Search Documents

By Franklin H. Sharp

The operation of the Magmont Concentrator located on the New Lead Belt of Southeast Missouri is described. Ore characteristics affecting lead-copper-zinc separation are enumerated, and the cur- rent methods of separation are detailed.

Jan 1, 1976

By Franklin H. Sharp, R. Woods

The operation of the Magmont Concentrator located on the New Lead Belt of Southeast Missouri is described. Ore characteristics affecting lead-copper-zinc separation are enumerated, and the cur- rent methods of separation are detailed.

Jan 1, 1976

By Haslam C. O, Taylor S

Four historical periods of Australian lead-zinc-silver exploration and development are identified.In the first period, 1841-1900, Australia's deeply weathered surface yielded bonanza deposits. The outcrops of easily worked secondary ores, enriched in silver and lead, were discovered by prospectors with the incentive of production at times of high silver price. Districts discovered in this period still contributed, in 1982, 60 per cent of Australia's lead-zinc production, mainly from Broken Hill.The second period 1901-1944, was one of strong mine development but stagnant lead-zinc-silver exploration. Mount Isa was discovered and developed, but otherwise effort was devoted mainly to the mining of deposit extensions and to the metallurgical flotation of zinc. The deposit discovery rate was low but the discovery of Mount Isa was so significant that discoveries of this period contributed, in 1982, 30 per cent of Australia's lead-zinc production.The third period 1945-1972 was one of re-invigorated exploration.New geological and geophysical surveys, developing concepts of ore genesis, and worldwide comparisons of orebody settings improved target area selection. Evolving remote sensing methods, and rapid analytical techniques, assisted detection of lead-zinc deposits. Initiation of exploration led to discovery:1. in regions of previously unsuspected lead-zinc-silver potential (Sorby Hills, Mons Cupri, Golden Grove).2. of poorly exposed deposits in recognized mineral districts (Hilton, H.Y.C., Woodlawn, Elura, Que River).3. during active exploration for another commodity (Brown's, Woodcutters, Mary River, Beltana, Lady Loretla and Pegmont).The period saw a sustained growth in lead-zinc-silver production mainly from established operations. Mines discovered during the third period contributed, in 1982, 7 per cent of Australia's lead-zinc production.In the fourth period from 1973 to the present, exploration initiatives became fewer but resulted in continued discovery of poorly exposed deposits at Teutonic Bore, Thalanga, Benambra, Scuddles, Hellyer, and Jillawarra. Development initiatives strengthened in the period and production commenced at Woodlawn, Teutonic Bore, Que River and Elura; pre-feasibility work commenced at Scuddles, Hilton, Lady Loretta and Thalanga.

Jan 1, 1984

Trial ore production began at the Hilton Mine in 1987 with ore being trucked into Mount Isa for treatment at the Lead/zinc Concentrator. The expansion of output from the Hilton mine required additional concentrator capacity which led to the design and construction of the Hilton Concentrator. Systematic laboratory and Pilot Plant testwork dating back to 1968 to develop a flowsheet and reagent regime suited to the varied and generally complex mineralogy of the Hilton ore was successfully concluded with a Pilot Plant trial using a sulphoxy based sphalerite depression system in early 1988.In May 1988, a decision was made to build a 750 000 t/y concentrator with some novel technological and capital-efficient features. The Hilton Concentrator commenced operations in December 1989 reaching target grinding rates and metallurgical performance by mid-1990. Current ore treatment rate is 800 000 t/y.Lead concentrates assaying 43 - 48 per cent Pb are combined with the Lead/Zinc Concentrator lead concentrates and smelted at Mount Isa. Zinc and Low Grade Middlings (LGM) concentrates are filtered in the zinc filter plant at Isa with those from the Lead/Zinc Concentrator and then railed to Townsville for export or treatment in Australia.

Jan 1, 1993

The LeadtZinc Concentrator at Mount lsa treats all the lead-zinc-silver ore from the Mount Isa Mine and some of the ore from the Hilton Mine. This concentrator was commissioned in June 1966 and total lead-zinc-silver ore treatment was transferred from the Mount rsa's original No 1 Concentrator in May 1967. Plant capacity is around 5 x 106 t/y.There have been three phases of major plant modifications since commissioning:1. replacement and upgrading of the flotation section in 1979; 2. upgrading of the crushing plant and installation of a heavy medium hydrocyclone plant in 1983 for ore preconcentration, and; 3. doubling ball milling capacity and a further upgrading of the flotation section in 1992.Other developments have included the installation of flotation columns and Jameson cells.The evolution of milling practice since 1955 has been reported by Davey and Slaughter (1970), Bartrum, Dobrowolski and Schache (1977), Fiedler and Munro (1984) and Espinosa-Gomez el al (1989).Lead concentrate is smelted in Mount Isa while zinc concentrate and bulk concentrate (locally called Low Grade Middlings or LGM) are railed to Townsville and shipped to custom electrolytic zinc plants and ISP smelters.

Jan 1, 1993

The discovery of magmatic nickel sulfide mineralisation within the Musgrave Block of Central Australia, in a region which has received virtually no exploration since the early 1970s, promoted a pegging rush throughout the region and provided a significant boost to the investor interest in resources sector companies. The discovery proved a significant success for the application of generic models for major magmatic nickel-copper sulfide deposits. The entry of junior explorers to the region is the principal mechanism by which the region will be explored, although significant social and physical challenges will impact on the ability of explorers to maintain investor confidence in the region.

Jan 1, 2002

As an older member of The AusIMM, I received my 30 year æPearl AwardÆ in June and had my 50th birthday two weeks ago, I am honoured to be here today. I thank those responsible for their confidence in me and in my ability to hopefully hold captive a broad group of individuals who are here as equals, sharing an interest, no a passion in blasting technology and associated works à over the two days you will hear some excellent operational and technical presentations I am sure. But today I will digress; I want to talk about the importance of leadership and how it indeed can be the catalyst for success, improvement and change. There has been much written about leadership, its principals, the charismatic leaders, the doÆs and donÆts and so on à and I for one am not about to give you the Holy Grail; there are many experts with greater wisdom than I on this subject matter. What I do want to do is explore the application of this passion to examples within the world stage and some examples drawn from my experience in mining.

Jan 1, 2007

By Launa G. Mallett, Kathleen M. Kowalski, Michael J. Brnich

The characteristics of leaders under the duress of an emergency are important in the development of emergency planning, training, and in the management of an actual emergency. Knowledge of human behavior is an important component in the formation of emergency strategies. The U.S. Bureau of Mines analyzed the leadership behavior in three underground mine fire escapes. The subjects described their escapes during open-ended interviews. Data were coded according to: (1) evidence of leadership behavior, (2) evidence of lack of leadership behavior, and (3) characteristics of the individual in each group who led the subjects out of the mines. This paper discusses the profile of six individual leadership characteristics which emerged from the data.

This chapter explores leadership behavior in a life-threatening situation-fire in a coal mine. Previous chapters have discussed the database of interviews with miners who escaped from underground fires. Researchers raised questions such as: (1) Who led the miners out of the mine? (2) Did leadership make a difference in the escapes? (3) Was the escape leader the hierarchal leader? (4) What, if any, characteristics did the escape leaders possess? Subsequently, researchers analyzed the mine fire database from a group interaction perspective to address the leadership questions posed. Leadership has been one of the most researched topics of human behavior in the twentieth century. Studies have ranged from individual characteristics of leaders, to situational leadership, to interaction of leader and follower, suggesting different leadership techniques for different followers. The question that emerges here is: Are there different types of leadership that "fit" different kinds of situations? In a crisis situation like that examined in the present study, such information about leadership may significantly improve the chances of escape. To address these issues, the study team looked at the formal authority structure before each fire, considered leadership behavior or lack of leadership during the escapes, and examined those conditions associated with the emergence of leadership. According to Bardo [ 1978], "Emergent behaviors are those forms of action, and the norms, values and beliefs governing those actions, that rise out of the disaster situation." This chapter discusses previous studies in the area of crisis leadership and examines the emergent behaviors of leaders under duress during the mine fire escapes. Previous Studies The research on leadership during emergency situations has consisted mainly of simulation and field studies, with the principal concern being escape from building fires. During the 1980s, Hayashi [1988] created a computer simulation model to evaluate leader behavior in a fire. Although his purpose was to aid in planning for disaster prevention, his findings are relevant because they address the issue of situational leadership in crisis-where a leader changes his or her behavior to fit the situation. Essentially, his simulation model was designed to judge the actions and thinking of leaders. The simulation was tried by 101 subject/leaders 4 times each. The simulation consisted of amaze containing the leader, an informal leader, and 50 evacuees. Interestingly, the results indicated that the leader's actions were not dictated by circumstances. Any differences in behavior were attributed to the individual characteristics of each leader. The study also showed that the worse the situation became, the less individual

Jan 1, 2000

By J. Parke Channing

IT IS most appropriate for mining engineers and in fact for all engineers to perfect themselves in leader-ship, because in the last ten years there has been a growing realization on the part of capital that there is no man who by capacity and training is better fitted to manage industrial production than the engineer. In high places the engineer and particularly the mining engineer is coming into his own. We have Mr. Hoover as Secretary of Commerce, Mr. Hammond as the head of the Federal Fact-finding Coal Commission, and Prince Caetani as Royal Italian Ambassador, all mining engineers. More and more in all industries is the manager more likely to be an engineer than he was five, ten, fifteen or twenty years ago, and the feeling is that the man who has had a technical training, whether from going to a school or from burning the midnight oil, makes a better manager than the man who has not. We find in mining that the best man for a manager is one who has had engineering, training. The manager who comes up from the office, from the purchasing department or from the transportation department may make a fairly good manager but he is never so good as the man who has had a technical training. He cannot speak the language of his staff.

Jan 5, 1923

By José J. Suárez

As pressure grows for commodity pricing, new mines are more difficult to develop, the stock markets demand better financial returns from mining companies, resources for the developing and operations are scarce, and developing countries in Asia, and Africa demand more metals, it is important that mining companies effect better utilization of capital to develop capital projects. In the last few years, the costs for Capital projects have been impacted by the following factors:

May 1, 2013

Leadership "Organizing a group of people to achieve a common goal" Paradigms ? Rush to produce or cut costs. ? The most important thing after safety is production. ? We?ll take care of ??this?? once in production. ? I know what to do, 30 years of experience in mining. ? I want a 100% reliable operation.

Aug 1, 2013

By A A. Roberts, R F. Dewhirst

"Extensive literature surveys, research in the project environment and personal experiences both within and consulting to project teams have revealed some consistent ‘people factors’ that contribute most to ultimate project success. Outside of purely technical and business case issues, there are a small number of leadership characteristics – probably only ten – that if correctly applied can positively leverage a team’s impact on project success.Of the top seven project success characteristics that were consistently highly rated in a recent study, five of them were around leadership. The authors have focused on this topic, noting that good leaders need to display the following traits:passionate commitment to deliveryconsistent modelling and reinforcement of correct values and behaviourfocus on managing relationships well and energising teams and individualscarefully clarifying project vision from front-end loading stages onwardseffective decision making.Not every project manager can and does practise these behaviours all of the time, but being aware of them and receiving training or facilitation in improving their application of these skills can equip project managers with the essential tools to markedly improve their own performance and that of their teams.This paper draws upon experiences in the field and provides lessons – both good and bad – to illustrate. As well as examining leadership traits, the way in which a leader can establish, organise, motivate his or her team and ultimately lead them to success is examined. The paper shares methodologies that have been successfully used to track status within a team and generate appropriate recovery plans where required.In particular, the paper will examine a case study based on an amalgamation of real project issues in some challenging situations using virtual teams (ie physically distant teams located in different centres) to illustrate the importance of strong and positive leadership in achieving success across geographies, time zones and languages.CITATION:Roberts, A A and Dewhirst, R F, 2016. Leadership in projects – a recipe for success, in Proceedings Project Evaluation 2016, pp 49–58 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

The AusIMM is concerned about the longer tem sustainability of the minerals sector in Australasia. Our contention is that the sustainability of the sector is at risk if we do not:   ò encourage more exploration in Australasia by removing impediments and         increasing incentives; ò fund our university and research centres appropriately to increase both our   prospectivity, and our processing efficiencies; and ò manage our human resources better.   This paper will focus on how we can better manage our human resources to assist in ensuring sustainability of the sector in Australasia .   From a production point of view:   Economic output = f (Land, Labour, Capital, Environment) where Land refers to all of the natural resources used in production. As well as land itself it includes water, forest, fisheries, oil, gas and mineral deposits. Labour refers to the skills and capabilities used by humans in the production process. Capital describes all of the manufactured aids used in the process of production1. The challenge for management is to ensure maximum efficiency and effectiveness of labour in the production process whilst maintaining sustainable development.   The 1992 Rio Summit defined sustainable development as maintaining and enhancing:   ò natural capital û defined as all natural resources, both environmental and   those of traditional economic value; ò manufactured capital û made by human kind, including produced goods,     infrastructure and built environment; ò human capital û defined as the health, well being, intellectual capabilities and   spiritual welfare of individuals; and ò social capital û defined as social relations and consultations within and   between societies, their norms and functionality2.   The minerals sector in Australasia has successfully focused on the technical aspects of each of these components of sustainable development with primary attention applied to natural capital and efficient utilisation of manufactured capital. The technical aspects of human capital and social have also been addressed through an emphasis on occupational health and safety and interaction with local communities however I suggest that, to date, insufficient emphasis has been placed on labour (human capital) to maximise economic output1.   It has become increasingly common practice to identify land as natural capital, labour as human capital and capital as physical capital. That is labour has been treated as a commodity rather than an opportunity to create a comparative advantage and this will be the greatest challenge for mine management to show leadership over the next decade of the 21st Century.   This paper will outline characteristics of the sector which are relevant to the management and utilisation of labour, outline the outcomes of recent AusIMM surveys, review the reasons for the current and future anticipated skills shortages, some innovative responses to the challenges and finally, suggestions on how mine management can show leadership.

Jan 1, 2006

Leadership challenges for mine management over the next decade will be primarily about doing more with less labour. This will require a greater focus on people leadership and management, reducing uncertainty by evening out employment peaks and troughs, understanding and addressing our demographic destiny and its implications whilst identifying and holding onto our mission critical employees, managing creativity and accepting diversity whilst providing flexibility in employment for work-life balance. Greater emphasis will also be required on the non-technical social skills of complex interactions with community and education providers and finally a greater emphasis on forecasting and planning for the provision of future skills needs. Skills needs will become an ever increasing priority in risk management as retention starts with attraction and remember: SATISFACTION = REALITY                                EXPECTATIONS These are the challenges and opportunities for leadership and mine management of the 21st century to assist in better meeting and maintaining our human resources needs and thus contributing to the sustainability of the sector in Australasia.

Jan 1, 2006

By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By John Pfisterer

Leadership Priorities in a New Business Environment ?Komatsu Equipment Company ?Health and Safety of Our Workforce ?The Green Economy & Market Challenges ?Equipment Trends ?Our Business Approach

Jan 1, 2009

By Donald Lindell

Safety Share ?Dad receives fryer for Christmas 2009 and makes delicious sweet potato fries ?When the oil fryer was pushed back on the stove for cooling, the back edge comes into contact with the stove top controls, unknowingly activating the cooking element, family leaves kitchen. ?Faint smell of smoke from the melting plastic alerted the family; teenager arrives first and pulls the fryer forward causing oil to spill onto hot stove and burst into flames that reach the microwave ?Teen runs for sink to grab pan of water but is stopped by Dad ?Dad opens refrigerator, grabs baking soda and pours it on fire, extinguishing flames Lessons 1.DO NOT USE WATER ON GREASE FIRE 2.Where is the baking soda in your kitchen?

May 1, 2010

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002