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By I. Wayland

Value added blasting is a process methodology that links tasks and processes, with the aim to improve/enhance the technical application of explosives technology and initiating systems, resulting in improved output. The phases and steps of a typical value added blasting intervention are discussed in this paper. Each step having distinct purposes, principles and methodology. The underlying philosophies and process steps of the programme are described for each step. This paper gives an account of projects that have been completed in two Anglo American Gold Mines. This will include a description of the projects that were conducted at Vaal Reefs 8 Shaft and Western Deep Levels South Mine covering: ? The need for blasting improvements ? The approach that was followed ? The result of the programme.

Jan 1, 1999

By J. H. Hill

The globalization of mineral markets and intense competition in downstream mineral-consuming industries such as transportation, agriculture, and construction are requiring raw materials suppliers to innovate, improve quality, invest in new technology, and control costs. Mineral specifications are becoming more refined, and pressure to improve products is felt from increasing numbers of competing producers, substitute materials, customers, and regulators. As a result, engineered mineral products are becoming more like manufactured ones in terms of cost structure, differentiation, and the importance of market driven, customer specific product development. Engineered mineral products are defined as those where the costs of refining and upgrading outweigh those of conventional mining activities (blasting, crushing, classification, haulage etc.), and where close control of physical and chemical parameters is required for customers' processing and manufacturing applications. This includes industrial minerals such as calcium carbonate, kaolin, mica, specialty oxides, talc, and some metal powders. It excludes most metals and bulk commodity materials such as gypsum, lime, sulfur, and soda ash. Engineered mineral products are utilized in common household goods, and are at the forefront of industrial materials engineering in plastics, ceramics, composites, glazes, coatings, and construction materials. As a group, they introduce interesting questions to the minerals firm. Advanced materials or basic? Diversify or specialize? What are the implications of advanced materials and for mineral markets, and most importantly, where can the producer look for long-term value, volume, and profits?

Jan 1, 1993

Mineral Sands - "An Industry for the Future"The mineral sands industry is matched only by the gold industry in relation to its current buoyancy. The strong demand for the various mineral sands products, creates a positive environment in which to review the technical and commercial factors affecting the future of this industry. This conference is clearly being held in the right place at the right time.My role today is to put forward a few ideas that may help Australia to assert its rightful role as a major downstream player in an industry which it has dominated for 25 years as a raw material supplier.

Jan 1, 1986

By J. A. E. Bell

"Inco has shifted part of its traditional extractive research effort at its J..Roy Gordon Research Laboratory in Mississauga toward new, value-added products. Most of the effort is being expended on new Ni powders for batteries and new Ni-coated products which will be produced in Inco's carbonyl nickel refineries. New products under development are Ni-coated powders, Ni-coated fibres and ultra-fine Ni powders. Other new products for advanced material applications include controlled expansion composites, NiGOLD strip, Thermal barrier coatings on Inco alloys, and plasma coatings.Research and Corporate Strategic ThrustsThe newest strategic thru st of the company is to increase the value of the primary metal products. These new products are to be in addition to any new alloys or downstream alloy fabrication.Historically Inco has had the highest research expenditures in the extractive metallurgy field in North America. This has resulted in many new processes including flash smelting , matte separation, fluid bed roasting, pressure carbonyl refining and cobalt electrowinning which have contributed to establishing Inco as the lowest cost nickel producer. The recession of the 1980s caused a restructuring of Inco research and corporate goals .As shown in Figure I, from 1975-1982, i.e. pre-recession, Inco spent around 33 million dollars per year on research. Some 48070 of that sum was spent in Corporate Laboratories in Sterling Forest in the United States and in the United Kingdom , mostly on alloy associated research. A further 10% was spent on alloy research at the alloy production facilities in Hunting- ton, West Virginia, and Birmingham and Hereford in the United Kingdom. On extractive research, 13% was spent by process technology groups at the plant s, 20% at the pilot plants in Port Colborne and 9% at the J. Roy Gordon Research laboratory.The relative research expenditures (Fig. 2) have decreased so that today they are at the same level as 1975-80. The research as a per cent of sales has been cut from 2.2% to 1.2% of normalized sales. A normalized sale price of $4.00/lb Ni was used in the 1988 figures. This was partly achieved by closing Corporate Laboratories. Most of the essential alloy research was moved to producing plants and total alloy research is now 27%.A new thrust initiated in the 80s was mining research which now accounts for 20% of research expenditures. Over a period of the past five years this research has doubled the mining productivity in Inco. The pilot plant expenditures have been cut in half. One entire research station at Port Colborne was converted into a platinum group metals intermediate refinery. The decrease in pilot plant expenditures has been compensated by full scale plant trials devoted to the S02 abatement program at Sudbury."

Jan 1, 1990

By Amila Sandaruwan Ratnayake, T. Dilmi. U. Wijewardhana, H. C. S. Subasinghe

The value addition potential of ilmenite was examined using several characterization techniques. Raw ilmenite is composed of 93.65 wt.% of FeOTiO2, 3.55 wt.% of SiO2, 1.22 wt.% of Al2O3, and the remainder being other minor oxides. Ilmenite and powdered carbonized coconut shells were mixed in the weight ratio of 4:1. A separate fraction of the same mixture was added with powdered seashells in the weight ratio of 4:1:0.5. Six fractions of each mixture were distinctly milled from 1 to 6 h in a planetary ball mill. XRD spectra (broadened and diminished reflections of ilmenite) and FTIR observations (Ti―O―Cbonding) of milled samples indicate the possible incorporation of carbon into the ilmenite structure. Any clues of an occurrence of new rutile peaks were not observed in XRD spectra of milled samples. Consequently, the carbothermic reduction has not been initiated during mechanical activation. In this case, samples powdered for 6 h in a mill were isothermally annealed for 2 h under normal airflow at temperatures of 800 °C, 1000 °C, and 1200 °C, respectively. According to the X-ray diffractograms, the annealing temperatures of 1000 °C and 1200 °C exhibited almost similar trends with rutile (R), pseudobrookite (PB) and elemental iron (F), and a very few ilmenite (I) peaks. Consequently, 6 h of milling and 1000 °C annealing were concluded as the optimum conditions for the carbothermic reduction. Moreover, this study indicated seashells as a potential rate raiser for the carbothermic reduction of ilmenite at 800 °C. Therefore, this process is applicable to upgrade ilmenite into a mixture of synthetic rutile and elemental iron.

Mar 29, 2021

By Charles L. Kimbell

For 1991, the aggregate value of world international export trade in mineral commodities was roughly estimated at $685 billion in current 1991 dollars. The estimated level was about 6 % higher than that for 1990, but still more than 3 % below the record high set in 1980, and the year was the fifth in a row in which the value of exported minerals advanced. Table 8 provides a data series for the estimated value of world export trade in all mineral commodities from 1979 through 1991, as well as a breakdown of this total into fuel and non fuel commodities. The data shown are based on the historically more traditional and realistic (from the viewpoint of data availability) practice of reporting trade values for the year before the year of review. Despite the considerable increase in the dollar value of mineral commodity exports, their share of total export merchandise trade declined to 19.1 % in 1990 from 19.7% in 1989. At 19.1 %, this share was very near the recent year record low of 19.0% reached in 1988. Comparable 1991 figures were not available in time for inclusion here, but it is expected that the mineral commodity share of the total will be little altered from that of 1990.

Jan 1, 1993

By Ivette E. Torres

Table 8 provides data for the estimated value of world export trade of all mineral commodities from 1980 through 1991. It also provides a breakdown of the total into mineral fuels and non fuel minerals. These data have been developed from UN export trade data presented in table 9. The percent distribution and growth of the value of world export by major commodity groups are presented in tables 9, 10, and 11, respectively. In terms of industrial minerals (nonmetals), data in tables 10 and 11 include crude industrial minerals only, while table 8 includes an estimate for other industrial minerals. The 1991 estimates that appeared in the 1991 issues of this publication have been revised. It is typical for this section to review the year prior to the year of review because of the unavailability of data at the time of publication. The aggregated value of export trade in mineral commodities for 1992 was not available at the time of publication. The total value of nonfuel and fuel mineral exports for 1991 was about $616 billion in current (1991) dollars. The value of mineral fuel export trade accounted for about 53 % of the total mineral export trade. In 1980, the contribution of mineral fuel to the value of mineral commodity export trade had been almost 68%. The 1991 world mineral commodity export trade represents a 5.3% decrease (table 8) from that of 1990. The largest decrease was attributed to the decrease of export trade of fuel minerals (5%). The value of non fuel mineral export trade decreased by 4 %. Because the value export trade of all commodities increased by 1.2 %, the share of mineral commodities decreased from 19.2 % to 17.9 % of the total.

Jan 1, 1994

By M. H. Moys, J. A. Finch, A. R. Laplante

"A detailed review of ball milling circuit control practices in industry has been carried out. Based on fundamental process performance objectives, a standard system for base-level control of most ball mill installations is presented. This system is simple, inexpensive, and provides the major economic benefits available from contemporary automatic control technology.Value Analysis of Grinding OperationsValue analysis (or engineering, or management), originally developed by Lawrence D. Miles of the General Electric Company (1), focuses on the identification of value (product or process worth versus cost) and provides a systematic procedure for its improvement. A recent research and development project involving the application of the principles of value engineering to grinding operations has provided a basic technoeconomic model of grinding processes (2). The functional objectives of the ball milling process and the means to achieve value based grinding circuit control originate from this study.The Need for Grinding Circuit ControlThe economic effectiveness of a process is determined by the quality or value of the product and the related processing costs. If the inputs (both the raw feed and the applied processing work) are absolutely constant, the product characteristics and the process efficiency will be determined only by the engineering design. The need for and degree of process control is therefore determined by the nature of variations or upsets in the process inputs, and the extent to which these effect product value and operating costs."

Jan 1, 1988

By Orica

Unlicking the Possibilities ISEE Digital Detonator Workshop New Orleans, LA Wednesday, February 4, 2004

Jan 1, 2004

By C. Lumley

The management of the Anglo Platinum (AP) mining technical systems (MTS) embarked upon a process of defining the strategy for the MTS department. The newly established department forms part of the greater Group Information Technology (IT). The strategic process took place within an environment that had witnessed a dramatic proliferation of IT implementations across the group within the last three years. The IT department has been structured in terms of the classical plan, build and run functions with the applications and integration streams running perpendicular across these three functions. The application stream is divided into commercial and mining technical systems with business systems integration the third stream. The mining technical systems department supports mine management to effectively gather, analyse and disseminate data relating to the ore reserve by integrating a number of strategically selected IT applications to ensure that the safety, legal and operational requirements are met. This service to business is rendered by management of a strategic outsource partner via tightly controlled service level agreements (SLAs). The framework used for creating a mining technical systems department that is empowered to add value to business was formulated using the AP value chain as both the starting point and guiding process to ensure alignment to the greater internal strategy of the business. Keywords: Platinum, Mine planning, Mining technical systems, Value chain.

Jan 1, 2003

By E. Turner

This is the 3rd Paper in a series by this author, the first two being published at the two previous International Conferences. Since the Aachen Conference, Rio Tinto has carried out an extensive benchmarking exercise to see how we are positioned with respect to other leading companies (in our sector and other sectors of major economic importance). We need to be sure that Rio Tinto is at the forefront of best practises in Sustainable Development (SD) and is using the most effective tools and methods. This paper will present key findings from this work. Rio Tinto Minerals, working as representatives of IMA-Europe was a leading contributor to the European Commission DG Enterprise Voluntary Reporting Scheme for SD Indicators in the Non-Energy Extractive Industry. In Rio Tinto Minerals we have been using these SDIs in the management of our business and the paper will report on how they contribute to the management of our business and the paper will report on how they contribute to business value in: deepening customer relationships, eco-efficiency of operations, land use planning and permitting for new and expanding facilities, community relations, policy engagement with government authorities and strengthening the bond between the company and employees. We continue to support the Voluntary SDI Reporting Scheme, considering it to be important in the expanding EU and as a model for other regions globally. For example we have ore suppliers in developing countries and we use these SDIs in assisting them to better their performance, for we have an obligation to use our influence for continuous improvement. The paper will describe this work. Over the last 12 months our company has created a new Industrial Minerals unit called Rio Tinto Minerals which brings together all the borates, talc and salt operations, R&D, marketing, sales and customer care worldwide. The paper will present also the new Sustainability Policy of Rio Tinto Minerals.

Jan 1, 2007

By P. J. Le Roux

"Mining companies are under constant pressure to reduce their cost structures to sustain profitability. In mines using an open stoping mining method, dilution often has a significant effect on profitability. At Target mine in South Africa, dilution in some open stopes was found to exceed 10%, falls of ground being a major contributor to the problem. This dilution can reduce the recovered grade from 5.5 to 4.5 g/t, resulting in a potential loss of about R21 million per month based on a gold price of R240 000 per kilogram. In addition to the cost of dilution, the cost of damage to, or loss of, trackless equipment as a direct result of falls of ground in open stopes is significant. Other associated costs include transport, hoisting, secondary blasting, milling, and plant treatment of waste material. Stable open stopes are essential in order to reduce falls of ground. Back-analyses of stope instability at Target mine have indicated that conventional rock mass failure criteria are unsuitable for stope design. An alternative strain-based criterion has been developed, and has proved to be very successful, allowing the stability of open stopes to be calculated reliably. Since its implementation in 2010, dilution and equipment damage have decreased markedly, creating value for the mine. IntroductionMines that make use of an open stoping mining method aim to extract only the ore, leaving the waste behind. Many orebodies have well-defined boundaries between the ore and the waste rock. In such orebodies, the introduction of waste into the ore due to overbreak dilutes the grade. In massive disseminated orebodies, dilution is less problematic. Overblasting, falls of ground, or other causes may result in dilution. A study undertaken in Canada (Pakalnis et al., 1995) found that approximately 51% of all underground metal mines utilized open stoping mining methods and, from surveys conducted at these mines, open stoping operations experienced dilutions of up to 20%, and occasionally more. Dilution of this magnitude has a significant economic impact on any mining venture. Research carried out in Australia by Capes (2009) came to the same conclusion."

Jan 1, 2017

By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By J. M. Garcia

This paper highlights several management practices from the oil and gas industry to support the proposition that financial performance in the finite, non-renewable resource business relates more to upstream rather than downstream activities. Based on the analysis of nine oil and gas companies, this study supports a previous study involving fourteen mining companies that showed reserves growth is one of the main levers of value creation in mining. Interestingly, this study also finds that the oil and gas industry has been historically more profitable than mining. The reason, it is argued, is that oil and gas companies count on management practices that focus primarily on the upstream segments of the business, compared to the traditional downstream focus of mining. This paper delves into these ideas to conclude that what mining may need to improve its competitive advantage is a new organizational framework. Another conclusion is that the upstream management focus is vital not only for strategy formulation in the resource business, but also for policy formulation in economies based on the export of finite, non-renewable resources.

Jan 1, 2011

By William S. Brack

The mining industry is very capital intensive. Competition for shareholder investment has never been greater. Among our challenges is the need to meet shareholder expectations (return on investment), and one area of focus lies in our ability to deliver value on our capital investments. Our ability to meet project expectations affects not only the economics associated with the immediate project but also directly influences our ability to finance future projects. Moreover, our ability as individual companies to attract investor capital is influenced by how we have done overall as an industry, and our industry track record has not been that stellar. With safety, scope, cost, schedule, and quality as guiding principles, our project managers today must address high expectations on every project. This paper examines some items that should be on today's project management checklist. PROJECT ENGINEERING Herbert Hoover, himself a mining engineer, said Engineering is a great profession. There is the fascination of watching a figment of the imagination emerge through the aid of science to a plan on paper. Then it moves to realization in stone or metal or energy. Then it brings jobs and homes to men. Then it elevates the standards of living and adds to the comforts of life. That is the engineer's high privilege.

Jan 1, 2004

By S Cossfo Torres

Minera PenmontÆs gold mine, La Herradura, is located at the northwestern Mexican state of Sonora and consists of an open pit mine and heap leaching facility for the recovery of gold. The production began in July 1998, and today La Herradura produces about 200 000 oz of gold per year. Standard sampling and assaying protocols were established during exploration based on heterogeneity tests. However, at deeper zones of the pit, coarse gold became evident and it was necessary to develop a new sampling protocol in order to minimise the fundamental error and improve the metallurgical accounting. This new sampling protocol requires cyanide leaching the whole pulverised sample from the blasthole, assaying pregnant solution and fire assaying 50 g of tailings. A sampling study was performed on 195 blasthole samples analysing gold under the standard and new protocols. The new protocol demonstrated that the original one underestimated gold grade by approximately 27 per cent, with impacts on ore misclassification and metallurgical accounting. According to the ore grade control system, mineral with gold grade above 0.35 g/t was sent to the leach pad and mineral with lower grade was classified as waste. Based on the sampling study, it was decided to classify a low-grade ore with gold assay between 0.20 and 0.35 g/t which was stored for future treatment under better gold prices or should mine production decrease. These two conditions were present during 2005 and 2006, when about 3.5 Mt of low-grade ore were leached.

Jan 1, 2008

The OptiPit® software program is developed based on expertise gained at the Colorado School of Mines (CSM) using Mixed Integer Linear Programming (MILP) techniques. This program has been developed to satisfy the need in the mining industry for a multi-time period schedule and cutoff grade optimization tool that handles large scale open pit and underground mining operations involving many dumps, stockpiles, complex processing options and blending requirements. The current software (or earlier development versions) has been beta tested and used on various large scale projects within Placer Dome Inc., Newmont Mining Corporation, and Phelps Dodge Corporation since 2003. Through the use of this software, these companies experienced additional value creation by optimizing mine sequences, cutoff grades, material process flows and stockpiles under complex operational and processing constraints. This paper will present simple case study results to demonstrate the power of OptiPit® when used as a cutoff grade optimization tool. Furthermore, the paper will show, by example, how significant the difference in the Net Present Value (NPV) of a given project can be, depending on whether results are obtained by way of cutoff grade optimization using OptiPit®, or by using traditional breakeven cutoff grade approach.

Jan 1, 2007

By M. A. Vergara, J. A. Botín

"The decline of the “super cycle” has placed an end to a decade of production-focused strategies, with operating cost growing at rates higher than production. Today, the sector is placed on a tough ride and forced to shift focus to cash preservation and efficient cost management. However, most cost management systems in the minerals industry are not conceived as value driving tools but to meet financial accounting and reporting needs. This research draws from a the development of an innovative cost management methodology that applies Activity-Based Bottom-Up cost budgeting and continuous improvement tools to develop a value-driven cost management system for sustainable improvement of operational efficiency and cost reduction. The methodology was successfully tested in the Andina underground mine III Panel sector of Corporation del Cobre (CODELCO), in Chile. INTRODUCTION Cost management is fundamental to profitability of any industrial project. Even more essential in mining, an industry that deals with commodities, which prices are dictated by the market and are beyond the management capacity of the company. The end of the mining “super cycle” and the advent in 2008 of the Global Financial Crisis (GFC), placed an end to a decade of production focused strategies, with operating cost growing at rates higher than production. The sector was placed on a tough ride and forced to shift focus to cash preservation and efficient cost management. Many mining companies have seen themselves into the urgent need of cost management systems capable of achieving sustainable productivity gains and consistent profitability. Cost management is composed of three main processes: estimation, budgeting and control [1]. A number of conventional techniques have been used for cost estimation and budgeting for many years. However, most cost control systems in the minerals industry cannot be referred to as “cost management” since they are conceived to fulfil accounting and reporting needs, rather than to improve operational efficiency [2]. In general, conventional cost budgeting and control systems in mining use a “top-down” methodology, which lacks of necessary details, and fail as a management tool leading to undesirable results [3]."

Jan 1, 2016

By M J. Van Der Merwe

The mining industry is facing a serious skills resource shortage, growing commodity demand and cyclical prices. This makes focus and allocation of resources in the early stages of project development very important. To assist with these six key elements in the project prioritization process is proposed, namely: 1) Define the project vision, objectives and business case, 2) Determine the potential show stoppers, 3) Determine the key value drivers, 4) Track changes and provide regular feedback, 5) Evaluate the alternatives and, 6) Ensure proper gate management governance at the decision point. Incorporating these elements in the project development process will assist in resource allocation and focus on the high value aspects of projects and alternatives during the early stages of the project development lifecycle. Keywords: Resource allocation and focus, vision, show stoppers, value drivers, project prioritization, linear programming, business case modelling, management decision.

Jan 1, 2008

By Elizabeth M. Smith

The kcICON design-build project in Kansas City, Missouri includes widening the existing roadway, improving interchanges and grade separation bridges, and replacing the Missouri River Bridge. The Missouri Department of Transportation (MoDOT) typically utilizes steel H-piles and steel pipe piles as driven pile support for bridges. After bidding the kcICON project, the cost of steel rose significantly and the design-build contractor used an innovative approach to reduce foundation costs without significantly affecting the project schedule. The kcICON team conducted a value engineering evaluation of alternative foundation types for use at four grade separation structures. The result of the value engineering evaluation was selection of precast, pre-stressed concrete (PPC) piles as the preferred foundation alternative. Terracon developed a test program to evaluate the performance, capacity, and suitability of PPC piles at the site using a PDA and CAPWAP analyses. This paper presents the value engineering design, rationale for selection of PPC piles, results of the pile test program, and findings during production pile driving. The collaborative approach to the project by MoDOT and the kcICON team, combined with testing and a site-specific design approach, resulted in substantial savings for the design-build contractor.

Jan 1, 2009