Search Documents

Improved Process & Practices Result In: ? Reduction of undesirable downtime, & expensive secondary damage ? Improved equipment performance & health ? Extension of equipment life, & reduction of operating costs ? Safety and environmental performance improvement Equipment knowledge capture and consistently applied

May 1, 2010

By Keith Donovan

Why are we here? Improve equipment performance & health ? Eliminate undesirable downtime and expensive secondary damage ? Maximize equipment life, optimize running costs (reduce costs) ? Improve safety and environmental performance ? Capture and consistently apply equipment knowledge ? Improve Proactive Maintenance processes & practices

May 1, 2009

By A. W. (Sandy) Neilson

Whether you are a general contractor who hires subcontractors to perform blasting work or you have your own blasting crew, it is extremely important to understand how Business Liability Insurance works, regardless of who is ultimately providing the coverage. If close attention is not paid to the limitations and preblast survey requirements under most policies that provide blasting coverage, you could find yourself facing an uninsured loss.

Jan 1, 2002

By Michel Ruel

Most plants do not track how their systems perform. Optimization is the easiest way to benefit from your control systems. We suggest an approach in four phases. The first phase is to assess all equipment to determine the performances for instruments, valves, variable speed drives, and other equipment. The second phase is to remediate instrumentation problems, including the ones pertaining to valves, variable speed drives, analyzers, transmitters. When equipment is in order, loops are put back in automatic mode. If a loop oscillates, use standard default values for this type of loop. The third phase consists in validating the control strategies, properly configuring the systems (control system, programs and parameters, HMI, alarms), and then tuning the loops and control strategies. The fourth phase consists in analyzing the process and expected performances in order to optimize the control loops and control strategies. If performance is not sufficient, a decision tree will be presented to determine the right approach: advanced regulatory control, model predictive control, or fuzzy logic control. Once all steps have been completed, control performance monitoring software is used to sustain the results and pinpoint equipment or loops not performing as stated. Alarm management and rationalization could also be performed after auditing the alarm system, if needed. Examples from plants will be used to demonstrate how this step-by-step method is applied and produces results. INTRODUCTION Maximizing what you already have is the best investment to remain competitive. This article aims to show the benefits of a systematic approach using modern tools to improve plant performance. We at BBA suggest dividing the work in four phases, and a subsequent phase can begin when the previous one has progressed: Assess, Remediate, Stabilize, Optimize, or add advanced control. This approach has been successfully applied to several sites. Examples and illustrations from these plants demonstrate how this step-by-step method is applied and produces results. Under the BBA method, there are four questions to answer before proceeding to the next step. For each control strategy, you should ask the following questions: Assessment: Does it work? Remediation: Do you use it? Stabilization: Is it stable? Optimization: Does it perform? Do you need advanced control?

Jan 1, 2019

AN announcement of the annual meeting to be held in New York, Feb. 14 to 17 inclusive is being mailed to all members. Particular attention is called to the necessity of asking for certificates when you purchase your ticket in order that all may secure reduced return fares.

Jan 1, 1927

By AIME AIME

ANNOUNCEMENT of the annual meeting to be held Feb. 18 to 22 inclusive will be mailed the latter part of the month to all members. Particular attention is called to the fact that application has been made for reduced rail- road fares on the Certificate Plan. When you purchase your railroad ticket be sure to ask for a CERTIFICATE for yourself and members of your family. Last year over 400 members and dependent members of their families attending the meeting secured return railroad tickets at half price by means of this certificate, thereby saving thou- sands of dollars. Those who fail to obtain this certificate when purchasing going tickets will lose money. Unless 250 certificates are validated at headquarters it will be impossible for anyone to secure the reduced rate.

Jan 1, 1929

By M. Sharafodin, A. A. Hassanipak

Abstract - The essential aims of additional borehole drilling are to improve the reliability of grade and tonnage estimates in each reserve class and to increase ore tonnages. The "GET" function presented in this paper considers strategies for achieving both of these goals simultaneously, and therefore is advantageous for selecting sites for additional boreholes. The "GET" function is either a linear or a non-linear product of three variables G, E, and T: f(G,E,T,) = G??E??T??where the values of any or all of the exponents ?, ?, and ??may differ from unity at the discretion of the user. G and E are the average estimated block grade and the average estimation error for ore blocks in one vertical column, and T is the compounded ore thickness within the column. To illustrate its utility, the GET function has been used for determination of the most advantageous sites for additional drilling in the Shah-Kuh Pb-Zn deposit in west central Iran.

Jan 1, 2004

By R. M. Barker

The historic Getchell property is currently being mined from the Getchell Main Underground workings, a foot wall extension of the Getchell open pit deposits along the Getchell fault. Drift-and-fill techniques are used to extract the ore through a ramp access. The adjacent Turquoise Ridge deposit is currently under development via two vertical shafts. Together, the two mines will continue to provide feed to the Getchell's 3,200 tpd mill/autoclave circuit, taking Getchell Gold from its current production rate of 200,000 ounces (Au) per annum, to over 400,000 ounces (Au) per annum by 1999.

Jan 1, 1997

By Dale Matthews

The Getchell Mine, near Winnemucca, NR, was discovered in the 1930s and was initially mined to recover gold from oxide ores. During the 1940s and 1950s, gold was recovered from the highly refractory arsenic sulfide ores using horizontal kilns to roast the ores. During the 1960s, fluid bed roasters were used to oxidize the ore and recover the gold. The mine was shut down from 1968 through 1985. In 1985, heap leaching was started on the low-grade oxide ores that were available. In 1989, a pressure oxidation circuit was started to recover gold from the higher grade sulfide ores. Flowsheet The basic plant flowsheet of the Getchell Mine are shown in Figs. 1 and 2. The plant was designed to process a nominal 2.7 kt/d (3000 stpd) of ore with about an 85% onstream availability and a gold production of 15.5 kg/d (500 oz/ day). Run-of-mine (ROM) ore is fed directly to a wet semiautogenuous grinding (SAG) mill after the +457-µm (+18in.) rock is removed on a stationary grizzly. From the SAG mill, the ore goes to a ball mill where it is ground to 80% -75 µm (-200 mesh) and is then sent to a thickener. The SAG and ball mill operate in closed circuit using cyclones.

Jan 1, 1994

By B. R. Berger

The Getchell area in the northern Osgood Range, Humboldt County, Nevada, was first prospected in the late 1800s for silver, copper, and gold; the first recorded mention of mining activity concerned a silver discovery. The September 17, 1874 edition of the Winnemucca Silver State notes that the Crystal Mining District was newly organized in the Fremont Range (as the Osgood Range was then called) to include discoveries of silver, lead, and antimony made on the Louisa claim. The name Crystal was derived from the plentiful quartz crystals found in-cavities near the prospects. This same area, occurring on the northwestern margin of the Osgood granodiorite stock, was later mined as the Richmond tungsten property, and crystals may still be found there in cavities in a massive garnet tactite. By 1878, how-ever, the name Crystal had been abandoned in favor of Potosi. The next flurry of activity in the Osgood Range was reported in 1899 when a copper strike on Granite Creek in the southern portion of the range received attention. The copper occukences were in a granite contact zone on the southeastern edge of the Osgood stock and, in 1916, the first tungsten in the district was discovered in the same deposit. During the last part of the nineteenth century, cattle and sheep were brought into the Kelly Creek Valley east of the Osgood Mountains by various ranchers. Alphonso and Adrian Bernard were among these ranchers, and in the first decade of the twentieth century, one of them recognized the altered rock where the Getchell Center it is now located. A 3-m (10-ft) deep prospect pit was dug on the outcrop, but the highest assay ran about $11/t ($10 per st). No further work was done on the gold-bearing rock. In 1934, Emmet Chase of Battle Mountain and Ed Knight of Golconda prospected in the area of the Bernard prospect pit and located several lode claims. At this time, Noble H. Getchell, a state senator, was looking for new mining opportunities to develop. He held interests in the Gold Circle Consolidated at Midas, which was becoming a losing venture. Chase and Knight brought their discovery to his attention, and he grubstaked them to prospect further in the area. In need of financial backing, Getchell solicited the help of George Wingfield, Sr., who held a minor interest in the Gold Circle. Wingfield was a successful banker and mine operator during the heyday of Tonopah and Goldfield, and he had become good friends with Henry C. Frick and Bernard Baruch. Wingfield let Baruch in on several very successful mining ventures in Goldfield, and Baruch returned the favor by underwriting the financing of the Getchell mine. Eleanor Roosevelt and Jack Dempsey were early stockholders in the Getchell operation. George Wingfield brought his brother-in-law, Roy A. Hardy, a consulting engineer who had constructed the American Flat mill near Virginia City, to look at the property. Upon inspecting the Chase-Knight claims, Hardy declared the whole area to be mineralized. A crosscut was driven to check the extent of the ore, and the results were better than anticipated. The locators were reportedly given $50,000 for the claims. The Getchell Mine, Inc., was organized on November 5, 1936. A small railroad that ran from Battle Mountain to Austin was purchased, and the ties and rails were moved to Getchell to be used in underground exploration. Enough reserves were found in the Center and South pit areas to construct a 40 t/d (44 stpd) mill. The financial and engineering help for the mill was provided by the Newmont Mining Co. for a 17 1/2% interest in the corporation. Newmont set about trying to solve the metallurgical problems with the sulfide ore, and also directed the early development work. Newmont wanted to grind the sulfide ore underground and oxidize it in the atmosphere by spreading salt on it. Detrital Flat in Arizona was purchased to provide salt for

Jan 1, 1985

By T Elms, R Beckman, M Sampson

"In today’s mining industry, the pressure of reducing costs and increasing production while maintaining high safety standards is at the forefront of operational endeavours. A combination of specific mining knowledge and technological advances has helped enable this notion. Fleet management systems have been developed to enable sites to better measure and manage production to improve operational efficiency.The integral part to managing production is having accurate, readily accessible data. This empowers key stakeholders in the management team to drive production reporting, materials tracking and budget forecasting.If a site does not run a fleet management system, manual input is heavily relied upon for production data, which introduces increased risk of human input error. Errors can drive outcomes that don’t achieve increased production at a reduced cost. Alternatively, a fleet management system can have improved accuracy but involves a high monetary investment. Such an investment is not always feasible for smaller mining operations subject to current industry cost pressures.The Emeco Operating System has been developed in alliance with sites such as the Mungari White Foil Operations by satisfying the criteria of a low intensity hardware installation, material tracking data validation processes, remote monitoring, identification of metrics to improve overall operating efficiency and providing the right information to key stakeholders.Citation:Beckman, R, Elms, T and Sampson, M, 2016. Getting Accurate Mine Information to the Right Teams to Drive Production Improvement, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 203–211 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By K Eglinton

The extractive industries response to community engagement due to social and political pressures in the 1980s and 1990s was the starting point of development leading to the modern function of corporate social responsibility.Challenged by communities who have greater access to information, demand greater transparency and responsibility of corporate organisations and who possess greater awareness of the communities they participate in, the mining sector faces another step change in how it approaches and integrates corporate social responsibility, transparency and engagement.Mining is seeking reserves of lower grades, in more sensitive environments and in countries with minimal transparency and governance. Not only are the locations changing but so to the stakeholders to engage with and issues to contend with. An increasingly savvy opposition, including not just the ‘green hippies’ but the Gen-Ys interested in the wider sustainability debate and Baby Boomers moving to life style environments, are now questioning mining’s behaviour and encroachment into ‘their space’. Issues including effect on lifestyle amenity, property value, energy efficiency, social provision; concepts such as ‘doing more with less’, participatory engagement, increasing transparency and balancing economic, environment, cultural and social aspects are becoming the norm.The traditional model of supporting local communities, communicating plans and providing employment, community investment and indigenous support programs is not enough. Our industry faces challenges on multiple fronts. It must now be able to address these from a personal/community perspective if it is to remain relevant within communities and play a role in addressing the global sustainability issues.This paper draws on corporate social responsibility trends, integrated functions and implementation approaches through the application of activities within Newmont operations across Asia Pacific.The approach presented works on the philosophy that communities do not necessarily have to like what we do, but should be able to identify and recognise the way in which we involve them in decision making, communicate our intentions and respond to issues.

Nov 22, 2011

By Howard N. Eavenson

In 1926 the Clover Splint Coal Co. acquired a lease on 1793 acres of coal lands situated in Harlan County, Ky. about two miles above the end of the Clover Fork Branch of the Louisville & Nashville Railroad at Louellen. This property contains several coal seams near the foot of the mountain, which are excellent coal but too thin to be very attractive now, and carries about 968 acres of the High Splint seam 1375 ft. vertically above the stream and slightly more than three-fourth mile from it. This High Splint seam produces a high percent- age of large lump, is very low in ash and sulphur, stands transportation and stocking exceedingly well and has an excellent reputation as a high-grade domestic bituminous coal. To develop this tract it was necessary to build an extension of the railroad slightly over two miles long, and, in addition to the usual mining equipment and machinery, to build enough houses, with the necessary store and other buildings, to accommodate all of the employees. The topography made construction expensive, so that it was important to keep the cost as low as possible, in order that the proposition might be financially attractive.

Jan 1, 1932

By L H. G McClean

Environmental, social and governance (ESG) factors have always been important to the minerals industry and is now considered one of our most important opportunities (and risks). Getting it right from the beginning is critical for the minerals industry, and that starts with mineral exploration. Exploration, or the process of investigation of an economic mineral deposit, is generally low impact and short-term. Exploration operations vary in size and scale and often shift priority, focus and location relatively quickly. Australia is a highly regulated jurisdiction with different regulatory systems and requirements in every state and territory. Most mineral exploration is undertaken by junior exploration companies or ‘explorers’. Exploration companies are lean operations with limited staffing and resources, traditionally with no income apart from funds raised or work through partnerships. Funds are tight and administrative investment is minimised so that investment into activity on the ground is maximised. All these variables mean that understanding and implementation of ESG frameworks for an exploration company can be challenging. ESG is a fast-moving sector with currently multiple frameworks and reporting standards. Interest from community and government stakeholders as well as investors and off-take partners has been growing, with mandatory reporting soon to be implemented. The upcoming changes to the JORC Code will ensure that ESG considerations will be a key component of all public reporting. Resources have been developed to support explorers implement, manage and report on ESG considerations. Due to their scale, agility and direct importance of land access and social licence, many explorers are not the ‘cowboys’ (or ‘cowpersons’) of the industry, but industry leaders in ESG. Strong interest and leadership have led to innovative practices and strongly embedded vertical frameworks that directly contribute to social licence to operate.

Sep 1, 2024

By Kendall Y. Keuhey

The Mercur Mine, developed and operated by Getty Mining Company, is designed to process 3,000 tons/day of gold ore from the historic Mercur Hill mining district. The mill process involves crushing, grinding, and cyanide carbon-in-leach for recovery of gold from ores ranging from 0.08 to 0.10 oz/ton. During the mining of normal grade ore, a substantial tonnage of material containing 0.02 to 0.05 oz/ton is mined and would be available for heap leaching. Also, Getty Mining is developing methods to test and prepare lower grade material for heap leaching by rejecting a coarse rock fraction from the grinding SAG mill circuit. This lower grade fraction is suitable for heap leaching, and its removal will upgrade the regular mill feed. Other test methods are directed toward leaching techniques on some 4.0 million tons of tailings that resulted from roasting and/or cyanide leaching Mercur ores in the early 1900's. The natural carbons associated with the Mercur deposits require special treatment to reduce their gold adsorption effects when leached with cyanide.

Jan 1, 1984

By J. Burgess Winter

It is an honor to present the lecture in honor of Daniel C. Jackling, the developer of the technology of copper mining that we continue to use 100 years later. He made a dramatic breakthrough in the early part of this century in the development of bulk-mining methods for large, low-grade porphyry copper-sulfide ore bodies. At Magma Copper, we are particularly proud that the Jackling Award states we have "made significant contributions to technical progress." Before Jackling's time, copper mining had exploited with primitive equipment very high-grade underground ore bodies and high-grade open pits. During the 20th century, the situation changed. Three significant innovations occurred within about 10 years around the turn of the century. In 1903, Jackling's concept of large-scale mining with steam shovels and rail haulage was implemented at the Bingham Canyon mine in Utah. Eighty years after the introduction of rail haulage, the mine converted to truck haulage with large-capacity high-efficiency haul trucks and reduced the stripping ratio from 3.5:1 to less than 1:1.

Jan 1, 1995

By J R BISHOP

Geophysical techniques are being increasingly used down exploration drill holes as deeper and more elusive targets are sought. This paper lists the various methods available and discusses the applications using a number of examples.

Jan 1, 1992

Inevitably the 'post-boom' era has changed the emphasis of many mining companies away from new project development and expansion to optimisation of existing operations. However, regardless of the project, high quality ore characterisation will remain of the utmost importance. In the case of new project development the need to understand the breakage characteristics will remain as important as it has always been. In optimisation projects, however, where it will be required to get the very best from existing comminution circuits, accurate geometallurgical modelling will take on an increasingly important role. However, these requirements, in both new development and optimisation projects, are likely to be at odds with budgets as these will be tight. Hence obtaining the best value for money will be essential. This paper discusses the elements that need to be satisfied for ore characterisation programs to be successful. Some of the issues covered will be: ore variability and sample selection, test precision, problems with the use of non-standard testing equipment, and the value of databases.

Jan 1, 2009

By Dennis J. Riley

A. This outline addresses what a sub-contractor, or a subsub-contractor should do to get paid in the event the general contractor or building owner files for bankruptcy. B. Negotiating payment terms. Progress payments vs. "pay when paid". How a sub or subsub can avoid financing the contract. C. Court interpretation of "pay when paid" clauses allow postponement not excusal of payment. See, e.g., Seal Tite Corporation v. Ehret. Inc., 589 F. Supp. 701 (D.N.J. 1984) (where the court held that the general contractor could not delay payment indefinitely to the subcontractor in the event of non-payment from the owner); United Plate Glass Co. v. Metal Industries. Inc., 525 A.2d 468 (Commw. Ct. Pa. 1987) (where the court held that payment from owner was not a condition precedent to paying subcontractor but instead a timing mechanism indicating when payment should be made); But see. Straham v. Landis Construction Co., 499 So. 2d 417 (La. App. 4 Cir. 1986) (where the court strictly interpreted the "pay when paid" clause).

Jan 1, 1991

By Roberts JD

The design and installation of a major on-line stores and purchasing system, with built-in maintenance reporting and plant register capabilities, needs more than just close attention to computer design details. When the system must be available almost 24 hours a day to a number of mine stores sites, and is used by a variety of mining staff including engineers and stores clerks, as well as by remote purchasing and office staff, then simplicity of use, availability, fast response times, and other human factors become vital. Critical aspects include easy to use screen design, involving a change from the traditional hierarchical menu system, and fallback and recovery to the last transaction. Business, people and systems objectives need to be established at the preliminary design stage, so that results can be measured and corrective action taken. The amount and type of user involvement and training, at all stages from initial design to systems tuning, has a major effect on people wanting to use the system. Active user participation in systems design, data definition and collection, and use of relevant training material is needed. Project management and design problems can arise in working with database oriented computer staff, and certain design features are found useful in ensuring a responsive, robust overall system.

Jan 1, 1983