Search Documents

By R. Bonifaz

The Chagres Smelter, part of the Anglo American plc group situated 80 Km north of Santiago in Chile, completed a series of operational improvement in 2005 resulting in an optimum capacity in its operational units. At present the Chagres Smelter has developed an operational strategy which seeks to reduce bottle-necks in the production process. In this way we have managed to lower operational cost, decrease energy consumption and maximize the capacity of the Acid, Oxygen, and Smelting, Converting, Refining and Casting units. A constant application of international benchmarks together with continuous staff improvement and the latest smelter technology have combined to place Chagres among the finest smelting works in the world. In response to environmental challenges, we have studying various options for investment suitable for a profitable business of benefits to both Anglo American and Chile as a whole. The most relevant technical indicators are the figures : Energy consumption less than 6,3 GJ/ton fine copper, Intensity of smelting rate in Flash Smelting unit of 6900 ton of copper concentrate/m2 settler of furnace area and be one of the top five smelter in direct cash cost .

Jan 1, 2007

By W. F. Mullen

WITH few exceptions, unit operations in the Pennsylvania slate industry in 1950 did not differ appreciably from production methods described by Behre1 and Bowles 2-4 several decades ago. Many traditionally picturesque but relatively inefficient hand operations continued to contribute to high operating costs in an industry in which the margin of profit, for various reasons, was admittedly low. As part of a general program in which the Pennsylvania State College has been assisting the slate industry to solve some of its problems, time and method studies were used in an effort to determine the bottlenecks of production flow. The results are as applicable to other stone industries as they are to slate.

Jan 12, 1951

By John J. Sammarco

Computer-related accidents have caused injuries and fatalities in mining as well as other industries. Normal accident theory (NAT) explains that some accidents are inevitable because of system complexity. NAT is a classic argument in organizational sociology although it has been criticized as having imprecise definitions and lacking criteria for quantifying complexity. These limitations are addressed by a unique approach that recasts this organizational theory into an engineering-based methodology to quantify NAT complexities of computer-based systems. In this approach complexity is categorized as external or internal. External complexity is defined by the external behavior of a system, and is quantified by these dependent variables: system predictability, observability, and usability. Dependent variable data contain the perceptions of 32 subjects running simulations of a system. The system?s internal complexity is characterized by modeling system-level requirements with the software cost reduction (SCR) formal method. Model attributes are quantified using 15 graph-theoretical metrics?the independent variables. Five of 15 metrics are correlated with the dependent variables as evidenced by structure correlations exceeding 0.25, with standard errors <0.10 and a 95% confidence interval. The results also show that the system predictability, observability, and usability decreased as NAT complexities increased. This research takes a step forward in operationalizing NAT for computerized systems. The research benefits mining and other industries as well.

Jan 1, 2005

By T. Cantwell

Techniques useful in operations, analysis are applied to the problem of planning an exploration program. The model used treats mineral exploration as a Markov process, and maximization of gain is the criteria determining the optimum program. The mathematical description of the model and the optimization are first worked out. Application of the mathematics to several simple examples is given. Finally, comparison of the data necessary to use this operations analysis with the available data shows that the method can only be a guide to planning an exploration program.

Jan 1, 1962

By Katom M

Each of the two 32 feet diameter Semi Autogeneous Grinding (SAG) mills at Ok Tedi&apos;s copper and gold concentrator was treating at best 1500 tph at about 65 per cent mill availability in 1988. The process was effectively unmeasured and used manu

Jan 1, 1997

By G. Bridgstock, S. S. Forbes, E. M. Elkin

"OPERATIONS at Canadian Cop-per Refiners Limited, since the refinery was established in 1931, have been described in previous papers ( 1,2). Since then the refinery has treated the entire copper output of Noranda Mines Limited and Hudson Bay Mining & Smelting Company Limited. With the commencement of production in 1956 at Gaspe Copper Mines Limited, this copper has also been refined. From the start of operations to the end of 1958, the following had been refined: copper, silver, gold, selenium and tellurium.Construction of new buildings and additions to other buildings have been needed to handle increased receipts. The refining capacity has been increased from 112,000 tons of copper per year to a total of 236,000 tons per year.The refinery is located at Mont-real East, Quebec, close to railway and highway facilities. Incoming materials and shipments, with some small exceptions, are handled by rail. Some finished products are sl1ipped by industrial flatcar to the adjoining plants of Canada Wire & Cable Company Limited and Noranda Copper & Brass Limited."

Jan 1, 1960

By John Plecash

This paper comprises a general outline of all of the developments, including the history, geology, mining, milling, power and transportation installations, at the gold mining operation of La Luz Mines Limited and the copper mining operation of its wholly-owned subsidiary, Rosita Mines Limited, both located in north-central Nicaragua. The low-grade, gold-bearing ore-bodies of La Luz Mines, contained in highly fractured and folded Lower Cretaceous sedimentary rocks, were from 1909 to 1928, mined and treated by primitive methods by the La Luz and Los Angeles Mining Company. The abandoned property was acquired by La Luz Mines Limited in 1936, and was equipped with modern machinery and put into production in 1939. Between 1939 and 1948, the daily rate of production was in-creased from 300 tons per day to 2,-000 ton per day. The ore reserves available for open-pit mining were depleted in 1954. Since then, the entire production has come from under-ground operations.

Jan 1, 1963

The, Mount Charlotte orebody contains&apos; 5,000 tons per vertical foot-Of&apos;quartz gold ore at an estimated ore reserve grade of )just &apos;over&apos; 3 &apos;dwt. per ton, Production from it i.s plan ned at a rate of 1,000 tons per working day during 1964.

Jan 1, 1964

Operations of the new copper smelter at Mount Isa commenced on the 6th February, 1953. Prior to this date a paper by R. V. Anderson (1953) outlined the smelter layout, proposed operation and expected performance.Nominally a 50-ton per day plant, output is currently at the rate of 85 long tons per day. In the first 3t years, of operation to 30th June, 1956, &apos;71,339 tons of blister copper were produced. Operation has been stabilized&apos; and a number of modifications to plant and operation have been made. This paper reviews the progress made to date.GENERAL LAYOUT AND EQUIPMENTThe general layout and equipment follows well-established practice as study of Figs. 1 to 4, and Appendix II will show. This diagrammatic representation of layout (Fig. 1) and flow sheet (Fig. 2) is intended for the purpose of brevity to take the place of a detailed plant description.Choice of site for the smelter was limited by the necessity for close proximity of the waste heat boilers to the powerhouse.Much excavation was necessary before foundation work commenced, but the plant is compact and further expansion is possible.CHARGE MAKE-UPRoaster charge initially comprised concentrates, purchased ores, revert materials, mine sulphide ore and barren sand. As purchased ore receipts increased and as domestic black rock oxidized ore became available, the latter two fluxes were eliminated from the charge. Fluxes at minus i-in. sizing are trucked from crushing plant or stockpile by motor lorries. Filtered mill concentrates are dropped from an overhead conveyor on to the storage patio floor adj acent to the two concentrate bins.

Jan 1, 1957

By The Staff

THE gold mining industry in Canada is today the most important stabilizing influence in the country. This factor was brought out particularly during the &apos;depression&apos; years, when steady employment was given to men in that industry and the monies spent in supplies and power in turn benefited the country to a great extent. At the same time, a commodity was produced which was saleable in any market of the world, thus maintaining Canada&apos;s credit in foreign markets and keeping her trade balances equalized. We have a vast area known as the Precambrian Shield. The agricultural possibilities of this area are practically negligible and it will depend entirely upon the mineral and forest resources to make this district an economic factor in the life of Canada. To date, from the mineral point of view, we have been highly successful. There are, however, still vast areas to be explored. It is tedious and laborious work, entailing great individual hard-ships and the expenditure of much energy and money. During my thirty years&apos; experience in the search for, and operating of, gold mines, I have come to the conclusion that although individuals may give all their time, energy, and money, Governmental assistance is absolutely necessary in the development of hydro-electric power sites and roads. The Governments, to date, have given splendid co-operation along these lines, but in order that this great industry may go ahead they should continue their good work and, if possible, give greater relief from taxation to mines situated at a considerable distance from the railway.

Jan 1, 1938

By Moenster J. A., M. J. Sankovitch

Doe Run's Buick Smelter was converted from a primary lead smelter to a secondary lead smelter in 1991. The recycling facility was designed to produce 60,000 tons of refined lead per year from 110,000 tons of spent starting-lighting-ignition (SLI) batteries and 10,000 tons of lead contained in drosses and scrap. Since commissioning, Buick's refined lead output has steadily increased to exceed 120,000 tons for 1999. The production gains have been the result of continuous process improvements, empowerment of the workforee, and development of additional scrap lead streams. The production gains were accomplished while setting industry standards for employee safety, reducing plant environmental emissions and employee blood leads, achieving ISO 9002 certification, and expanding product lines to meet customer requirements. This paper highlights Buick's major accomplishments through the 1990's.

Jan 1, 2000

By N. D. Schupp

The Doe Run Company's Herculaneum, Missouri lead smelter has existed in continuous operation since 1892. Throughout the history of the plant extensive developments have been made to improve throughput, increase productivity, decrease operational costs and improve technology, while remaining an environmentally responsible producer of high quality primary lead in the international market. This paper provides an overview of the Herculaneum smelter, focusing on the most recent configuration of the operations. The paper includes discussion on all the aspects of primary lead production at the Herculaneum smelter.

Jan 1, 2000

By John G. Reid

Geologists, employed by the Australian Company, Metals Exploration Limited, discovered nickel laterite enrichment at Greenvale in 1967. A joint venture was arranged with the Freeport Minerals Company who had gained early experience with nickel laterite ores when building and operating the Nicaro and Moa Bay Treatment Plants in Cuba. A 5 tonne/day Pilot Plant at the Freeport research facilities at Belle Chasse, Louisiana, verified the amenability of the ore to treatment by the reduction and ammonia-ammonium carbonate leaching process used at Nicaro. A 5 800 tonne/day Treatment Plant was constructed on the coast at Yabulu, North Queensland. This paper describes the ore body, the mining operation and the stages of treatment required to produce nickel oxide products and a mixed nickel/cobalt sulphide product at Yabulu.

Jan 1, 1979

By L. J. O’Connor

Mining activities in the small historic mining camp of La Colorada in the state of Sonora, Mexico can be traced back to the mid eighteenth century when gold was discovered and exploited by Jesuit missionaries. Following one hundred and twenty six years of activity, the mines were shut down due to the Mexican revolution. Very little activity took place until 1989 when a company, Minera Las Cuevas, spent US $350,000.00 in mapping and sampling and diamond and reverse circulation drilling over a period of three years. During 1991 HRC Development Corporation entered into a joint venture agreement with Minerales de Sotula, S.A. de C.V. that allowed an earn in of 70% interest. Exploraciones Eldorado, S.A. de C.V. and it&apos;s parent company, Eldorado Corporation Ltd. were subsequently incorporated by HRC to hold the La Colorada project. Property evaluation ensued and a thirty thousand tonne Run of Mine test heap was leached from August of 1992 until May of 1993. Full scale commercial production commenced in late November, 1993 and the first gold/silver doré bar was poured early in January of 1994. Pre-production costs were a total of approximately four million dollars U.S. During the fall of 1994 a buyout of the venture partners&apos; interest gave Eldorado one hundred percent ownership of the property. The first two years of mining have utilized a local contract mining fleet and have placed nearly two million tonnes of ore on a run of mine heap. Low cost ripping and dozing mining methods have been employed in conjunction with drip irrigation leaching. An initial pilot plant carbon adsorption circuit was supplemented with a Merrill Crowe recovery circuit in June of 1994 and was completely replaced with the construction of a second Merrill Crowe circuit in July of 1995. Approximately fifty thousand troy ounces of gold and over one hundred thirty thousand ounces of silver will have been poured by year end 1995. Ongoing, on site exploration continues to increase mineable reserves in the known deposits. A feasibility study is ongoing concurrent with the operations and will provide the basis for future elevated production levels. Exploraciones Eldorado continues to explore outward from the current operations and several anomalous outlying zones may play part to the long term economic growth of the company in Mexico.

Jan 1, 1996

By Hermsdorf, Richard P. E.

AMONG the newer lead smelting and refining plants of the country is that of the United States Metals Refining Co., at Carteret, N. J. Not only is the technical practice here modern and efficient, but exceptional care is taken to assure healthful operating conditions for the employees. One large building houses the entire department, which includes, as its chief units, one reverberatory smelting furnace, one blast furnace, two softening furnaces, one utility reverberatory furnace, two Faber du Faur retorts, five 120-ton kettles, three 60-ton antimouial lead kettles, and one 5-ton kettle for experimental purposes. There is a 10-ton overhead crane in the kettle aisle, which is also used for shipping lead. Other auxiliary equipment is referred to in the outline of operations. A general plan of the plant is shown in Fig. 2, and a general view in Fig. 1. Primary smelting operations are conducted in a 30 by 11-ft. reverberatory furnace with bottom, roof, and upper walls of clay brick, magnesite

Jan 1, 1934

By L. A. Jr. Norman

ANOTHER chapter in the history of Mother Lode mining is being written by operations in the Old Eureka mine near Sutter Creek, Amador County, California. During a two-year period (1938-1939), 85,517 tons of ore averaging 0.62 oz. gold per ton were mined and milled, as compared to the production of approximately 210,000 tons of 0.315-oz. gold ore during the preceding seven years. This is a repetition of mining history in the Mother Lode, where a period of prosperity has followed a long period of lean production. The location of this new ore in the hitherto unproductive hanging-wall greenstones and its mining and geological developments are most interesting.

Jan 1, 1939

By L. A. Norman

ANOTHER chapter in the history of Mother Lode mining is being written by operations in the Old Eureka mine near Sutter Creek, Amador County, California. During a two-year period (1938-1939), 85,517 tons of ore averaging 0.62 oz. gold per ton were mined and milled, as compared to the production of approximately 210,000 tons of 0.315-oz. gold ore during the preceding seven years. This is a repetition of mining history in the Mother Lode, where a period of prosperity has followed a long period of lean production. The location of this new ore in the hitherto unproductive hanging-wall greenstones and its mining and geological developments are most interesting. HISTORY OF THE OLD EUREKA MINE The Old Eureka mine, also known as the Hayward, Eureka, Hetty Green and Amador Consolidated, is in the most productive 10-mile length of the 120-mile long Mother Lode of California. The mine was first opened in 1852 with operations more or less continuous for the next 30 years. Production during this period amounted to $12,000,000 from an ore shoot 500 ft. long, which bottomed 1700 ft. below the surface. The shaft was continued as a prospect to 2065 ft. on the incline, where work was stopped in 1881. The mine was sold in 1916 by Hetty Green and the shaft deepened to the 3500-ft. level (3212 ft. vertically) by the new owners. Drifts were run on the 1700, 2100, 3000 and 3500-ft. levels, together with approximately 1500 ft. of crosscuts. No ore was found and work was abandoned in 1921. The present owners, the Central Eureka Mining Co., purchased the mine in 1924 after threatened litigation over rights to the rich ore shoot being mined from the lower levels of the Central Eureka mine on the south. Rehabilitation of the shaft commenced in 1926 and in 1930 mining on the old 2100-ft. level was started. While efforts of the previous owners had been directed for the most part toward the area south of the Old Eureka shaft and adjacent to the productive Central Eureka mine, the present owners started drifting northward on the old 2100-ft. level. On the 2000-ft., 2100 and 2300-ft. levels, drifts were run in part along the

Jan 1, 1939

By C. Phan

This paper outlines opportunities provided for enhanced management and process control by ISA PROCESSTM technology. ISA PROCESSTM technology has the core advantage of offering the potential for vastly improved electrode handling systems. This fundamental characteristic has enabled ISA PROCESSTM technology to develop management and process control systems that are modular, minimalist in their complexity and tailored to a tankhouse operating environment. A review will be presented on the current status of management and process control in ISA PROCESSTM tankhouses covering the central issue of electrode handling as well as electrolyte circulation systems, voltage monitoring, cathode plate tracking, and product tracking. Particular reference will be made of the recent development by Xstrata Technology (XT) and their technology partners, VRT Systems, of an Radio Frequency Identification (RFID) based solution for tracking ISA PROCESSTM cathode plates. The system encompasses fixed readers which identify plates passing through the stripping machines and the use of sophisticated tracking and database software enabling the development of cathode asset management and operational strategies. The performance of individual plates and batches of plates can be tracked through a full service history.

Jan 1, 2007

By F. D. Wicks

This paper summarizes the direct operating cash costs for the Barrick Mercur open pit gold mine. A comprehensive, detailed system of cost management has been in effect for the life of the Mercur operation. This system provides the basic data for operations control and is the basis for drafting budgets as well as analyzing impact of change on operations costs. The ore body is complex geologically and metallurgically, requiring operators to pay close attention to mining and processing costs. The cost history provides data which enables analysis of changes in production levels, aging of the mine production fleet, and the impact of specific cost changes through time.

Jan 1, 1993

By W. Curlook

"A review is presented of a growing number of imperatives, some self-imposed, some imposed by society, which the mining and metals industry faces in carrying out its business. These imperatives bear on all activities from the exploration phase, through engineering, design, plant construction and operation, to decommissioning.IntroductionThe mining and metals industry must learn to cope with, i.e. manage, a growing number of imperatives. Some of these, such as the need for responsible stewardship of natural resources, the requirement to respect laws and regulations, the need to provide for safe and healthy workplaces, and the need to provide appropriate returns to investors of capital , have been with the industry for a long time (fable I). But the industry now faces additional imperatives that are growing in number and in importance (fable 2):• There is the growing concern about the impact of operations, not only on the workplace environment and the external environment, but also on the need to monitor not only the chemical concentrations in various effluents but to also monitor the effects of such emissions on the environment; i.e. there is a growing concern about the ""net"" consequences of operations.• There is the need for on-going improvement in productivity and safety to compete and survive in a global economy. The global business environment has become paramount.• There is the imperative to failsafe all designs, equipment and operational procedures, and having done that to provide for containment of unavoidable spills, and to have ready and in place systems for emergency response.• There is the need, indeed the imperative, to involve all employees in various quality improvement programs.• There is the imperative to face up to ""virtual elimination/zero emissions""; and• One must have waste management plans in place to cope with the need to reduce, reuse, and recycle; and• There is the need for decommissioning plans for all operations, for the restoration of business habitats to their original states (or better). Indeed, one must engage in the decommissioning exercise from day one, i.e. right from the time of design and commissioning."

Jan 1, 1992