Search Documents

By Ben L. Seegmiller

Localized open pit slope failure was avoided as an apparent result of a practical rock mechanics program conducted at the Twin Buttes copper operation. The key to the program was the application of cable bolting, a technique that artificially supports open pit slopes using properly installed post-tensioned cables. As a result of the research and testing program, extensions of the cable bolting principal became significantly apparent. • The economics of artificial stabilization appear to be overwhelmingly favorable, and • Best practical applications are "final" pit slopes, slopes beneath permanent structures and potentially slope failing areas. Success of this research is manifested by the fact that similar stabilization systems are presently under consideration for Twin Buttes as well as other open pit operations.

Jan 12, 1974

This paper reviews the technical advice available to support companies in the delivery of social aspects of sustainable development. It will draw on diverse experience from the sparsely populated plains of the Central African Republic, one of the poorest countries in the world, to the densely populated villages of the Carpathian Mountains in Slovakia. It will review basic requirements for the consideration of social issues, as well as guidance on international best practice. It will review: the legal basis; coverage; consideration of alternatives; scope; inclusive decision-making; indicator development; impact monitoring and evaluation. The paper will discuss the breadth and depth of social issues for consideration, including the realms of responsibility of a company in terms of social development in different operating environments. The extractive industries invest substantial amounts of money which typically dwarfs local development, health or education budgets. Capacity building for local authorities is not directly the role of the company, but when understood as a strategy for risk management, it can play a vital part of sustainable development that benefits the local community and reduces the risk of social problems impacting profits. The paper will argue that social impact assessment is most effective when the outcomes are in line with a company?s principles and support core business practices. It is important that social impact assessment is viewed as an integral part of project decision-making and moves away from mistrusted PR and unsustainable philanthropy toward partnership, which finds suitable and appropriate solutions delivering ?win-win? outcomes. While development should not be seen as a direct company objective, engaging with development actors to better understand the operating context can ensure that social investment complements existing initiatives. The paper will also present different mechanisms for engaging with local actors, as well as developing successful social programmes.

Jan 1, 2007

By S. Koro

The current economic climate of low commodity prices and increasing costs has put a lot of pressure on mining companies to ensure their operations will survive through the current economic downturn. While history tells us that the cycle will turn around and prices will go back up again, how many mining companies will be left to take advantage of the next upturn? On average in Australia, the maintenance of mining equipment accounts for up to 50% of operating costs; which equates to nearly $15bn per year. In addition to trying to boost productivity, mining companies are also putting a lot of pressure on reducing costs; all with the intention of maintaining/increasing profit margins and thereby keeping shareholders ?happy?. The whole premise of our economy is based on ?growth? and ?profits?. Movements in the market place force mine owners to ?react? to short term fluctuations. And if that movement is downward; operations people at the sites are forced to start reducing costs. Is this cost reduction done in a logical, systematic way where all risks (short-, medium- and long term) are considered? Invariably, the answer is no! Short term ?fixes? are normally implemented with little, or no, regard for medium- and long-term impact. And the reason for this is that management is not fully focused on the long term; focus is mainly on survival. Decision making is driven by shareholder sentiment and history tells us that this is largely short-term. So given these paramteres to work within, what role can ?Asset Management? play in assisting management to meet shareholder and market requirements whilst still maintaining long-term viability of their operations (to the long-term benefit of shareholders dare I say). As maintenance costs account for nearly half the operating costs of mining companies; the ?smart? management of assets is not only crucial; it is essential for survival in today?s economic climate. What is asset management? Asset Management, according to the UK-based Institute of Asset Management (IAM) is ?the systematic and coordinated activities and practices through which an organization optimally and sustainably manages its assets and asset systems, their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic plan.? How important is asset management in today?s mining companies? IAM goes on to say: ?This definition of asset management represents a significantly greater scope than just the maintenance or care of physical assets, and is closer to the central purpose of an organization. Good asset management considers and optimizes the conflicting priorities of asset utilization and asset care, of short-term performance opportunities and long-term sustainability, and between capital investments and subsequent operating costs, risks and performance. ?Life cycle? asset management is also more than simply the consideration of capital costs and operating costs over pre-determined asset ?life? assumptions. Truly optimized, whole life asset management includes risk exposures and performance attributes, and considers the asset?s economic life as the result of an optimization process (depending upon the design, utilization, maintenance, obsolescence and other factors).?

Feb 23, 2014

By Fred Hellmann

IT IS hardly to be doubted that the opportunity within the grasp of the mine manager for beneficent and helpful action in relation to young engineers seeking employment under him is very broad and very big. It is my experience that a manager usually has a strong inclination to help along those who have chosen the career which he has selected for himself, and to aid them and support them as their steps tread the paths which his own feet have previously followed. He has .a strong sympathy for them in their efforts, he almost yearns to shield them from the mistakes into which he himself fell, and to assist them to avoid the pit-falls of which he knows by bitter experience. Yes, this tendency and inclination is strongly developed in most managers, and they would welcome the opportunity of extending the helping hand, if they knew precisely how best this could be done.

Jan 5, 1923

By John S. Lagarias

When ore bodies are faulted or mill feed turns refractory, mining managers and engineers act vigorously to convert imminent failure into eventual success. The recent proliferation of onerous "environmental" regulations and restraints is likewise a threat to successful mining enterprise, in some ways more insidious and dangerous than the problems presented by natural obstacles. The regulatory burden has become so heavy that a pall of pessimism covers much of the mining enterprise. In this paper we frankly recommend a Pollyanna approach, making not just "the best of it" but directing the whole environmental process: first, to improve our planning, engineering, and operating procedures; and, second, to demonstrate the need for modification of laws and regulations which are intolerably burden-some to both the mining industry and the public. It is customary for government officials and environmentalists to point out how great are the new environmental regulations and how successfully these have improved the natural environment in particular and the quality of life in general.

Jan 1, 1978

By A. Shtiza

This literature review discusses the role of the Albanian institutions, the natural resources industry, potential investors and stakeholders in order to provide a set of indicators that can help to monitor amelioration within sustainable development principles. A map with the potential prospects of the natural resources will be a first step in identifying the further potential for exploitation. Mineral resource policies and governance, sustainable processing and supply chain as well as environmental management information system are some of the crucial tools identified, that will help to set up the indicators and quantify the achievements in environmental management in Albania. Moreover, the integration of practices that will support institutional capacity building; follow-up practices; the mainstreaming of global environment into planning; and the compliance monitoring process will additionally improve the environmental situation in Albania. Aligning business strategy with environmental policy, socio-economic analysis, environmental auditing are decisive tools in order to provide the Albanian authorities with a clear overview of the economic costs and the social benefits for sustainable development.

Jan 1, 2011

By L. K. Smith, C. R. May, K. R. Schrag, H. Buchwald

"New contracts for 65 million long tons of coking coal valued at over $900 million, over the next 15 years, herald the rebirth of Alberta's coal industry. The industry is optimistic that export orders may reach 20 million tons per annum by the mid-1970's. Coal will be extracted from underground and surface mines and it is expected that the total labour force will double from the present 1,200 men within the next two years. Ali the health hazards associated with coal mining are likely to be encountered and it will be incombent on the Provincial Department of Health to specify the standards which relate to health and environment where no such standards have previously existed. This paper examines some of the problems which are being encountered in setting up an environmental health program and reviews the practicability of environmental monitoring methods, with special reference to respirable dust."

Jan 1, 1969

Most mining operations have been happy to live in blissful ignorance of what their equipment is really capable of. Shareholders have been shown increasing tonnes output per employee (due to rationalising employee numbers). It is now known that the best practice for large mining trucks is 52 per cent higher than average or best practice for excavators is 41 per cent higher than average, or 38 per cent in shovels or 35 per cent with draglines, etc. The data is available. The bell curve of performance is flat. Substantial underperformance is rife. If you are working in or supplying equipment or services to one of the majority of operating mines that donÆt achieve best practice surely you want to know why. Or maybe you donÆt? For many mining people this sort of knowledge could be dangerous to their career so keeping the MD or CEO in the dark is a good option. Many suppliers donÆt want the performance of their equipment benchmarked? Mining consultants donÆt have the data so they are happy to keep guessing. Unfortunately, many Business Improvement or Business Excellence projects are about ticking the participantÆs æcareer boxesÆ. The first step to capacity utilisation is knowing what the capacity is. Even then people and culture will get in the way. People are the biggest hurdle to capacity utilisation. This paper will discuss what the mine of the future (and today) will need to do to utilise the productive capacity of its assets. It is not just benchmarking. It is not just automation. It is not just technology. It is about engaging those people who impact on equipment performance; right from the operator up to the Mine Manager. Doing it better involves a process to facilitate change and a culture which says it is OK to try even if you are wrong.

Jan 1, 2009

This paper discusses equipment replacement strategies and specifically addresses the upgrading of technologically superseded equipment. The process of equipment replacement evaluations is reviewed, and areas have been highlighted where currently accepted practice results in a bias towards retaining existing equipment longer than otherwise justified. The Discounted Average Cost Method is described and the advantages of the technique for this style of decision making discussed. Several key issues influencing the replacement evaluation are also presented together with examples from recent consulting work.

Jan 1, 1992

By Alok Bhowmick

The most uncertain and challenging part of a bridge design and construction is the ‘Choice of foundation’. During the planning and conceptual design stage, it is extremely important to choose the right type of foundation. Wrong choice can lead to disaster for the project. This paper will present three interesting case studies of past bridge projects, to demonstrate how correct choice of foundation can help to meet the project commitments while the wrong choice of foundations can led to huge delay in project completion, leading to time and cost overrun.

Nov 1, 2022

By John Smith

"The RTZ Corporation PLCFrom a company's point-of-view, a good investment decision is one which results in the purchase of an asset that is worth more than it costs. Thus, in order to judge the merit of an investment opportunity, it is necessary to estimate the value of the assets to be acquired.Discounted cash flow (DCF) analysis has become widely adopted by companies in assessing potential new investments. The principle is a simple one: invest in projects which have a positive net present value, and reject those which do not. However, perhaps because of its apparent simplicity, DCF analysis is frequently misused. Good practice in the use of the technique is discussed, together with several common misconceptions.Sound analysis requires sound data; thus, the valuation process relies heavily upon a wide range of specialists to provide the basic input from which cash flow forecasts can be built up. The analyst must maintain close liaison with these specialists from the outset in order to ensure that the data provided is indeed relevant and complete.IntroductionBefore turning to the main subject of this paper ""How Companies Value Properties"", it is of interest to consider first a slightly different question ""Why do Companies value Properties""? In other words, for what purposes are such valuations prepared? Certainly the commonest, and probably the most important circumstance in which a valuation is required is when the company is considering an investment opportunity. This may be the direct purchase of a property or group of properties from a third party, but could also be the opportunity to develop a new operation or expand an existing one.A very simple objective in making any kind of investment is to make our shareholders richer than they would otherwise have been. That is, to make investments whose value to shareholders exceeds the consideration required to acquire them. Thus the investment decision focusses on the difference between an asset's value and its cost.This distinction between ""value"" and ""cost"" is an important one. Study of a company's balance sheet may tell a lot about the cost of this company's assets, but very little about their value. Then again, it is sometimes argued that a business should be bought because this will result in assets being acquired for less than their replacement cost. This merely compares one cost with another, it says nothing about value."

Jan 1, 1991

By Marilena Cardu, Mauricio Dompiri, Jacopo Seccatore

Blasting in geological bodies is an industrial process acting in an environment characterized by high uncertainties (natural joints, faults, voids, abrupt structural changes), which are transposed into the process parameters (e.g. energetic transfer to rock mass, hole deviations, misfires, vibrations, fly-rock...). The approach to this problem searching for the “optimum” result can be ineffective. The geological environment is marked out by too many uncertainties, to have an “optimum” suitable to different applications. Researching for “Robustness” in a blast design gives rise to much more efficiency. Robustness is the capability of the system to behave constantly under varying conditions, without leading to unexpected results. Since the geology varies from site to site, and often from bench to bench on each site, setting a robust method can grant better results in varying environments, lowering the costs and increasing benefits and safety.

Jan 1, 2011

By Maynard O. Serbousek, James R. McVey

IS there a quick way of assessing the conditions of a newly exposed roof in a coal mine? This has always been a nagging question. The problem is that unless effective controls are established as soon as possible, it becomes extremely difficult to extract coal safely and economically from conventional underground milling operations. Until recently, little has been done to provide a means of measuring the structural behavior of a coal mine roof while the face advances during actual production. (In fact, most measurements have always been made after the fact or during a roof pull-down where the roof is actually caused to fail with no support.)

Jan 9, 1976

By Carleton K. Smith

Due to special job or client requirements, there will always be some variation in the philosophy of organizing and controlling construction under a project management contract. In typical cases, however, some standard procedures apply. Controls on a construction project are best described only in general terms. They should apply to the total job and can be most effective only when all pieces of the job organization fit together to support a control system for the entire project. Controls are more than a system of reports, schedules, and tabulations-they are the result of an integrated organization dedicated to getting a job done on time and within budget. One of the most important aspects of project control is the construction organization. It must include the right people, facilities, and site equipment, as well as the authority to do what's necessary to accomplish the work. This should be set up to function with as little involvement from off-site or the home office as possible. However, the jobsite construction group must work within established policies and guidelines and is subject to continuous off-site or home office monitoring. In other words, the job-site leaders need to have a clear definition of their responsibility, their authority, and the necessary people and equipment to make things happen. With that philosophy in mind, this is how Bechtel sets up a new job to be

Jan 10, 1980

By Douglas H. Bolton

In recent years, equipment manufacturers have been busy developing remote control systems to catch up with the sophistication and efficiency of continuous miners. Now the tables are turned, and manufacturers are undertaking the new challenge of upgrading, refining and equipping continuous miners to take full advantage of the capabilities made possible by modern, successful remote control systems. Because the operator can safely advance the miner farther without pulling out for roof bolting, continuous miners now need to be equipped with means of complying with correct face ventilation, dust suppression, methane detection, diffusion and improved lighting. Some of the exciting possibilities being developed to catch up with remote control include feedback controls using laser beams as datum points, coal sensing devices with feedback signals to show the operator what the machine is doing, show where it is relative to the coal seam, how hard it is working, and more sophisticated use of cyclic control. Mining machinery manufacturers have accepted the new challenges, and faster, safer mining procedures are already in sight.

Jan 1, 1975

By R. H. Lesernann

Copper has held up extremely well as we have moved through the trough of the economic cycle. In the aluminum, lead and zinc industries at least half of the Western World production was unable to cover its operating costs at the prices prevailing throughout most of 1991. In copper, less than 10 percent of production ran in the red last year. Most of that was in Peru where the government has not allowed its currency to devalue at the same pace as inflation. Thus, mining company revenues in local currency terms have risen very modestly while costs have escalated tremendously. Excluding such governmentally imposed distortions, virtually every mine in the Western World ran at a profit last year. While copper producers have to be extremely happy about staying in the black through the trough of the consumption cycle, consumers have to be worried. They must be asking themselves, "If copper held at over $1.00 in a year when consumption declined, how high will prices go when demand picks up?" Consumers are accustomed to paying high prices at the peak of the cycle, but they are also accustomed to paying low prices at the trough of the cycle. What went wrong this time?

Jan 1, 1992

By Hongjie Yu, Mike Mooney

Transitions between geological/geotechnical soil units have a critical impact on the operation and performance of a tunnel boring machine (TBM). Geostatistics-based probabilistic modeling is used to quantify the uncertainty in soil transition locations. This paper presents two unique soft-ground tunneling case studies where the results from the geostatistics-based probabilistic modeling are compared to the TBM data and as-encountered ground conditions derived from the actual TBM data. The assessment enhances the confidence in using geostatistics to improve ground awareness for efficient tunnel construction, minimizing different site condition (DSC) claims, and improving decision-making on tunnel projects.

Dec 1, 2022

By Tegner C. Johnson

Just a few years ago, my company was referred to as the Marion Steam Shovel Company. Though we still make shovels, both two and eight-crawler types, the eight-crawler stripping shovel appears to have been replaced by the walking dragline for overburden removal and in some cases for the mineral as well. The walking dragline appeared in the coal fields in the early 1930's. It is popular because it can cope with overburden depths in excess of 100 ft and with blasted sedimentary rock, all at an O & O (ownership and operational) cost of ±10[c] per bank cu yd (bcy).

Jan 10, 1974

By W. M. Ross

AMONG the comparatively few A radical changes in mining equipment in recent years is the introduction and use to an ever greater degree of detachable bits for rock drills. Just how great the possible field for economic application of this innovation is, and to what ex- tent detachable bits are used instead of the conventional type of drill steel, are matters of conjecture. Just as a rough approximation, one might conceive that at least three-quarters of the drilling done in mines today could better be performed by steel with detachable bits, instead of only about one-quarter as at present.

Jan 1, 1939

By S Matos Camacho, K G. van den Boogaart, R Tolosana Delgado, U Mueller

"The precise formulation of a geometallurgical optimisation problem is by necessity a simplification of reality. It includes implicit choices such as data availability or mining block geometry. Additional data can be orebody data, production data or market data. Often these choices are predetermined by the software, the workflow or the corporate culture, and as such are not even queried. There are several aspects that might play a role in the optimisation. They include not only the spatial model on which the selection of mining blocks and the potential mining sequence are based, but also the complexity of the processing model, the way in which uncertainty is treated, the scope of responsibility and the complexity of the model. In addition the timing of the optimisation and the availability (or lack thereof) of information will influence the outcome of any optimisation.We show that different modelling choices and different model formulations for the same mine can lead to very different processing choices, substantially different net present values (NPV), opposite investment decisions and so to overall different values for the entire operation. The selection of adequate simplifications and corresponding formulations for the optimisation problem is thus an important task in itself.For this purpose we introduce a method for quantifying the impact of certain simplifications prior to the optimisation. For example, the effect of mining block choices depends mainly on the spatial structure and the structure of the processing gain function. Both can be quantified beforehand. Based on the outcome, appropriate simplifications can be selected for the geometallurgical optimisation.CITATION:van den Boogaart, K G, Tolosana Delgado, R, Mueller, U and Matos Camacho, S, 2016. How Details of the Geometallurgical Optimisation Influence Overall Value, in Proceedings The Third AusIMM International Geometallurgy Conference (GeoMet) 2016, pp 303–312 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Jun 15, 2016