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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

By 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 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 -800 Vertimill for regrinding. This paper describes the rationale behind these changes and explores the reasons for the success of the project.

Jan 1, 1999

By J. Driscoll, T. Morson, Ross M. Workman

The study investigates the effectiveness of the canopy air curtain (CAC) in reducing respirable dust exposure for shuttle car and ramcar operators in underground coal mining. Field testing showed that the CAC reduced dust exposure by 11-34% overall and by 57-65% during ramcar loading by the continuous miner. These results demonstrate the CAC’s potential as a significant dust control device.

Feb 19, 2022

By Francisco A. Fonseca

The Carajás Hills are in Brazil's Eastern Amazon, between the Araguaia and Xingu rivers, and parallels 5° and 7° Latitude South. A location map is given in Fig. 1. It is an area of low mountains (maximum altitude 900 meters), covered by the Amazon rain forest. Annual average temperature is 25°C, ranging from 31°C (maximum) to 19°C (minimum). Annual rainfall averages 2,000mm. Although it rains throughout the whole year, heavy rains occur from December through March. At the beginning of the 20's, Brazilian explorationists made brief geological descriptions of the area. Due to the thick soil, scarce fresh rock outcrops and the tropical forest covering a completely unpopulated area, detailed geological studies were difficult and reconnaissance expeditions were limited to the river margins.

Jan 1, 1982

Paper and paperboard manufacturers need to quantify the carbon footprint and environmental impact of their products to satisfy market, social and government demands. Coated paper products contain minerals, such as kaolin and calcium carbonate, at significant levels; some coated paper grades have mineral contents as high as 45% by weight. Some uncoated paper has no mineral content, but most uncoated paper contains some mineral to improve appearance, process efficiency and cost. Super-calendared paper grades can contain levels of mineral up to 35% by weight. This paper describes how to calculate the carbon footprint of kaolin and calcium carbonate minerals used for white pigments. The carbon footprint of these minerals strongly correlates to the primary energy sources, final product form and energy used to calcine kaolin and lime. Kaolin and calcium carbonate pigments have a favorable impact on the carbon footprint of paper and paperboard products by directly substituting for fiber and by reducing the energy needed for paper making. Key words: Kaolin, Calcium carbonate, Paper production, Carbon footprint, Lifecycle analysis

Jan 1, 2010

By Ramon S. Pizarro

The Masbate Province, Philippines, has been a gold producer for many years. Several gold properties were profitably operating until the outbreak of World War II in 1941. One of these properties was the Masbate Consolidated Mining Company that at the time showed an impressive production rate of more than 4,000 metric tons of ore per day and one of the lowest milling costs on record in the country at that time. Interesting enough, t was the milling equipment left abandoned at Masbate that gave birth to one of the giant copper producers in ASIA. In 1955, Atlas Consolidated Mining and Development Corporation started a new operation at its copper property in Cebu with the seven 2.4m 0 x 3m long (8'0 x 10' long) ball mills left abandoned at the old Masbate Gold Mine. Now, 25 years later, Atlas is processing over 100,000 metric tons of copper ore per day through its three copper concentrators, and, the seven old mills are still grinding, copper ores now.

Jan 1, 1981

By G. J. C. Young

The paper describes the replacement of a conventional filtration, clarification and zinc precipitation plant by a carbon in pulp (CIP) electrowinning plant, with the objective of improving the recovery of gold from cyanide leached, acid plant calcines. The discussion covers the early laboratory studies to the design and erection of the full scale plant. Particular emphasis is placed on the problems encountered with commissioning and the strategies which were employed to solve them.

Jan 1, 1982