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By L. A. Delano

DURING 1916, the St. Joseph Lead Co. milled 2,505,670 tons of ore. This is a daily operating average of 7855 tons. The economic concentration of such a large tonnage necessarily requires a plant equipped with modern machinery and operated efficiently. The milling process used in producing this output has been a gradual development through the long period of years that the company has been in existence. HISTORICAL SUMMARY OF MILLING PRACTICE Ore was first mined at Bonne Terre, Mo., in 1864. The early milling practice was crude. It consisted of breaking the ore into small pieces by hand, pulverizing in a Blake crusher and a pair of Cornish rolls to approximately minus 6 mm., and jigging in the old-fashioned hand jigs. Only the coarse heavy galena was saved, the gangue being shoveled off and discarded. The output for the first year under this method was only 240 tons of pig lead. The first mill of the company was a combination of extensions and additions built from time to time as the mines developed. It was a museum of early mulling machinery, such as jigs, percussion tables, huddles, dolly tubs, log washers, etc., following no definite flow sheet. The chats, or tailings, were hauled to waste dumps by mule and ox teams, as much as 500 tons per day being moved in this manner, until a railroad was built in 1880. This mill was burned in 1883, at which time the annual output had reached approximately 7300 tons of pig lead. A new mill of 500 tons capacity was designed and built by C. B. Parsons. This mill has been admirably described by H. S. Monroe.1 The ore was crushed in Blake crushers, Cornish rolls, through 6-mm. screens, and treated by jigs of the Parsons type, percussion tables and log washers, or trunking machines, for cleaning the galena. The middlings were recrushed in rolls and treated on Harz jigs. The mill was operated without change, except later installing Gates crushers and en-

Jan 9, 1917

By Vas P. Srinivasa

A comminution circuit is an important integral part of a mineral processing plant. Nearly 40% of the capital cost and 30 to 40% of the operating cost are taken up by the crushing and grinding circuit. Therefore, considerable care should be given to the design and selection of this circuit. Several factors affect the selection of a comminution circuit--energy consumption, avail- ability of the equipment, the remoteness of location, and availability of trained personnel, to mention a few. Each of these factors influences the choice. Selecting a comminution circuit strictly on lower capital cost may not be optimal. Crushing and grinding circuits are usually site specific and should be selected - only after careful analysis of all the factors involved. The objective of this paper is to show the effect of these factors, which are extranious to capital cost. Usually, the capital cost of a semiautogenous grinding circuit is lower than that of an equivalent conventional circuit. However, due to lower equipment availability and high power costs in certain locations, the economic advantage of lower capital cost is lost. Analysis indicates that a break even point occurs at a power cost of 5¢/kWh. This paper describes the procedure utilized for selecting the most economic comminution circuit and states the conditions applicable for each cominution circuit.

Jan 1, 1983

By K Nilsson, G Cheong

Troy Resources NL acquired a 70 per cent interest in the Mina Sertpo gold project in Goißs State, Brazil, in 2001 following a successful bid for the highly competitive international tender of a tenement package put out by Western Mining Corporation (WMC). The Sertpo deposit is located on cleared grazing land 380 km west of Brasilia and is 30 per cent owned by Amazonia Mineracao Ltda, a private Brazilian company. It is a small high grade open-pittable orebody with a measured and indicated resource of 108 000 tonnes at a grade of 49.7 g/t for 172 500 ounces using a 2.0 g/t cut-off. Troy undertook the project management and development of the project while Amazonia managed the exploration activities and provided other services as required. The project development involved drilling metallurgical test holes, scouring the world to locate an available and suitable second-hand plant, and arranging shipping to andreconstruction in Brazil.

Jan 1, 2004

By K. Short

Today?s modern mining operations have literally dozens of applications and systems generating data whose information very often, are not crossed or centralized for operational decisions. In remote locations, the information and situation awareness is typically limited to the location itself. In addition, access to that information is limited to a small, select group of personnel that have received training on how to interpret the results. When the situation affects another area of the mine then information is relayed to the applicable areas involved. Few workers have time to analyze the situation thoroughly, to see how it affects the mines symbiotic relationship within all areas of production. If the capability to correlate and measure events and situations that affect your overall key performance indicators are not in place, the opportunity to identify process improvement becomes more difficult.

Feb 27, 2013

By B. C. Scott, A. Baker

The Pitch mine of Pinnacle Exploration, Inc. is in the Marshall Pass district, thirty miles east of Gunnison, Colorado. This is a new mining district, having come into existence as recently as 1955, when uranium mineralization was discovered rather late in the days of the uranium boom. There have been three other mines in the district, all of them now inactive. Two of these produced a few hundred tons of very high-grade uranium ore, and the third, Pinnacle's Little Indian 36 mine, produced a few thou- sand tons of lower grade ore. Pinnacle was one of the first companies in the district, and was able to acquire a large acreage. The first two years of exploration were essentially wasted in looking for Plateau-type deposits in a mineralized sandstone bed, but this "wasted" work produced two specific items that paid off. One was an ore-grade outcrop that ultimately became the Little Indian 36 mine, and the other was a boulder of very high-grade uranium ore that eventually led to the discovery of the Pitch mine; however, the actual source of the boulder still has not been found.

Jan 5, 1961

The role of the mine geologist in a business perspective is self-evident to some, but to others it may be a new concept. All mine geologists need to know exactly how they add value to the business if they are to be successful. Alternatively, if they do not add value, then they will become redundant. This paper seeks to understand some of the contributing problems that hinder the mine geologist from operating in a business perspective. In doing so, a new context (for some) is proposed to aid the mine geologist and the operation gain greater value from geology. The proposal suggests how to ensure that the activities of our geologists are intrinsically linked to the business process that we are involved in. The mine geologist can and must play a pivotal role in the success of an operation. To do this, they must understand some principles of business such as:process, customer/supplier relationships, and organisational structure. Our geologists must know the business objectives, understand the product that the customer needs and use their geological skills to deliver the product safely, on time and to specification. As geologists, we can be instrumental in ensuring that the operational environment is structured in such a way that maximum value is realised, not only from the mine geologists but the entire site team. In doing so, mine geologists will realise their full potential in delivering the outcomes the business demand, and therefore be recognised as strong contributors to business success.

Jan 1, 2000

"The Mine Haul Road Optimization Alliance is an Australian industry-academia collaboration which has been developed to support mine haul road operators by fully integrating mine road design research solutions with industry end-user service providers to design, assess, implement and monitor the various equipment, materials and road management strategies required to optimize the safety, environmental and economic performance of a haul road. Initially, a broad overview of the university-industry collaborative landscape is presented, following which the current situation in the Australian mining sector is reviewed both nationally, and on a country-wide basis, internationally. This insight places realization of a collaboration between Curtin University Western Australian School of Mines Mining Engineering and Metallurgical Engineering (WASM ME2) and the Haul Road Optimization Alliance (HROA) industry members into context of opportunity. Following an overview of the HROA collaborative structure, aims and objectives, it is shown how academia and industry can collaborate to deliver a more robust solution to mine haul road design, performance or management needs, especially where integrated solutions are needed. Critically in this approach, implementation and monitoring data provided by industry and service-providers alike forms the foundation on which to develop research knowledge and innovation that is more responsive to the end-user requirements, typically represented by ‘early goals’ and implementable solutions. The paper concludes with examples of how the alliance collaborations work in practice to deliver improved mine haul road designs and optimized operational performance, together with the mechanisms used to ensure industry needs are met through focused, end-user driven research and integrated solutions implementation."

Jan 1, 2016

By D. G. Sinclair

In any discussion on the subject of mine-safety, it is well to honestly face the fact at the outset that mining is a hazardous occupation and that certain inherent dangers attach to the work, which, in spite of the greatest vigilance on the part of everyone concerned, will from time to time exact their toll of in jury or death from the underground worker. Great progress has been made of late years in narrowing down the range of these necessary risks, and, illustrative of what can be done along these lines by concerted effort, it is pleasing to read from time to time of large operating mines running for weeks, months, a year or more, without a single lost-time accident. To achieve any results in the work of accident prevention it is necessary, first, to have a definite goal, such as a no-accident period, be it a week, a month, or a year, to aim at; and, second, to set up definite standards to work by. The legal code of regulations should form the basis of all standards of work at every mine and should, for this reason, cover as far as possible all conceivable phases of operation. This represents the ideal, but in practice it is unattainable, largely because of the many variables that must be considered, due to the divergence in the scale of operations and to differing geological conditions at the different mines. Hence it becomes necessary for the operator who wishes to attain the maximum in the establishment of high standards of safe operation to so amplify the code as to meet the peculiar requirements of his operation.

Jan 1, 1930

The labour question is one that has caused mine managers much thought and anxiety and is likely to continue to do so as long as human beings exist. The difficulty is to devise some arrangement whereby the interests of miner and mine ownerare identical. Mines cannot be worked without capital, and capital is no good without labour, yet, though both have the mine in common, their interests are not exactly the same. Some men are happy so long as they can scrape through by exerting themselves as little as possible, but capitalists do not work mines for charity, they want some return for their money.Where a large number of men are employed there are bound to be examples of all sorts, good and bad, and it is because one cannot depend on all, that different methods of employment have to be adopted. Which method is selected depends to a great extent on the labour market, local conditions, nature of the ore and the way in which it occurs.A big step towards success is obtained by securing the services of good bosses, not only those who know how work should be done, but men who have a knowledge of human nature. It is a big mistake to be too lenient with a man, also to be unnecessarily harsh. A good boss will always be sought out by good men who have worked under him before, or who have heard of him from others. By a good boss we do not mean one who employs two men where one would do, or who lets the men loaf...

Jan 1, 1901

By R. Larry Grayson

In an interdisciplinary research effort at West Virginia University, the Mine Management Support System (MMSS) is being developed as a window-based shell that may be used for the integration of a myriad of applications software. A number of integral components that focus on enhancing operational decision making are being developed as well. MMSS includes a flexible and robust work scheduling system that assigns the "best," qualified workers to the highest priority jobs on a shift while considering many practical and dynamic parameters affecting the assignments. A consultation system has been developed to help solve operating problems using management-preferred responses and the latest available information on operations.

Jan 1, 1992

By R. L. Grayson

Productivity achievements in underground coal mining over the past ten years highlight the improvement of management practices as well as the adoption of new technology. Research findings and results from operational studies characterize the aspects of good management that translate into high productivity. In concert with these findings, the Mine Management Support System (MMSS) is being developed, under co-sponsorship of the U.S. Bureau of Mines and the West Virginia University Energy and Water Research Center, as a knowledge-based system to enhance more efficient management of underground coal mines. Concentrating on capturing the intricate knowledge needed to manage a mine effectively, MMSS will encompass information and rules on work scheduling, desired work practices, regulations impinging on operations and planning, responses to operating problems, and the labor-management work agreement.

Jan 1, 1990

The operations management system at Olympic Dam has evolved over a two-year period to the state described in this paper. This evolution has been driven largely by the requirements of the recent expansion of the Olympic Dam operation from three to nine million tonnes of ore per year. Such a change process demands an holistic approach to mine management and several techniques have been employed including XPAC, Mine Works Planner as well as a basic philosophy of æjust-in-timeÆ completion. The philosophies, software and tracking mechanisms for managing a large tonnage operation are described, outlining a fully integrated scheduling system from shift to shift detailed activity planning to a 20 year production plan. Moreover, the vision of production exceeding the current limit of nine million tonnes means that there are to be further developments to this state-of-the-art system in use at the Olympic Dam mine.

Jan 1, 2000

As the surrounding environment continues to change and evolve, mine managers face a changing climate of expectations. TodayÆs mine managers must juggle competing pressures to deliver sound social, environmental and economic results. Leadership is a fundamental tool for the effective mine manager. Whilst mine managers require solid technical and operational skills, importantly the manager must be able to engage a workforce, build and retain employees and seize opportunity for growth and development when presented. An important tool for engaging employees in the business at Rio Tinto Aluminium is the business improvement programme. At Rio Tinto AluminiumÆs Weipa mine, the business improvement methodology Six Sigma is used to deliver measurable, sustainable outcomes for the business. The next step in Rio Tinto AluminiumÆs improvement journey is to implement Lean Manufacturing at all managed operations. The operating environment for mine managers continuously evolves and effective mine managers must be flexible and adaptive to meet challenges. Governance and regulation constantly change in an environment of commodity cycles and finite resources. This increases pressure on the economic return achieved by the operation. As such, effective mine managers must be aware of and manage the operating environment û the broader, issues-based environment not just the immediate day-to-day responsibility of mine managing. This includes delivering on safety, community and environmental priorities. At Rio Tinto Aluminium, part of managing the business is via investment in the area of social partnerships to engage employees and the broader community in Rio Tinto AluminiumÆs commitment to sustainability. The Future Reef partnership entered with the Great Barrier Reef Research Foundation in 2005 forms an important part of Rio Tinto AluminiumÆs climate change strategy. This four-year, A$1 million investment funds programmes looking at the effect of ocean acidification on the Great Barrier Reef. The partnership is a unique example of industry and science working together on an area of mutual and national concern. Modern mine managers require a broad set of skills to effectively deliver outcomes. TodayÆs mine managers must make innovative and courageous responses to determine todayÆs strategy for tomorrowÆs future.

Jan 1, 2006

By Robin B. Batterham

"Since the 1970?s we have seen a marked corporate response in terms of the environment. In part this has come from regulation but it has largely come from stakeholders and the community. Rising expectations have in general been met. We now see a similar trend towards sustainability. At the same time, the importance of mining to the share market has decreased drastically and with that decrease has come the requirement for the mining sector to show returns similar in manner to other sectors. While rationalisation can achieve some progress towards these goals, the long-term requirement is for innovation, as it always has been. This paper looks to the logical goal of innovation within a sustainable mining framework and targets the removal of the desired metal values with minimal environmental footprint. It is suggested that broad ranging alliances will be necessary, particularly amongst the R&D suppliers, to achieve this goal. Industry will need to take an active role given the recent global restructuring.THE MARCH TO SUSTAINABILITYSince the 1970?s there has been an increasing corporate response on environmental matters. We have moved from matters environmental being issues relevant only to minority groups through a series of attitudinal changes by management. Whilst there have always been examples of excellent environmental performance, for many in the 70?s spending money on improving the environment beyond some minimal level was seen as a distraction from production or treated in a similar way to donations to the community. There is little of that attitude these days, as most mining companies have long since regarded the environment as a core business direction. Indeed, for some years one could note an escalation in matters of environmental reporting to the extent that the environmental performance of companies is now very public. In some cases, NGOs have even been invited to help certify and audit the reporting standards. Similarly with health & safety.There is now a rising expectation on the part of the community that social matters will also be given the same level of support as health, safety and the environment. This time around it would appear that the mining industry is at the leading edge of sustainability. The Global Mining Initiative (Global Mining, 2002) and the contributions to the Rio World Summit on Sustainable Development (Rio +10, 2002) suggest that sustainability is being taken very seriously by the mining industry. For sustainability it is convenient to use the Brundtland (1987) definition. This definition has widespread acceptance with governments, industry, environmental groups, financial institutions and individuals as a direction against which our activities and plans can be measured."

Jan 1, 2003

By E. A. Holbrook

IT may be taken for granted that a mine official knows his duties, as outlined by the bituminous mining laws of the State, he knows how coal should be mined and transported, and he has judgment on any possibly unsafe condition in his mine. Certainly, if he is weak on any of these points, there are definite ways in which he can acquire the needed knowledge. If with this knowledge the mine official has the necessary practical experience to bring self-confidence, he stands before the world as a man who knows his job. There is, however, another side to his work, one not found in hooks, a side even that may not be learned at the face even though one spends a lifetime there. The actual duties a mine official knows and performs are the tangible and definite things about his work. There are other things which may be termed intangible, because they are hard to pin down and see, and. which appear to be of equal importance in successfully handling a job and which in time determine the very success of the company itself.

Jan 1, 1930

By A. Madowe

This paper discusses the mine planning process for Letseng diamond mine in the Kingdom of Lesotho, in conjunction with the various software packages used during the process. The major pillars of the long-term mine planning process at Letseng are pit optimization followed by pit design and scheduling. Letseng uses Gemcom Whittle and GEMS for pit optimization and design and Runge XPAC for scheduling. The output of the mine planning process results in the generation of published mineral reserves and provides input into the Letseng overall business plan. The process of defining the key inputs for the entire mine planning process is discussed, which covers: ? Pit optimization ? Slope design as an input ? Diamond price inputs ? Operating and capital cost inputs ? Haul road design ? Generation of pit shells ? Selection of an optimum pit shell and interim cutbacks using operational scenarios ? Sensitivity analysis on the selected optimum pit shell. ? Pit design ? Slope design criteria in the detailed design ? Split shell vs concentric pit design ? Practical mining widths to determine cutback design ? Ramp design ? Pit design process in the GEMS software package. ? Detailed scheduling ? Development of scheduling scenarios in the XPAC software package ? Planning through mining production bottlenecks. ? Company-level NPV model ? Comparing scenarios and input of the different schedule scenarios into the company NPV model. Keywords pit optimisation, mine planning, pit shell, recovery, dilution, revenue factor, pit design, split shell, sensitivity analysis, scheduling, production bottleneck, NPV, discounted cashflow.

Jul 1, 2013

By L. E. Beverage

In 2006, the Mine Improvement and New Emergency Response Act (?2006 MINER Act?), Pub. L. No. 109-236, 120 Stat. 493 (2006) was enacted in a bi-partisan move to strengthen the 1977 Mine Safety and Health Act. This action followed several underground coal mining accidents at the Sago and Aracoma Mines in West Virginia and the Darby Mine in Kentucky. The focus of that legislation was, in part, to force technological development and implementation. It involved the recomposition and training of rescue teams. Requirements for sealing worked out areas of mines were changed when MSHA invoked its Emergency Temporary Standard (?ETS?) authority for the first time in many years. Increased penalty amounts were established for certain types of violations for all types of mining, and minimums were set for unwarrantable failure violations issued under Section 104 (d)(1) and (d)(2); 30 U.S.C. Section 814 (d)(1),(2). The entire 30 C.F.R. Part 100 penalty criteria was revamped in a rulemaking, effective in April 2007. The visions were ambitious and noteworthy and those in industry and government have spent the last four years working through the aftermath of intended and unintended consequences of these changes. The penalty structure arrived at in 2007 has proven unwieldy and has contributed to the increase in contested caseload now before the Federal Mine Safety and Health Review Commission. In essence, litigation under the Mine Act ground to a virtual halt when the number of cases increased but the budget for Administrative Law Judges, who hear the cases, and the Solicitor?s office who represents MSHA, was not increased. Addressing the backlog effectively was one of the major challenges when Joe Main was confirmed as Assistant Secretary in early 2010.

Jan 1, 2011

By Aurel Goodwin

Remarks of Aurel Goodwin, Chief, Division of Health, Metal and Nonmetal Mine Safety and Health, Mine Safety and fEealth Administration, U. S. Department of Labor, before the Society of Mining Engineers of the AIME, Littleton, Colorado, on October 18, 1979. I appreciate this opportunity to speak before the Society of Mining Engineers of the AIME. The topic of my presentation is the Mine Safety and Health Administrations's (MSHA) concern and obligations with regard to asbestiform minerals. Asbestiform minerals - the magical group of hydrated, silicate minerals which possess a fiber like structure capable of being woven, like and into cloth. Their unique combination of properties, such as resistance to heat and chemical attack, high tensile strength, and flexibility was recognized centuries before Christ. Pausanias, the early Greek geographer, speaks of golden lamps made about 430 B.C. with incombustible wicks of "Carpathian flax." The Romans used asbestos as cremation clothes to conserve the ashes of deceased persons of rank. Charlemagne had an asbestos table cloth that he used to pass through fire to clean (1). Early recognition of the health hazards associated with exposure to asbestos was documented in the first century by Pliny the Elder, a Roman naturalist, and Strabo, a Greek geographer. Bath wrote of slaves with sickness of the lungs, whose occupation was that of weaving asbestos into cloth. This concern for the health of asbestos workers disappeared over the ages.

Jan 1, 1979

By G MORRIS

The mining industry has been rightly proud of its environmental achievements and it would be fair to say that in some areas the Australian mining industry is at the forefront of world practice in environmental management and mine rehabilitation. The `environment' has certainly been a growth area over the past three decades with growing awareness in the 1960s, some large battles and the of significant legislation in the 1970s. The most important period however has been the 1980s and so far the 1990s where, in addition to the of some more rigorous legislation, we have seen the practical application of environmental management/rehabilitation Techniques.

Jan 1, 1992

By F. T. Cawood

Inauguration of the new political dispensation in South Africa in1994 initiated a dynamic shift in the ownership, management and development of the country?s affluent mineral heritage. The process of substituting the old South African regime with a new equitable system started soon after the 1994 election of the African National Congress (ANC) to parliament. The Congress?s Freedom Charter revealed the intent of the new dispensation when it called for radical transformation of mineral development. However, since then there have been important changes affecting the rules of mineral development. These are: ?A drastic change in politics ushered in by negotiation, a spirit of reconciliation and a desire to settle disputes peacefully ?The globalization of the South African mining industry in tandem with the opening of domestic mineral resources to foreign capitalists and ?The introduction of sustainable development as a holistic approach to mineral development in order to replace traditional narrow-minded environmental management. Each of these significantly shaped the new mineral investment environment of South Africa. This paper represents a summary of the historical developments leading to the current Mineral and Petroleum Resources Development Act No. 28 of 2002, its regulations, the much publicised Broad-Based Socio-Economic Empowerment Charter, its associated Scorecard, and the Draft Royalty Bill.

Jan 1, 2004