Search Documents

By John J. Reed

The 1945 fire at the Braden (El Teniente) Copper Mine in Chile took 354 lives, and ranks as the most lethal metal mine fire in history. The mine was developed in the wall of a canyon over 900 m (3,000 ft) deep. Principal entrance was through a main haulage adit at the canyon bottom, and up through two internal shafts. Mining was by block caving from the top of the orebody with most of about 900 men on shift working in three production areas. Ore was transferred by gravity to the haulage level through a complex system of ore passes with associated ladderways. Normal mine ventilation was incast through numerous level portals and up- cast through the shafts and raises. The fire was confined to a maintenance shop just inside the portal of the lower production level. Smoke, gases and flammable vapors were drawn into the mine, and a subsequent explosion of the gases destroyed an air door and injected carbon monoxide into the workings. Falling water in a drainage raise near the fire made it downcast, which carried gases down to all the lower levels where they were drawn into the levels and then up connecting raises. Miners attempting to escape by climbing down the ladderways from the production levels were met and killed by the rising gases.

Jan 1, 1989

By H. Ehnes

"“Industry 4.0” – “Mining 4.0” - perhaps you have already heard of these terms? These keywords signify the next stage of industrial production. The internet and production technologies are growing closer together. Machines can communicate with one another, wherever they may happen to be located. The “Internet of Things” is the appropriate term. But what does SAFETY 7.0 mean? It is both brand new and traditional at the same time. It also has to do with the success of companies, with efficient production. And yet there is a great deal more at stake. It has to do with our lives and our safety – the supreme commodity in this world. What exactly SAFETY 7.0 means, what the number 0 stands for and the meaning of the number 7, and what this all has to do with mining will be explained in the following article. Mining is a fascinating undertaking. Mining is indispensable for a country’s economic development, whatever that may concern: infrastructure, energy supplies or raw materials for industrial production. Mining has brought forth many technological developments and innovations that can currently be found in our daily lives. Mining is impressive, grandiose and repeatedly fascinates mankind with its immense dimensions. Miners throughout the world still work hard and, for this reason, are bound to one another in a special way. In mining, every man looks out for the other; you have to be able to rely on each other. That creates a strong bond. The other side of the coin is that mining and disasters belong to normality in the media and thus also in our perception. Accidents at work and even catastrophes occur in mining, quarries, or raw material operations almost on a daily basis somewhere in the world. They are often associated with extremely serious injuries, or even a fatal outcome, for the miners affected and, in turn, dramatic consequences for the families of those involved. It could be in China, India, Russia, or somewhere in Africa, Asia or America – it mostly does not happen in front of our door or in our neighbour- hood. Perhaps because of this in the daily concert of negative headlines, we do not register these catastrophes any more in our minds. We write them off under the heading “Nothing special”, since there are, day in day out, more terrible news items about wars, civil wars, famines, or ecological disasters. Things only really change if there is a dramatic number of deaths or when we are personally affected, close by in the vicinity, or can witness the rescue action live. In Europe, these three mining disasters in particular have recently generated media resonance:"

Jan 1, 2016

By T. E. Wilson

In conjunction with experiments to improve the particle size preparation of coal bore cores prior to washability testing, discrete-event breakage of coal, shale and homogeneous low-strength concrete cores was studied. Breakage of individual size classes by drop-shatter and by incremental tumbling in an end-over-end hand-driven tumbling cylinder revealed systematic changes in the breakage function, namely, that breakage in any size class diminishes as the number of events increases. The effect of the fines removal enhances the breakage of harder material (having lower grindability indices), but appears to have less effect for softer material.

Jan 1, 1998

By Michael Rehbock-Sander, Romed Insam

"INTRODUCTIONThe idea of building a summit tunnel under the Brenner occurred to the Italian engineer Giovanni Qualizza as far back as 1847. But it was to be another 160 years to pass before a base tunnel was to be built.In 1971 the idea of a tunnel at the Brenner was dusted off again. The UIC, the International Union of Railways, commissioned a study for a new Brenner railway with a base tunnel. By 1989 three feasibility studies had been drawn up which formed the basis for further planning of the Brenner Base Tunnel.This was the start of the planning activities. In 1994, the European Union included the Berlin-Naples corridor in the list of priority projects. Ten years later, Austria and Italy signed a State Treaty to build the Brenner Base Tunnel. In that same year, what is today the BBT SE was established.PROJECT DESCRIPTIONThe Brenner Base Tunnel (BBT) with a length of 55 km is the centrepiece of the Helsinki-Valletta Transeuropean Traffic Corridor from Finland to Southern Italy. The BBT tunnel system connects in the north with the Innsbruck station (Austria) as well as to the feeder routes in the Lower Inn Valley, and opens to the south with the projected new line in the direction of Verona (Italy). The tangible design efforts have been underway since 1999; the start of construction of the first section was in the year 2007. The project is financed by the Italian and Austrian governments (each 30 %), as well as by the European Union (40 %).From 2027 onwards the Brenner base tunnel, including the existing lines connected with it, will carry a daily average of 330 trains (approx. 80% cargo trains and 20% passenger trains)."

Jan 1, 2016

By R. L. Clayton

The Bagdad district is 67 kilometers west of Prescott, Arizona, (Figure 1). The area north of the Old Dick and Bruce Mines was originally mapped by Anderson, Scholz and Strobell between 1943 and 1945, (1). The region is perhaps better known for the Bagdad porphyry copper deposit of tertiary age. However, 2 to 5 kilometers south of this deposit are several small massive sulfide occurrences in a eugeosynclinal Precambrian greenschist environment. More specifically, in. the Bridle formation of the Yavapai schist series. Three of these mines - Old Dick, Bruce and Copper Queen - were mined by Cyprus Mines Corporation between 1957 and 1977, and produced nearly 2mm tons of 3.6% copper and 12% zinc. These deposits occur at the interface between andesite and rhyolite and are stratiform in character. Certain structural and textural properties of the Bruce orebody suggest that remobilization of the massive sulfides occurred at some period during the metamorphic history of the area.

Jan 1, 1978

By James W. Collins

The bucketwheel stacker/reclaimer is suited for a variety of bulk material handling systems, especially those operating with stockpiles in excess of 30,000 tons. The bucketwheel stacker/reclaimer, although relatively new in the United States (first introduced here in 1964), has been successfully used in European countries since the early 1940's. Basically the machine is the outgrowth of the bucketwheel earth excavator and the traveling tripper boom type stacker. Since their introduction here they have achieved wide acceptance, especially with coal fired power plants. (Figures 1, 2, and 3.) The stacker reclaimer has been utilized in barge and ship loading/unloading facilities, and in the material handling systems for steel mills, where it has been used to stack and reclaim iron ore at rates up to 6000 tph stacking and 4000 tph reclaiming. They have also been employed at mine mouth power plants for the handling and storing of the plant fuel supply and to help balance the mining rate with the fuel consumption rate.

Jan 1, 1973

By R. David Williams

Old mine workings are found throughout the Western United Sates on lands administered by the U.S. Bureau of Land Management (BLM), U.S. Forest Service (USFS) and private lands. Some of these mine workings date back to the late 1800s. There may be as many as 100,000 sites on lands administered by the U.S. Forest Service and Bureau of Land Management. The Bureau of Land Management has worked with the State of Montana and other agencies to identify and prioritize these sites on BLM administered lands. Following completion of the AML inventory work, the Bureau began an aggressive program to clean up priority sites. This presentation will highlight completed work as well as work in progress on several sites.

Jan 1, 2000

By Jon P. Stone

The Automated Minerals Information System (AMIS) is an integrated data base system being developed to support the Bureau of Mines minerals information collection and analysis activities. The system facilitates cross-referencing and integration of domestic and foreign information from a variety of sources. The AMIS provides a central source of minerals information that is versatile and responsive to the needs of problem and policy analysts as well as supporting the needs of those involved in data collection and interpretation. As the AMIS becomes fully implemented, it will become an important tool in forecasting and assessing the impact of policy decisions that affect the supply and demand for minerals. The Bureau of Mines has long been the Federal Government's principal source of worldwide information on non-fuel minerals. Emphasis is placed on the analysis of mineral problems and policies as they affect the world's nonfuel mineral resources. To facilitate timely and accurate analysis, comprehensive data on 87 commodities are collected by various Bureau programs. Minerals information is made available through a number of periodic publications including the annual Minerals Yearbook and monthly Mineral Industry Surveys. These data collection and analysis activities have traditionally been supported by over 200 separate information processing systems. The Bureau of Mines has begun to implement a broad information strategy to provide a better response to the mineral problems and issues of the 1980's. The cornerstone of the Bureau of Mines information strategy is the development of the Automated Minerals Information System. When fully operational, we believe that the AMIS will provide the Bureau of Mines with the most comprehensive source of minerals information available anywhere in the world.

Jan 1, 1982

By Catherine C. Kilgore

The Bureau of Mines investigated the availability of fluorspar from 35 domestic and 50 foreign, mines and deposits in 13 countries. Only 6 domestic properties are considered to be economic reserves, as 29 domestic deposits were found to have an average total cost of production that was uneconomical at a breakeven (0 pct) DCFROR. The 50 foreign properties evaluated were selected to represent at least 85 pct of the known demonstrated fluorspar resources located in market economy countries and China. All evaluated foreign operations were found to be economic to marginally economic in January 1984 dollars. World demonstrated ore reserves of 344 million metric tons (mt) containing 123 million mt of CaF2 were evaluated for the 56 operations. Average total costs needed to cover all costs over the life of each operation were determined for all recoverable fluorspar products. Comparisons of mining, beneficiation, and transportation costs per mt of fluorspar concentrate illustrate advantages between countries. Of the three largest producing countries, China, with its high-grade, low-cost operations had the lowest weighted average total cost of production ($38/mt concentrate). Mexico was next at $54/mt concentrate, and South Africa needed an average of $90/mt of concentrate to cover all costs of production for its low grade deposits.

Jan 1, 1985

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau’s responsibilities to the winds. There is no doubt in my wind,” said Lindsay Norman, acting director of the Bureau of Mines (see box), “that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business.” The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau’s mission. Devastating,too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. “When the troops are in the trenches and are being shot at,” Norman said, “they need a leader—hopefully, a permanent one— that can get them advancing. This is something the Bureau did not consistently have in the 1970s.” In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman’s appointment as acting director, he has spent considerable time on the road explaining his agency’s redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions.

Jan 6, 1980

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau's responsibilities to the winds. "There is no doubt in my wind," said Lindsay Norman, acting director of the Bureau of Mines (see box), "that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business." The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau's mission. Devastating, too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. "When the troops are in the trenches and are being shot at," Norman said, "they need a leader-hopefully, a permanent one- that can get them advancing. This is something the Bureau did not consistently have in the 1970s." In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman's appointment as acting director, he has spent considerable time on the road explaining his agency's redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions. Lindsay, you were the principal architect in the Bureau's 1979 reorganization. How about a glimpse of what that entailed? Toward the end of the 1970s, after almost a decade of steady dismemberment, we reached what we felt was a critical point in the Bureau's history-we had the choice of redefining and strengthening our organization to meet the mineral challenges ahead, or continuing down the path toward the agency's eventual demise. We felt the Bureau's mission too important to abandon, so in 1978 with Roger Markle as director we initiated a six-month, no-holds-barred intro spection of just what the Bureau should be doing, why, and toward what ultimate national needs. And what did this self-reflection reveal? That there is, indeed, a unique federal role for the Bureau of Mines-that of a lead agency for influencing mineral decisions and pioneering tomorrow's technologic advances. Don't confuse us with policymakers, we're not. But we are policy analysts; we're scientists, engineers, and mineral professionals who can offer a sorely needed source of objective, accurate information to decision makers in both the public and private sectors. I feel there is no better brain trust in government than the Bureau when it comes to mineral expertise-of course, I'm biased. Do I understand you to say the Bureau of Mines is an advocate agency for the minerals industry? We plead no parochial interests, nor ought we, but from our viewpoint a sound minerals industry is extremely important to the broader national goals of security and a healthy economy. US dependence on foreign sources for critical minerals, the increasing noncompetitiveness of some US mineral sectors, and the array of land use issues surrounding mineral-rich lands all have much more serious implications than many otherwise informed people seem to recognize. In your estimation, how vulnerable is the US to foreign mineral suppliers? Let me make a distinction between dependency and vulnerability. The

Jan 4, 1980

By M. Bunch

Today?s mine operating managers face an incredible challenge of meeting the forever increasing legal and regulatory requirements for mining projects. Managers know that meeting compliance of these requirements is just a starting point of assuring sustainability for the project. So how do today?s managers meet these requirements while at the same time focus on continuous improvement in Health & Safety, Environmental, Costs & Production, Labor Relations, Social Corporate Responsibility, and Quality? This paper outlines means by which managers can take control of their operation through the implementation of an integrated Business Management System (BMS) and lay the foundation of a continuous improvement culture in their organization.

Jan 1, 2010

By Bruce D. Hansen

The complexity of large geographically diverse or multicommodity mining companies requires a corporate structure, which provides the maximum long-term effectiveness. Structure models exist along the spectrum of centralization to decentralization. This paper examines the trade-offs of flexibility, cost, decision making, consistent strategies, and corporate control associated with different structural models as applied to mining companies. The mining industry typically lends itself to a business unit model. However, the degree of decentralization depends on size, proximal operations, technical complexity, product mix, geographic spread, mining methods employed, and the inherent capabilities of an organization.

Jan 1, 2001

By George Schmitt, Ted Dowey, Grant Millener, Sean McAndrew, Eric Jordan

The Rondout-West Branch Bypass Tunnel is being built to bypass a substantial leak in New York City’s primary water supply tunnel. The 13,500 foot long tunnel travels 600 feet under the Hudson River through the same troubled geology and high pressure water inflows that the original tunnel did in the 1940s. A Robbins TBM traversed this geology and built gasketed segments. Nine thousand two hundred feet of 16 foot diameter interliner was installed and backfilled within the segments. Finally, reinforced cast in place lining was placed. This paper addresses the challenges and the multi-tasking approach the contractor utilized.

Jun 13, 2021

By L. Rudolphy, P. Tähkiö

"The cPlant is a modular flotation plant which has been designed to minimize capital expenditure and risk. The plant is based on a number of standard modules, for both flotation and ancillary equipment, which can be configured to give the required flowsheet for the ore being treated. All of these modules can be rapidly deployed and erected onsite, minimizing not only engineering time and site preparation but reducing the time taken to get the plant up and generating revenue. Given the paradigm shift in flotation circuit design that has been employed in the cPlant it may allow smaller, previously uneconomic deposits to be exploited and create a more cost efficient upgrade route for existing plants. This paper introduces the cPlant and presents a case study comparing EPC cost and development timing of a cPlant against a traditional flotation circuit design. INTRODUCTION In the development of any mining project the cost associated with process plant engineering, equipment procurement and installation can affect the financial viability of a project. This is of special significance for smaller scale mining projects which perhaps don’t have the mine-life or revenue generation to justify the payback on a modern processing facility. Listening to customer feedback and understanding the challenges that small to mid-sized projects can face lead Outotec to the development of the cPlant. Modularization of mineral processing plants isn’t a new idea with a number of examples being reported in literature for gravity gold (Cabot, Trudel and Cabot, 2001; Gray et al., 2006), dense medium separation (September and Abate, 2006) and even hydrometallurgy (Saario et al., 2013). All these plants have been developed to try to improve on the traditional economics associated with fixed processing plants. Using standardized modules to construct a plant reduces engineering time and design costs which can both be beneficial to the outcome of a project. In addition the modular nature of the plant lends itself to transport to remote sites and rapid installation with only minimal site preparation required. A plant of modular design also has several other advantages over its conventional cousins. Firstly it is relatively easy to expand by duplicating existing modules. Secondly the modules can be treated as building blocks for the process and rearranged if a change in conditions requires flowsheet adjustment. Thirdly, there is potential to disassemble and remove the modular units at the end of the mine life. The ability to easily disassemble, re-pack and transport the plant to a new location not only is important to the long term environmental footprint of an operation but can also be seen as a bonus to an operator that has a number of small ore deposits. If applied in this way modular plants have the potential to create a whole new operating model for previously unviable ore deposits."

Jan 1, 2016

The Cadia Mine is located 25kms South West of Orange in the central west of New South Wales (NSW), Australia (Figure 1). Orange is a major regional centre with a population of 35,000 people. Cadia has a history of mining and exploration dating back to 1851 and shortly after the first Australian gold rush at Ophir, north of Orange. Newcrest Mining commenced an exploration program at Cadia Hill in 1992. This identified a substantial zone of copper and gold mineralization. Subsequent resource definition drilling defined an orebody with a mineable reserve of 200 million tonnes of ore with an average gold grade of 0.74g/t and 0.17\ copper. A full feasibility study commenced in 1994, approvals to proceed with development were granted in September 1996 and the processing plant was commissioned in July 1998. The project came in on budget at A$440 million and on time, 24 months from design to construction. The estimated operating cost at the time of commissioning was A$8.85/t of mill feed.

Jan 1, 1999

By Richard Kolada

If the emission of methane into any particular area of an underground coal mine remains constant, then the calculation of ventilation requirements is relatively simple. This is also true if the ventilation system is recirculatory. However, the emission of methane into a working area can vary considerably. There is always a risk that the ventilation will not be able to dilute the emission of methane to acceptable levels, because there are often short-lived peaks of emission which are very large. The ventilation design must therefore consider what is an acceptable level of risks and calculate the airflow requirements to meet this level. The acceptable level of risk can be calculated by examining the historical variation in methane emission into the area to be ventilated. For example, consider that an acceptable level occurs when methane emission peaks only exceed the capability of the ventilation one day in twenty. Then, from the history of methane emission, it is possible to calculate the necessary ventilation requirements. This method has been used since the early 1980s for conventionally ventilated districts. This paper examines the application of this technique to districts ventilated by recirculatory ventilation.

Jan 1, 1987

By Ivano Andreis, Georgios Kalamaras, Mario Liti, Sebastiano Pelizza, Filippo Avesani

"THE SS640 AGRIGENTO-CALTANISSETTA PROJECT The Caltanissetta tunnel is part of the works for the construction of the second 28km-long maxi section of the SS 640 motorway of Porto Empedocle, from km 44 to the junction of Imera in Sicilian hinterland. Amongst other major infrastructure works, the €740 million ANAS (Italian national roads and highway administration agency) project consists of four twin tube tunnels three of which are being excavated by conventional means. The longest tunnel, underpasses the Caltanissetta city and has a length of 3.9km under a maximum overburden of 120m. The JV consisting of CMC of Ravenna and TECNIS SpA won the design & built tender in 2010. Construction started in early spring 2012 following the approval of detailed design and later on the approval of design for construction. THE CALTANISSETTA TUNNEL The Design Phase Tender design and detailed design foresaw the construction of 13.4m excavation diameter tunnels that were to be enlarged in a second phase to create, every 600m, 50m-long tunnel sections for emergency parking. During the design for construction project phase the JV proposed to replace the 13.4m tunnel with a 15.08 excavation diameter that incorporated apart from the two 3.75m wide lanes a 3.25m wide continuous emergency lane. This significant tunnel section modification was associated with better road safety conditions, simpler and safer construction procedures, better statics for the tunnel section while in terms of overall cost the solutions were equivalent.Geologic context The tunnel is located in the middle of the geologically known Caltanissetta basin that is intersected by various tectonic structures. The geologic context for the tunnel scale, was defined in collaboration with the University of Catania in early project phases. For almost its entire length the tunnel is excavated in the Terravecchia formation that represents the lower part of the stratigraphic sequence that was formed in the Tortoniano period of Miocene. The quite complex geological model is also characterized by the presence of the so-called Trubi formation that consists of clay and marl clay. Almost 90% of the tunnel traverses formations that are quite similar in terms of excavation behavior. Exception to this are thrust zones and a calcareous stretch of the alignment. This last segment has a length of 200m and was identified since the very beginning as a tunneling challenge due to the combination of very poor geotechnical properties and an important water load."

Jan 1, 2016

By Gilles A. Tremblay

Acidic drainage has been long recognized to be the largest environmental liability facing the Canadian mining industry and to a lesser extent the public through abandoned mines. The Mine Environment Neutral Drainage (MEND) Program was the first initiative formed in 1989 to develop scientifically-based technologies to combat acidic drainage. This 9-year volunteer program reduced the liability by several hundreds of million dollars and established Canada as the recognized leader in research and development on acidic drainage for metal mines. MEND 2000 is a three-year program that started in 1998. The key to MEND 2000 is technology transfer- providing state-of-the-art information and technology developments to users. MEND-developed technologies are being verified by long-term monitoring of large-scale field tests. Maintaining linkages with a number of foreign government and industry-driven programs is also important to the successful completion of the program. Through these efforts a further reduction of the environmental liability associated with acidic drainage will be realized.

Jan 1, 2000

By D. L. Ogonowski, J. O. Marsden

The Candelaria copper-gold mine is located approximately 25 km south and east of Copiapo in Region III, Chile. The original concentrator was designed to treat 28,000 t/d (30,800 stpd) of chalcopyrite-bearing ore through a circuit consisting of a single 11.0 m(36 ft) diameter SAG mill, two ball mills, conventional rougher and scavenger flotation, column cell cleaner flotation, and ceramic disc filtration. The plant was commissioned in August 1994 and quickly reached design capacity and expected levels of metallurgical performance. In May 1996, a decision was made to double the capacity of the concentrator by the addition of a second line of equipment. The expanded facilities were commissioned in October 1997, less than 18 months after the decision to proceed, and well within the budget. The original concentrator facilities were replicated or duplicated as much as possible, however, a number of important equipment changes were made to take advantage of industry developments since the original concentrator was designed. These included the use of Eimco 120 m3 (4,200 ft3) cells for rougher and scavenger flotation and the installation of a Svedala VTM-800Vertimill for regrinding. This paper describes the rationale behind these changes and explores the reasons for the success of the project.

Jan 1, 1999