to lead, prioritise, resource, align, plan, track and communicate the processes that enable the realisation of these business objectives and success criteria.For any given project there is a unique balance between selection of a simple project delivery strategy that minimises interfaces and a complex strategy that necessarily engages the use of expertise and experience from numerous parties. The right balance for a project between these "book-end cases" is a function of how the project owner or managing contractor defines its objectives and chooses to manage risk, cost, schedule and project quality, in the context of the conditions affecting the project.Selection of an effective project delivery strategy requires a detailed appreciation of the range of external and internal environmental / shaping factors which influence the project. These factors include the project constraints imposed by the business, market or operational environments and the selection of an effective mix of primary (head contract), secondary (mix of vertical and horizontal packages) and tertiary (type of individual contract) strategies. The selection of the primary, secondary and tertiary strategies also shapes the project, the size and responsibilities of the ownerÆs team and the framework for delivery of outcomes.How does an owner or prime contractor decide? What is the optimum for a given project? Those with operations management backgrounds will have different views to those with project and construction management backgrounds.Is the simplest practical approach the best approach? Each and every interface needs to be managed.The owner will want a very experienced team that is engaged directly with the owner. The team will have a track record of successfully performing projects using contractors skilled in their respective disciplines and selected using competitive tendering on brilliantly designed scopes of work and good contract terms, with a fully defined project scope and appropriate schedule, for which all significant risks have been addressed and no scope changes are outstanding. Budget and schedule will be expected to have been developed with a full understanding of the scope, situation, risk management requirements etc.The problem is that these conditions rarely exist. The challenge in selection of a project delivery strategy is to resolve how best to address the inadequacies between the ideal case and the present reality. The mechanism for addressing the inadequacies defines the likely outcome of the project.CITATION:Lane, G and Skinner, E, 2013. Project delivery, in Proceedings MetPlant 2013 , pp 50-65 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

By B. McCosker

The choice of the appropriate delivery process for a project is often not adequately thought about. The industry needs to be prepared to break its preconceived mind-sets on delivery procedures. Industry should also be prepared, on a project by project basis, to commit to a critical review as to how the assessment and then selection of the best procurement method can best optimize the project outcome for both client and contractor. Conventional standards and biased reliances and experienced based preferences should be challenged. To achieve this requires a paradigm shift in attitude to both the process of tendering and the evaluation of tenders. Tender and contracting practices are dynamic and have moved away from solely cost based assessments. Tendering contracts arise imposing changed duties upon owners. Traditional contract delivery models have shifted, reflected in part by the trend towards relationship contracting. The categories of contract options are not closed. Many are but hybrids of other time-tested models. This paper considers options available for any brownfield or greenfield project. The principles outlined are translatable to supply, upgrade, operation and maintenance arrangements.

Jan 1, 2002

By D. Caiden, C. S. Covil, P. J. Chamley

The paper describes the background to alternative delivery models, drawing on international experience, and introduces Project Alliancing/Contract Partnering, common risks and risk sharing on tunnel projects. A plea for early contractor involvement in design is made before describing some whole life design implications for tunnels. The paper concludes with four short case studies; Channel Tunnel Rail Link in the UK, Hull Waste Water Tunnel in the UK; Island West Sewage Transfer Station in Hong Kong, and the New Southern Railway in Australia.

Jan 1, 2005

By Michael Feroz

Severe drought in the Colorado River Basin over the past 10 years has caused water levels to drop in Lake Mead by more than 113 feet. The current lake level is at elevation 1,112 feet mean sea level (msl). Lake Mead is the primary source of water supply for greater Las Vegas. Water for Las Vegas from Lake Mead is accessed through two existing submerged intake shaft and tunnel systems. If the water levels continue to drop in the lake, the Intake No. 1 will become inoperable below water level elevation of 1,050 feet msl. To sustain the current levels of water delivery to all member agen-cies in the southern Nevada region, the Southern Nevada Water Authority (SNWA) has decided to construct a third intake at a deeper depth in the lake to ensure better quality water and enhanced reliability.

"Chairman: Professor J. C. Griffiths Rapporteur: Mr J. P. G. PRETORIUSPapers:Mine-mill production scheduling by dynamic programming by R. J. Roman Optimization of a large mining venture by J. C. Paynter, B. K. Loveday and C. G. Robinson Economic surface mining of multiple seams by T. V. Falkie and W. E. PorterIn introducing his paper, Mr Roman said that whereas in manufacturing plants the yearly production levels were usually chosen to produce the largest annual cash flow, in a mining operation, the raw materials (ore) were exhaustible so that the production had to be scheduled to maximize the total net present worth of the operation. This optimum production schedule could be determined by using dynamic programming. The required information was readily available to management at most mines. The 'possible operating range' of production rates lay between the rate with the highest profit per ton. and that with the highest profit per year. The optimum production rate started typically at the top of this range and decreased slowly as the deposit was depleted.Dynamic programming was used to determine several production schedules for a hypothetical mine-mill complex. The effects of changes in the ore grade estimates, size of deposit and acceptable rate of interest on the production schedule were taken into account. Apart from the fact that the net present worth of the overall profits was larger than that obtained by conventional methods, it appeared from the cases studied that the amount of metal recovered was also greater.Dr it P. King commented that this was a very interesting application of dynamic programming. He pointed out, however, that the market price of the metal was likely to vary significantly and randomly during the life of the mine, and he suggested that the problem should, therefore, be reformulated as a stochastic dynamic programming problem.If the price of the metal rose to abnormally high levels, a much higher than normal production rate could be expected. The results of analyses given in Table 5 showed that the production rate was a function of market price. In his view the stochastic problem could be solved just as easily as the deterministic problem.In reply to a question by Dr King as to whether the function relating recovery to production rate (Table I) was based on real data, the author replied that it was based on the results of an analysis conducted at the Union Carbide Corporation's Pine Creek tungsten mine in California.Dr D. M. Hawkins stated that costs were incurred when the production rate was altered, for example, in appointing or laying off staff, and that in practice it may be necessary to take these costs into account in finding the optimum production rate. Mr Roman replied that, while normal administrative costs were accounted for, the additional costs incurred in appointing and laying off staff were not taken into account."

Jan 1, 2014

"Chairman: Mr. K. F. LaneRapporteur: Mr C. T. ShawPapers:Design of crushing plant flow sheets by simulation by T. GurunThe impact of transportation networks upon the potential supply of base and precious metals from Sonora, Mexico by P. de V. Harris and D. E. EurestyProfitability sensitivity analysis of a mining venture by C. A. Beasley and E. P. PfleiderTechnological innovation and its potential effect on the opening of new gold mines in South Africa by N. C. JoughinMr Turgay Gurun, in presenting his paper, indicated that this simulator was no purely theoretical exercise, but that the model had been used in the design of crushing plants of capacities ranging from 3 000 tons per day to 66 000 tons per day, and that recently the design of a plant of capacity of 99 000 tons per day had been studied.The crushing plant simulator was an independent portion of a much more comprehensive simulator for the design of a. complete recovery plant. It would be possible to use each section of this simulator on its own, and simulators would be designed to cover flotation concentrates, cash flow analyses of the entire project, and so on.Each simulator would be backed by a comprehensive data bank. For example, the crushing plant simulator was backed by such a data bank which included the performance and cost data from five manufacturers for an average of 30 items of process and materials handling equipment each. This meant that data preparation involved generally less work than would be required for a manual calculation. On average, data preparation for one run took 30 minutes and three minutes of computer time on an IBM 360/40 completed the run. The model could be valuable as a design tool in that it allowed the designers an opportunity to make a thorough examination of many alternative designs. It was also of value to plant operators as it could be used to predict the consequences of operating decisions.This paper generated much interest and there were numerous questions and contributions, so many, in fact, that the discussion had to be cut short.It was pointed out by Mr K. F. Lane that crushing plants represented a very large capital investment. A plant designed for 40 000 tons per day at 98 per cent efficiency might well in practice be run at 50 000 tons per day at, say, 83 per cent efficiency. He asked how, therefore, their design could be investigated without building economic criteria into the model? The author conceded that this was a tender point. He would have liked to have given facilities for more variability of the metallurgical information. He pointed out, however, that while there was no overdesign for conservatism built into his system, some overdesign was inevitable as the performance characteristics given by the manufacturers were generally conservative. Also, in his system, if lower recovery was allowed for, the system would nut through more tonnage."

Jan 1, 2014