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By A Späth

Active explosion barriers are used to contain and suppress a methane gas and/or coal dust explosion propagation, including localised mine fires. Early research indicated that these active explosion barriers could be used on a mechanised cutting machine, making it the only technology that could suppress an explosion during its propagation phase at the cutting face. Thereby not only adding protection during mining operations but also reducing the development of toxic gases, fatal temperature increase and fatal overpressure build-up. During their evolution over the last two decades, further advantages of Active explosion barriers were proven in mine operations in countries such as South Africa and China. Characteristics such as effectivity, efficiency, mobility and space restrictions allow these systems to be used in various locations within a mine operation, including highwall operations. This improved technology contribution to safer coal mining was recognised by mine operators, workers and regulators. The Queensland’s Recognised Standard 21 (Resources Safety and Health Queensland (RSHQ), 2021) stipulated active explosion barriers as a technology to ensure the safety within their underground coalmines. The mobility and flexible implementation of the active explosion barriers allow a feasible and practical solution for all critical locations for explosion and fire management in an underground coalmine. The conformance to the Recognised Standard can be achieved all underground coal mining operations such as Bord and Pillar, and Longwall mining. This paper describes the conformance, implementation and use of Active explosion barriers for Longwall mining and development as well as Bord and Pillar mining in Queensland’s underground coalmines.

Oct 12, 2022

By G J. I dos Santos

The risk assessment of mining projects is directly related to the possible failure in estimating, and as estimates are made from sampling results, this activity should be done in a judicious and planned manner, to avoid surprises at the start of project operation. Pierre Gy’s (1995) sampling theory addresses the issue of sample representativeness and indicates that only the certainty that the sampling procedure was performed with quality may result in samples being recognised as representative. To validate the representativeness of samples from sampling boreholes selected for studies of mineral processing, the team of geology resource assessment of VALE has proposed a methodology based on the use of statistical analysis tools, which in addition to considering the spatial distribution of these samples in deposit, considers whether they are representative of the populations studied, allowing the geologist to make a quick analysis of sample representativeness.

Jul 11, 2011

Confirmation that acid drainage (AD) was a significant environmental issue for the Australian minerals industry came in 1992 with the first national workshop on the topic. Subsequently the extent of AD was documented in a national survey published in 1997. The recommendations arising out of that survey served as a platform for actions by government, industry and industry-support organisations such as the Australian Centre for Mining Environmental Research (ACMER) to enable more effective prevention and management of AD. This paper briefly documents the extent of AD in the industry, the government regulations and guidelines for AD management, industry initiatives, the role of ACMER and other organisations in assisting industry through research and technology transfer, and the efforts being made to deal with AD at derelict mines. Future management of AD in the industry will be assisted by the linkage of Australia (through ACMER) into the International Network for Acid Prevention (INAP) which is facilitating the interchange of knowledge on AD as well as coordinating global research on the topic.

Jan 1, 2003

By H Hoogvliet

The Goondicum Crater industrial minerals deposit is located about 30 km east of Monto, Central Queensland, Australia. Early exploration programs in the 1990s found alluvial ilmenite along the banks of the Burnett River. This mineralisation was traced upstream to the Goondicum Crater. The Goondicum Crater is a topographic feature centred on a roughly circular 6 km diameter layered gabbro complex. Significant ilmenite, apatite, titano-magnetite and feldspar mineralisation are present in a weathered horizon up to 25 m thick. After several drilling campaigns in the Crater and subsequent feasibility studies, the project was developed by Monto Minerals Ltd, an ASX listed company, in 2007. However, the project never achieved production performance expectations and ran out of commissioning funds. The company subsequently went into voluntary administration in August 2008.In 2009, the RMM Capital group, of Brisbane, took control of Monto Resources Pty Ltd, and renamed the company Belridge Enterprises Pty Ltd (Belridge). Belridge commissioned a redevelopment study aimed at recommencing mining and processing operations. As part of the redevelopment study the authors planned a drilling campaign, managed a quality control program and developed a block model. This paper describes the drilling program, analytical procedures, quality control procedures and the preparation of the block model.The block model for the resource estimate was created using 1 m high blocks, wireframes defining the main material types, and 2.5 m thick horizontal search ellipsoids with a radial pattern. The deposit was ‘flattened’ prior to modelling. To assist with the economic evaluation of the project, each block in the model was assigned a net dollar value based on economic parameters provided by Belridge, including anticipated revenues and costs. This modelling technique allowed for efficient investigation of various scenarios and was used extensively in the development and optimisation of the project’s financial model. At a zero net value per block, comparable to a break-even cut-off grade of four per cent ilmenite equivalent, the Indicated plus Measured resource is estimated at 51 Mt, averaging 4.1 per cent ilmenite, 1.9 per cent apatite and 2.5 per cent titano-magnetite.

Oct 5, 2011

By E Deucker, A White

Gold Fields Australia (Gold Fields) has identified that improving productivity through more detailed shift planning and operational control of mining activities is a key driver to the success of their business. The Hamlet mine was chosen as a pilot site to trial a system that would allow production engineers and shift bosses to align the execution of short-term activities with the longer-term goals of the organisation.Gold Fields partnered with Deswik to introduce an on-site, collaborative, web-based system to allow mine planners to quickly build-up a detailed, activity-based, shift schedule for the coming week from the 13-week plan. Multiple stakeholders could then review and alter the plan, and then track and manage the execution of the activities.The system is designed to be integrated with production data capture systems to allow tracking of progress towards completion for each activity, as well as to plan and monitor the equipment operating in the mine. Integration of systems allowed engineers to use the large quantities of production data being captured to make informed decisions in the operations environment.The system replaced a complex set of spreadsheets that required expert users in Gold Fields to maintain. By capturing the data in a central database, the planning process is transparent and historic data from the execution of activities is available for analysis to improve productivity in the future.The system has ensured that the highest priority and critical path activities for the business are completed at the right time, improving the efficiency of operations.CITATION:Deucker, E and White, A, 2017. Productivity improvement through collaborative shift planning and tracking, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 225–234 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

Banks' focus in using cash flow methods can differ markedly from that of equity investors. This paper attempts to explain and describe bankers' approach by: ò outlining the fundamental difference between banks' and investors' risk / return profiles. ò describing lenders' consequent use of cash flow methods in mineral valuation. areas. explaining lenders' specific treatment of key risk Fundamental to understanding banks' appraisal of mineral projects is the appreciation that lenders have a basically different risk profile and outlook from those familiar to equity investors. Lenders do not normally participate in any project upside. The economics of lending dictate that banks can only accommodate a low probability of loan default and consequently banks' principal focus in mineral ""valuation"" is ensuring an acceptably comfortable probability of debt repayment. A simple conceptual explanation of lenders' risk / return position is outlined.

Jan 1, 1994

Access to the Rosebery Orebody, which dips into the western slopes of Mount Black at 45¦, has been achieved in sequence by the following means: - A series of adits down to 8 level - An inclined shaft (No. 1 Shaft) sunk internally from 8 level to 14 level - A vertical circular concrete lined shaft (No. 2 Shaft) sunk internally from 4 level to 19 level. Although the orebody has been fairly well defined to 19 level, deeper ore occurrences have been outlined by a series of drill holes decreasing in frequency with depth to 26 level. No. 2 Shaft (sink) was stopped some 10 m below 19 level in order to make an early start on doubled production at West Coast Mines, with the intention of subsequently extending the shaft or of driving a decline from the lowest operating horizon for deeper access. The decline approach was adopted some six years after production commenced from No. 2 Shaft. The reasons for that decision are outlined, together with an account of the constraints and design requirements imposed by commencing by a vertical shaft in the hanging wall of the orebody.

Jan 1, 1982

Organisations are starting to develop processes for achieving sustainability principles they have defined for their organisation. The foundation for these principles is now well accepted. The definition of a sustainability framework is a good starting point for any project. The delivery of the framework requires the organisation to think differently about how project objectives can be met. New tools are becoming available to help achieve the sustainability outcomes for the projects. This paper will examine the project building blocks that are necessary to ensure the sustainability framework can be achieved for the project. These include new approaches to decision-making processes and evaluation tools and when to apply them. An integrated approach with shared expertise to project delivery, which is applicable to the whole supply chain, will be discussed. This will cover sustainability procurement, integrated waste management, cleaner production and eco-efficiency, sustainable products and disposal. A project toolkit will be presented and some key project tools identified. The need for management support in undertaking these new approaches is critical, as is the need to develop partnerships and cooperative management to facilitate delivery.

Jan 1, 2004

By X Zhang, Y Zhu, P E. Ngoepe, P P. Mkhonto, W Xiong, L Han, L Lu

The triazine molecules have not been given much attention and they are potential collectors that may positively impact the mineral processing industry. The adsorption of triazine as collectors such as sodium 2,6-dithio-4-butylamino-1,3,5-triazine (SDTBAT) on pyrite form a basis in design of flotation collectors that may be applicable in a wide range of sulfide minerals. The SDTBAT collector was compared with the sodium normal butyl xanthate (SNBX) and sodium normal butyl dithiocarbamate (SNBDTC). All collectors were adsorbed in their neutral form containing sodium on the pyrite (100) surface. The computational calculations found that the adsorption energies followed the order: SDTBAT (-300.35 kJ/mol) > SNBX (-186.10 kJ/mol) > SNBDTC (-163.78 kJ/mol). It was observed that the SNBX and SNBDTC adsorbed through the S atoms, while the SDTBAT adsorbed through the S atoms and N atoms onto Fe atoms. It is clear that the SDTBAT had a strong binding energy which is attributed to the presence of the triazine group that is electron depositing to the active S atoms compared to the SNBX which possessed the oxygen that is electron withdrawing. Moreover, the SDTBAT collector was found to bind stronger than the xanthate. This was complimented by microflotation tests that showed fast floating and higher recoveries of pyrite when using the SDTBAT collector than the xanthate and DTC. This clearly demonstrated that the SDTBAT is a potential collector to replace the xanthate collector due to its high selectivity and flotation power.

Aug 24, 2022

Although AustraliaÆs coal mining industry is currently experiencing a pleasing period of price relief, long-term trends toward lower real prices will surely continue. Higher price levels attract expansion by existing operators and market entrance by new operators. History clearly demonstrates the relentless long-term march toward ever lower real prices. Therefore, the need for economic returns applies constant pressure to improve productivity. To be sustained, high productivity requires a systematic response based on a solid understanding of critical productivity determinants. The most powerful determinant of productivity is now widely understood to be workplace culture. Culture largely comprises a combination of behaviours, symbols and attitudes. This paper will examine and review scienceÆs latest discoveries in human behaviour. It will provide a proven, practical framework for understanding behaviour and applying this knowledge. Significantly, it will highlight why conventional approaches toward improving productivity often provide disappointing economic returns. The modern understanding of behaviour factors will cover coal face operations. More importantly, because executive and managerial levels in coal mining have significantly greater impact on industry and mine productivity the paper will concentrate on leadership. Particular emphasis will be placed on use of modern systems and in particular use of what are by far the most powerful drivers of behaviours û measurement, analysis and reporting systems. The paper and presentation will show how conventional systems rooted in antiquated American legislation from the early 1900s stifle productivity improvement and drive suboptimal and even counterproductive behaviours. These commonly used systems will be compared with accurate and effective modern methods for assessing performance to improve productivity. These principles are proven in all industries and effective application in mining will be highlighted. Actual results will be used to demonstrate practical approaches successfully applied in both metal and coal mining in Australia and overseas.

Jan 1, 2005

By B Clements, G Lane

The operations and project environments are very different, but overlap in many areas. The development of mineral processing projects is goal oriented, is schedule focused and is a contractual environment. The operating environment for a mineral processing plant is oriented around longer-term commitments, focused on delivery against budget expectations, and an environment heavily influenced by long-term personal relationships, community relationships, and people issues.Further contrast is evident in the way expenditure is managed. Projects commit large amounts of money quickly to meet schedule-based objectives. Operations manage expenditure to minimise operating costs and are able to, or are forced to delay decisions on large expenditures. However, these two environments need to come together in many ways, ranging from greenfields plant handover to a new operations and maintenance crew, to day to day interaction and management of brownfields projects, often in close proximity.This paper considers the different perspectives people bring to projects and early operations, including the advantages and disadvantages of æoperationsÆ input to a project and models for managing value adding during project development, implementation and debottlenecking.CITATION:Lane, G and Clements, B, 2012. Operations versus projects - How do people think and what are the implications?, in Proceedings 11th AusIMM Mill OperatorsÆ Conference , pp 11-16 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 29, 2012

By J Missen, P Currie, J Bohan, D Clark

AGL is one of Australia’s leading integrated energy companies and the largest ASX listed owner, operator and developer of renewable energy and thermal generation in the country. AGL owns and operates the 2210 MW Loy Yang A power station and adjacent 30 Mt/a brown coalmine in the Latrobe Valley, Victoria. It also supplies coal to the nearby 1050 MW Loy Yang B power station owned by the GDF Suez (Engie)/Mitsui partnership. The mine is currently nearly 5 km long, more than 2 km wide at the operating face and up to 200 m deep. AGL employs a large workforce at Loy Yang and a substantial amount of services are performed on-site by contractors and consultants.GHD provides mine planning, earth sciences, civil/geotechnical engineering, dam surveillance, plant engineering and environmental services to AGL Loy Yang through an alliance framework. GHD is one of the world’s leading professional services companies operating in the global markets of water; energy and resources; environment; property and buildings; and transportation. In addition to GHD’s global footprint, the company also has a significant Victorian presence, including a permanent, well-resourced regional office in Traralgon, approximately 10 km from Loy Yang, as well as a permanent site office.A joint paper on the Loy Yang mine professional services alliance model was written for the AusIMM International Mine Management Conference in 2006 by Woods and Wood. Now ten years on, this paper provides an overview of the present relationship and arrangements, including the continued transformation of the alliance model and maturing of the relationship contract.These are challenging times, with increasing cost and regulatory pressure driving change in the broader energy and resources industry, and locally including both the mining and power sectors at Loy Yang. Flexible models to achieve a balance between internal personnel and access to key external skills, whilst achieving value for money and transparency, is increasingly critical. The right drivers and performance measures are essential, particularly when confronted with potential major technical and environmental risks (considering significant ground failure and fire events that have occurred elsewhere within the Latrobe Valley over the last decade) within a sector that is reducing costs and optimising production.This case study discusses the alliance status and changes, reasons behind adjustments and what the future is likely to hold. The paper also explores the validity of the original objectives and the extent to which they have been achieved. The philosophy of the alliance is to continue closely aligning the objectives of the two companies in the best interests of the Loy Yang site and immediate surrounds/stakeholders. Quality of service, costs, timeliness, health and safety (H&S) and some operational activities (aquifer depressurisation) remain important aspects and are reflected in key indicators for which performance is measured.CITATION:Clark, D, Bohan, J, Currie, P and Missen, J, 2016. AGL energy, Loy Yang and GHD – a further case study in alliancing: ten years on, in Proceedings International Mine Management Conference, pp 321-330 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

Sublevel open stoping (S.L.O.S.) was introduced at Rosebery in 1972 in the wider ore blocks below 14 level, largely replacing cut and fill methods which had been in use up till that time. During 1973/74 the method produced 10% of primary stoping tonnes, and by 1981/82 it increased to 65%. Because of the increasing reliance placed on sublevel open stoping for primary stoping production, every effort was made in both planning and operating to: - maximise ore recovery and reduce dilution - increase productivity - reduce costs.

Jan 1, 1982

By D Will

RedrossThe Redross orebody averages 1 m wide, has a strike of 50 - 350 m, dips at 55° and has a basalt footwall and an ultramafic hanging wall. The most successful and innovative aspects of mining Redross were:•ore development innovations, 90 per cent of development was split fired with a shanty back profile to enable larger and more productive equipment to be used and resulted in higher development grades, improved project payback time and improved ore recovery;•hand held stoping using a multiple level, bottom up ‘V’ shaped hand held stoping method that allowed mining on multiple levels with hand held productivities between 50 and 90 tonnes per shift;•the use of 1 m cement pillars and 7 m high crown pillars were used to create multiple mining areas that enabled high overall production rates from hand held mining this orebody; and•the use of vertical cement pillars to enable hand held mining of adjacent stopes without leaving ore pillars.MarinersThe Mariners orebody averages 3 m wide, has a strike length of 50 - 250 m and dips at 50° with a basalt footwall and poor ultramafic hanging wall. The most successful innovative ideas of re-opening Mariners were:•Dewatering the existing mine workings utilising ‘oilfield’ technology by installing a long submersible pump in on existing pump rising main. This enabled the mine to be dewatered at rates up to 100l/ sec and helped overcome the 45 to 55 L/s inflows.•Overcoming the technical problems associated with Mining N07 ore blocks which had severely deteriorated from being underwater for five years by using reverse firing techniques to improve extraction rates and reduce dilution.•Mass firing a large mining block in the N08 with minimal void space because of deteriorating ground conditions.•Use of a longhole version of the Redross hand held mining method to achieve 100 per cent extraction of the N09 higher grade lenses.

Mar 21, 2011

By Coulter L. J

THE method of stope surveying as practised at the Mount Lyell Company's mines has been evolved out of the exigencies created by special conditions. It presents some novel features, and has proved effective for all requirements. All stope measurement work is brought under one complete system, to which office methods are standardized. Before proceeding to deal with the subject a brief description of the physical characteristics of the ore-bodies of each mine and the method of stoping will serve to show, cause ,for departure from ordinary survey practice.NORTH LYELL MINEThe ore-bodies of this mine occur on or near the conglomerate schist contact, and, being probably the result of replacements of both rocks, they rarely present any definite walls. It is usual for the payable material to merge into the respective countryrocks, and the limit of the occurrence is defined rather by assay value than by any distinct natural boundaries. The general configuration of these ore-bodies, therefore, is highly erratic both in horizontal and vertical section, so that, in order to obtain an accurate record of any occurrence, the measurement of the actual contour at short vertical intervals is essential.Stoping is carried out on a modification of the "rill." system, perhaps more properly described as "arched back" or "dome" stoping. Mullock rises are placed in as convenient positions as the erratic configuration of each ore-body will allow, and aroundthese rises the back is kept well arched, both longitudinally and transversely. The larger stopes are divided into arbitrary sections in which ore-breaking and mullocking are carried out in rotation, so that the whole of the excavation is seldom open for measuring at anyone particular time. Stacking or square-setting on the...

Jan 1, 1915

Leaving the relatively simple life on a uni student and venturing off in to the outside working world is a big step. There are two paths to follow, the æContikiÆ style graduate program where you pick up your new lease vehicle and set forth on two to three years of planned activities, or can pack everything into one bag, stick a copy of æthe rough guideÆ in your pocket, and set off on your own graduate adventure. I took the path less travelled.The less followed method of developing yourself isnÆt for everybody. Parts of the journey are difficult and sometimes it feels hopeless, but itÆs all a learning experience. Along the way you might not get to all the graduate ætourist stopsÆ like dragline, truck-shovel, or drill and blast. But youÆll see most of them and pick up a lot more of the local culture such as people management, operational knowledge, quality control, and the black arts of project financial management.

Jan 1, 2004

By R Williams, M Baxter, D Zink, R Cunningham

The purpose of this paper is to discuss the efficient operation of a tailings dewatering circuit comprising a thickener and filter press through proper control and automation. It is common to see thickeners and filter press circuits each with their own control systems. This can cause multiple issues when trying to increase efficiency and reliability of the tailings management process. By automating the thickener and filter press controls, you are eliminating any delays and inconsistencies caused by human error and process variations. When done properly the system can maintain a consistent product as the feed characteristics change. Previously, operators would have to monitor the process parameters and adjust the system accordingly. This can now be accomplished using state of the art process control equipment that continuously monitors and adjusts critical variables using Programmable Logic Controllers (PLC) and Proportional Integral Derivative (PID) loops. The paper will detail the control theory used to maintain these systems, highlight other benefits of having a fully integrated plant such as predictive maintenance and remote diagnostics as well as present examples of how these have been implemented in field examples.CITATION:Baxter, M, Cunningham, R, Williams, R and Zink, D, 2018. Tailings process optimisation through automation and controls integration, in Proceedings Mine Waste and Tailings Stewardship Conference 2018, pp 416–421 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 23, 2018

By P Craig, A Crosky, P C. Hagan, E Elias, B Hebblewhite, S Saydam, D Vandermaat

"Premature failure of rock bolts has been recorded at twelve underground coalmines over the past 15 years in Australia. Over the last four years, UNSW Australia has been conducting an Australian Research Council (ARC) and Industry funded linkage research project into premature failure of rock bolts. The extent of the problem was investigated by underground surveys of mines with known prematurely failed bolts using visual mapping, non-destructive load and ultrasound testing. A major component of this project was to define the environmental factors responsible for corrosion of rock bolts. The environment to which a rock bolt is exposed will include groundwater chemistry, the mineralogy of the strata, atmosphere within the drill hole and even microbial activity. This paper focuses on the groundwater survey and analysis findings to date along with in-hole bolt corrosion coupons installed into field sites. Corrosivity classification systems exist for general corrosion but do not apply to the rock bolt stress corrosion cracking (SCC) problem found in Australian underground coal. The method of in situ investigations is leading towards the building of a corrosivity classification model to assist mines in prediction of premature rock bolt failure. An ‘in-hole bolt corrosion coupon’ development by the project may have multiple benefits of: helping quantify any corrosivity classification system providing an in situ ground support corrosion monitoring tool for testing possible corrosion protection solutions.CITATION:Craig, P, Saydam, S, Hagan, P C, Hebblewhite, B, Vandermaat, D, Crosky, A and Elias, E, 2014. An investigation of the corrosive impact of groundwater on rock bolts in underground coalmines, in Proceedings AusRock 2014: Third Australasian Ground Control in Mining Conference, pp 277–286 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 5, 2014

By T Trott, M Lewis, G Lumley

The analysis of equipment trends in The AusIMMÆs revision of Monograph 19 - Australasian Mining and Metallurgical Operating Practices (AMMOP) (in prep) in the paper by Graham Lumley raised some interesting, and in parts disturbing, trends in the Australian open cut mining industry. According to the Australian Bureau of Statistics (2011) the productivity of the whole mining industry is down by 34 per cent since 2001. In terms of open cut equipment, median output for draglines is down by 15 per cent since 2003, electric rope shovels are down by 41 per cent since 2003, hydraulic excavators are down by 39 per cent since 2008, front-end loaders are down by 39 per cent since 2007 and trucks are down by 41 per cent since 2006. Clearly e boom has not been good for the efficiency of the mines. During this same time, best practice (defined as the average of the top ten per cent by annual output per unit of input) has declined, but not by as much as the median (eg shovels down by eight per cent, excavators down by 19 per cent and FELs down by five per cent). This paper will build on the analysis of AMMOP to understand the differences occurring between median and best practice and identify the factors contributing to the decline in performance. As the industry enters a period of potentially lower prices for commodities and reduced margins, pressure will be brought to bear on mine sites to start moving more with the equipment they have. An understanding of where efficiency has been lost will be a key component in that. The information contained in AMMOP, and the subsequent analysis of that information in papers such as this one, will be crucial to reversing the decline in open cut equipment performance.CITATION:Lumley, G, Trott, T and Lewis, M, 2012. Reversing the trend in open pit mining equipment output, in Proceedings Eighth Open Pit OperatorsÆ Conference , pp 75-82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 18, 2012

By G Kirk

Definition and delineation of in-pit ore and waste material are the most significant tasks for an open pit production geologist; adding or destroying value in the mining value chain. Anglo American’s Mogalakwena Platinum mine, an open pit operation in South Africa moving 100 Mt/a, has recognised the value of improved material definition and is in the process of changing from blasthole to reverse circulation (RC) sampling for in-pit grade control. This is aimed at obtaining more representative samples, which are required to maximise ore recovery, minimise waste dilution and to increase the accuracy and confidence of production forecasts. Early in the project, it was realised that the key risks for implementing RC grade control were related to change management processes, rather than failure of technology. Recognising the importance of this issue, Mogalakwena chose an integrated implementation approach that incorporates all stakeholders of the mining cycle in order to develop a process that delivers maximum value and is sustainable within an active mining environment. The following core goals were addressed over five phases of project implementation: extensive definition and design of integrated project implementation, comprising: project buy-in and ownership from all key stakeholders, including survey, geology, mine planning, drill and blast, load and haul, maintenance, supply chain and finance; and detailed analysis of all potential issues and possible solutions, allocated to stakeholders as part of the scoping process; optimising hole patterns and drilling procedures, focusing on delivering maximum value for minimum cost using multiple scenario analysis from borehole data and operational sequencing requirements; and evaluation of lessons learnt during project implementation in order to optimise the technical solution and operational efficiencies. Although this project is not yet finalised, Mogalakwena Platinum Mine is already providing a blueprint for the effective development, implementation and optimisation of sustainable in-pit grade control RC drilling for other open pit mines within Anglo American plc.

Aug 22, 2011