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By H. E. James

Much has been said and written about the need to reduce South Africa's dependence on gold. To compensate for the decline in the country's foreign-exchange earnings resulting from the phasing out of gold, which must inevitably occur at some future date, a far higher priority will have to be placed on the mining, beneficiation, and export of the 59 other mineral commodities produced in South Africa. The basic strategy of the mining and metallurgical industries should be to move from the traditional approach of establishing a resource base to the establishment of a market base; to turn from production orientation to market orientation; and to rely less on exploration and economies of scale and more on process innovation and product development. The enthusiasm, entrepreneurial spirit, and commitment of the leaders in the mining and metallurgical industry will clearly be of decisive importance in the establishment of new industries for the beneficiation and export of added-value mineral-based products. The State can make a significant contribution by the provision of a welldeveloped and efficient infrastructure, including rail and harbour facilities, communications and health services, roads, and of electricity and water supplies. In our search for a new development strategy for the beneficiation and export of South Africa's minerals, we need to recognize that no one nation has all the mineralresources that it needs. Commercial and strategic manipulation of mineral supplies should no longer be tolerated. The future of the human species lies in international cooperation and in a greater understanding of the limitations of the world we live in.

Jan 1, 1985

By E. H. Christiansen

The most valuable gem- quality red beryl comes from the Wah Wah Mountains of south-western Utah (Fig. 1). Red beryl occurs as a secondary mineral in topaz rhyolite. Marketable crystals from the Wah Wah Mountains have been produced from the Violet Mine, operated on a limited scale since 1976 under the ownership of the Harris family of Delta, UT. From 1989 to 1995, production from the mine amounted to more than $3 million with an inventory of several million dollars of unsold gems (Harris, 1995). In 1994, Kennecott Exploration leased the mine and surrounding claims to determine reserves and feasibility of gem recovery. Mining and exploration activity are continuing. Previous work on red beryl has dealt mainly with crystallographic, chemical and optical properties of the crystals (Shigley and Foord, 1984) with only general descriptions of the geology (Ream, 1979). However, the conditions needed for formation of red beryl have not been well constrained. It is generally proposed that beryl originates by precipitation in fractures and vugs from high-temperature gases as they are released from slowly cooled rhyolite lava. Dozens of topaz rhyolite flows and domes, similar in composition to the beryl-bearing flow in the Wah Wah Mountains, occur across the western United States (Christiansen et al., 1986). All of these flows devitrified to form vapor-phase topaz and locally other vapor-phase minerals such as bixbyite, garnet, hematite, pseudo-broo- kite and fluorite. But the occurrence of beryl is rare. Even within the rhyolite flow that hosts the red beryl, the productive open pits comprise only a small fraction of the surface area of the flow. Apparently, the conditions that favor the formation of red beryl are rarely achieved. Geologic setting The rhyolite flow that hosts the red beryl deposit lies along the eastern flank of the Wah Wah Mountains (Fig. 1). Prevolcanic rocks consist of Proterozoic, Paleozoic and Mesozoic sedimentary rocks that were folded and thrust to the east during the Sevier orogeny. Cenozoic volcanism began about 34 Ma. It consisted mostly of large volume dacitic ash flows and lesser volumes of low- silica rhyolite and andesitic lava flows. Beginning about 23 Ma, the style and composition of volcanism changed to smaller-volume, ash-flow and dome-forming eruptions of high-silica rhyolite and trachyandesitic lava. These rocks form the Blawn Formation of which the beryl-bearing rhyolite is one member (Best et al., 1987). Abbott et al. (1983) reported a K-Ar age of 22.1 + 0.8 Ma for this flow. It is probably the oldest topaz rhyolite flow in the Wah Wah Mountains. A subsequent episode (12 to 13 Ma) of bimodal magmatism produced the Steamboat Mountain Formation. The rhyolitic part of that is locally topaz-bearing. Displacement on the late Cenozoic extensional faults that formed the north-trending mountain ranges began about 22 Ma. Geology of the Violet Mine The rhyolite that hosts the red beryl deposit is part of a flowldome complex that overlies nonwelded tuff of cogenetic origin. This rhyolite is exposed over an area of about 9 km2 (3.5 sq miles) (Fig. 1). An unknown additional portion of the rhyolite is concealed beneath younger mafic lavas and sediments.

Jan 1, 1997

By Louise Grondin

Laronde Mine has been working for a number of years to identify substances that could contribute to process water toxicity and to find an effective way of removing these contaminants from the water. Initial studies have identified ammonia, nitrite, cyanide, thiocyanate, cyanate, dissolved organic carbon, copper and zinc as potential toxicants. Bench-scale tests were carried out with Lakefield Research to find a water treatment process that could effectively remove the suspected toxicants. Nine treatment processes were evaluated: 1) granular activated carbon (GAC) filtration followed by zeolite, 2) zeolite filtration followed by GAC filtration, 3) aeration followed by GAC filtration, 4) multi-stage GAC filtration, 5) chlorination followed by dechlorination, 6) addition of clay based polymer, 7) treatment with peroxide and ultra-violet light, 8) bulk addition of GAC and zeolite powder, 9) treatment with bacteria. This article presents a summary of the test results and of the problems associated with the evaluation of technologies for the treatment of toxicity.

Nov 1, 2002

EDWIN M. CHANCE (communication to the Secretary?).-The subject of miners' lamps. has long interested me and it would seem that the thought that has been given to it by the Bureau of Mines, and the users

Jan 6, 1917

By Christopher A. Jacobs

Project managers aim to maximise the NPV of their projects, but don't always appreciate the relationship between mine throughput, project value and the discount rate being used to evaluate their projects. Rate of production or throughput is perhaps one of the most crucial decisions a project manager must make, but if this choice is made arbitrarily, much effort may be spent on a feasibility study that does not optimise project value. The timing of the study in relation to the stage of exploration is examined and simple techniques are presented that project engineers and managers can use to home in on a production rate which will give their project the greatest chance of success.

May 1, 2006

By J. S. Stacbulak

"The main ventilation design features adopted at Inco to safeguard personnel against the effects of fires are described in this paper. Measures taken to prevent and detect fires due to spontaneous combustion, and fires involving conveyor belts, are described in detail.IntroductionConsidering the over-all picture of present-day mining operations, the expenditure required to provide a proper system of mine ventilation and fife control should be regarded as a sound investment that will pay back in increased mining efficiency, improved safety, health, and morale of the miners.Mine ventilation control and mine fife detection and fighting are inseparable, because a ventilation system can spread deadly products of combustion just as efficiently as it does life-sustaining oxygen. Therefore, the possibility of a mine fife occurring is of particular concern.The flirt objective is to prevent a fife. The second objective is to design the ventilation system so that a positive fresh air supply can be ensured on each main level regardless of the location of the fife. The third objective is to be able to detect the fife at an early stage and to extinguish it before it can develop into a major fife.Accordingly, at Inco, very extensive measures are taken to prevent fires and to locate, isolate and extinguish them rapidly. To obtain an early warning, it is not sufficient to know that a fife has started, but it is also necessary to know where the fife is burning."

Jan 1, 1994

By L. Dr. Edeleanu

CRUDE petroleum is a mixture of various groups of hydrocarbons and some bodies containing oxygen or sulphur. These constituents possess properties differing considerably one from another and the proportion in which they are contained in the crude oils is also very different. Owing to this complicated composition the practical use of crude petroleum is much restricted. For example it is sometimes used as a liquid fuel. But its employment in this way is uneconomical because various valuable qualities of the individual constituents are not made use of. The rational utilization of petroleum can only be accomplished if the various groups of hydrocarbons are separated. The mixture of hydro-carbons present in the crude oil must be split up in such a way that the hydrocarbons are divided into various groups having certain predominant characteristics and uses. To accomplish such a separation is the aim of the technical refining of petroleum. ORDINARY REFINING BY DISTILLATION AND CHEMICAL TREATMENT Hitherto this has been accomplished by two processes, namely, fractional distillation and chemical treatment of the distillates obtained. Distillation Process The process of distillation consists in the separation of the constituents of petroleum into various fractions, the boiling points of which lie within certain defined limits. The fractions so separated possess certain special qualities in common, which enable them to be applied for specific purposes in practice. For example, we have the fractions known as benzene, illuminating oils, heavy oils, lubricating oils, etc.

Jan 9, 1914

By J. L. Collins

"Une recherche debutee en 1987 tente de cerner divers éléments ayant un impact sur la productivite miniére, de facon à améliorer la planification des operations souterraines. II a été possible de recueillir jusqu'à trente variables dans sept opérations minières differentes du Nord-Ouest québécois. Cette présentation rend compte de quelques résultats préliminaires obtenus à l’une d'entre elle. Entre autres, elle montre comment une association entre une analyse de régression multiple et un logiciel d'optimisation (OPTIMUL) peut servir à une application particulière de la planification d'une opération minière du Québec. Plus spécifiquement, la présentation montre comment une quantité appropriée de ANFO et de TOVEX peut maximiser la quantilé de minerai cassé, minimiser les couts de sautage ou encore minimiser les coûts d'explosifs par tonne de roche cassée, en se basant sur une série de contraintes réalistes provenant de la mine.ABSTRACTA study, underway since 1987, tries to evaluate factors affecting mines' productivity. Information has been collected from seven underground mines in Quebec and this paper shows preliminary results from one. In particular, it shows how a combination of multiple regression analysis, mathematical programming and a set of realistic mine constraints can be used for a particular application of mine planning. More specifically, the paper shows a parallel between maximizing production of tons of broken are, minimizing explosives costs or minimizing the costs of explosives per ton of broken are by an appropriate selection of ANFO and TOVEX quantity of explosives. Finally, the paper shows that minimizing the costs of explosives per ton of broken are is the best alternative to follow providing a special optimization program can be set up."

Jan 1, 1990

By T. McDonald

Test work indicated and plant operation has since confirmed that SAG milling is a viable option for INCO's Sudbury Operation milling rationalization project only if pebble crushing is included in the SAG/ball mill circuit. Throughput increases more than fifty percent with pebble crushing incorporated into the comminution process. The finer product of high speed pebble crushing provides further energy savings. The unconventional approach of pumping the pebble crusher product, while simplifying plant layout, has produced challenging wear problems.

Jan 1, 1992

By A. L. Holley

THIS process is performed in the Pernot puddling furnace; it removes from 75 to 80 per cent. of the phosphorus, most of the sulphur, and practically all the silicon, from crude iron, in from five to eight minutes. It has been in regular use since March, 1877, and has prod uced over seventeen thousand tons of washed metal for the open-hearth furnace. During two years, nearly all, and lately, all the open-hearth steel produced in these works has been made from about 5 tons of washed pig and 2 tons of scrap per open-hearth furnace heat. There are 12 open-hearth furnaces, of which 4 to 9 are running, according to the state of orders. A large amount of highly phosphoric iron from France and Belgium has been also washed and then puddled for parties who have taken, or are expected to take, licenses. The washing of pig for puddling, however, is not a practice at Krupp's works, because pure pigs are nearly as cheap as impure ones. The author and his assistant, Mr. Laureau, spent, during the last month, three days at Krupp's works, examining this process. They copied out of the office books characteristic analyses and physical tests, some of which are given herewith. They also brought hone many samples of pig, cleaned metal, puddle bar, and steel, which they saw treated. Analyses of some of these samples appear in Table IV. As there are no blast furnaces at Essen, the iron is melted in two Bessemer cupolas with fore-hearths; they melt 12g pounds of iron with 1 pound of coke. The metal is run by a spout from the fore-hearth into an opening at the side of the main door of the washing-furnace. The Washing furnace.-This is a regenerative gas furnace. It has a Pernot revolving-hearth of 12 feet external diameter and 3 feet depth. (See Plate.) The four regenerator chambers have 780 cubic feet capacity, which is about the same as the average regenerator capacity of open-hearth steel furnaces of equal tonnage. The lining is 13 inches thick on the sides and 9 inches on the bottom, thus giving a hearth 9 feet 10 inches by 2 feet 3 inches deep. The lining is composed of lumps of highly refractory ores

Jan 1, 1880

Many mining companies aim to integrate sustainability principles into their new projects. There is an intention for improvement, but frequently this results in little more than 'business as usual' projects that retrospectively categorise controls for environmental and social risks as sustainability initiatives as part of a public relations exercise. The successful implementation of sustainability requires a change of mind-set and behaviours at an organisational and personal level. In addition, sustainability incorporates a very wide range of interests and technical disciplines. One of the key challenges is in understanding how and when to pull these diverse threads together within a project or organisational process. This paper will explore a number of themes: What does it mean to implement a project in accordance with sustainability principles? How far beyond 'business as usual' is it reasonable to go, and what is the business case for this? Why do the intentions for sustainability sometimes fail and how can we prevent this happening in future? People are instrumental in delivering sustainability; how do we embed sustainability thinking into their behaviours and decision-making? The approaches that have been taken to integrating sustainability in design; what has and has not worked and some of the barriers to integrating sustainability into design? The authors will discuss these themes drawing on case studies from URS' experience in integrating sustainability into large projects. The authors will discuss the need for: a strategic approach which provides a simple framework for tactical decision-making and the consequences of taking tactical decisions in the absence of this framework, alignment of the project team and promotion of a culture of innovation, a shift from a risk/compliance mentality to an opportunity identification mindset, and a systematic approach to integrating sustainability into project design processes.

Jun 1, 2010

By Arthur Mitchell

POSSIBLY in no other of the non-ferrous mining districts of this country has the use and develop-ment of mechanical loaders been carried to such an extent as in the "lead belt" of Southeast Missouri. It has become apparent to the four mining companies in the district that it is imperative to apply satisfactory mechanical methods to the chief remaining stage of the entire operations-mining, milling, smelting and refining-in which manual labor is still largely used to handle material in process. With increasing wages and with the reduction of the metal divisor by the extension of mining into lower-grade orebodies, the shoveling cost per ton of lead produced has become relatively so large that in an effort to reduce it there is ample justification for considerable capital expenditure. Hand shovelers load about 18 tons of ore per shift and the average grade is less than five per cent. lead. Further, the ore is relatively heavy, about 21 cu. ft. to the ton when broken, and is often so coarse and so closely compacted after shooting that it requires much more block-holing, sledging, and muscular effort to shovel than, for example, does the cherty and more granular ore of the Joplin district or the finer ore in the headings of a drift mine. No mining company desires to pay for mere back muscles if it be economically feasible to avoid it, and labor saving machinery should be susceptible of operation by older employees, who are no longer capable of the more strenuous manual occupations.

Jan 4, 1923

It is a sad commentary on human nature that for every successful, unscrupulous entrepreneur you need a multitude of incautious, greedy investors. One wonders whether is will be ever possible to completely protect investors from their reckless gambling instincts, which are so widely encouraged elsewhere in society.

Jan 1, 1989

By D Horacek, I K. Sheppard

Ok Tedi is in a period of transition. By 2008 mill feed will consist of higher levels of high-grade but metallurgically challenging skarn ores. Additionally, the Taranaki pit will start production in 2008 along with the start-up of a new pyrite concentrator. Taranaki ores are very high in sulfur. Sulfur is captured in a pyrite concentrate prior to tailing entering the Ok Tedi River. These and other complex scheduling issues will need to be resolved over a critical three-year period. With these requirements in mind, Ok Tedi contracted AMC Consultants to develop a custom version of the Life of Business Optimisation System (LOBOS¬) to assist medium-term production scheduling at Ok Tedi. LOBOS utilities enable Ok Tedi planning engineers to:import polygon-based reserve data (Blast Masters) from MineSightÆs Interactive Planning Tools (IP Tools); graphically construct block sequencing and material flow constraints; edit constraints defining standard scheduling, processing and financial relationships; define dump and stockpile attributes; and assign capacities to production systems, plants, dumps and stockpiles. LOBOS converts Ok TediÆs production scenario into a mixed integer program (MIP) and submits the resulting model to IlogÆs Cplex MIP Solver. The Solver seeks an optimal production schedule that maximises net revenue per mill hour while meeting all constraints. This paper introduces Ok Tedi and its production requirements and relates these requirements to the facilities developed for an Ok Tedi version of LOBOS.

Jan 1, 2007

By Cliff Holloway

The past year has been difficult for Canada's primary industries. The mining, oil and forestry industries have been hit by low prices and a reduced demand for natural resources. Foreign competition, militant environmentalists, the breakdown of the Asian and European economies and Canada's shrinking dollar have all put additional pressures on the commodity purchaser to buy smarter. It is easy to appreciate why operations and maintenance supervisors want the best performing product. It makes good sense. The challenge is to source that quality product while staying within the budget. The bottom line (price), however, often becomes the control- ling factor, usually at the expense of quality and performance. This is short-term thinking, often with expensive consequences.

Jan 1, 1999

By Eugene Guccione

The US mining industry today is fighting for its existence. We are plagued by the shortage of materials, of equipment, of fuels, of capital, of manpower. If we solve those shortages, we are then frustrated in our attempts to open a new mine or, perish the thought, a new smelter. If we manage to make a profit, demagogues will accuse us of stealing from consumers; and, if we do not make a profit and have to shut down, the same demagogues will accuse us of creating unemployment. Meanwhile, in every aspect of our business - from research, exploration and development, to production, marketing and selling - we are hindered in every way by the bipartisan mismanagement and crippling controls of a government bureaucracy gone amok. We are fighting a war on every front. Some of you realize that ours is a war of ideas. In order to win, our industry must make its ideas heard. But to be heard, we must have something to say - which means: we must know our case logically and consistently, all the way down to essential principles. A principle is a primary truth applicable to a great number of instances. A principle is like a road map: it shows you all the possible alternatives for getting from where you are to where you want to go. Although practically everybody recognizes the usefulness of a map and the need to consult it to find the best way' to get from one city to another, most people are not as careful in charting the course of their life, or the course of their industry, or the course of their nation. And so they act blindly, at random, by the whim of the moment, and get nowhere fast.

Jan 1, 1975

By Robert T. DeGavre

INTRODUCTION The $645 million financing for Inco Ltd's Soroako nickel project in Indonesia not only represents a significant human achievement but also there are certain important lessons that can be derived from Inco's experience in financing the project. The paper will not present a technical assessment of the project since Inco Ltd. submitted a series of papers on this subject at the international Laterite Symposium as part of the 108th Annual Meeting of the AIME in February 1979. BRIEF HISTORY OF THE SOROAKO PROJECT Table 1 summarizes the milestones achieved in the Soroako project and its financing. Exploration Phase A contract of Work was signed on July 27, 1968 by the Republic of Indonesia and F.T. International Nickel Indonesia (P.T. Inco) covering an extensive area of over 25,000 square miles on the two southeastern arms of the island of Sulawesi. The Contract provides that P.T. Inco has the sole responsibility for financing the project and determining the terms on which the financing should be obtained, that P.T. Inco has the right to receive and hold outside of Indonesia foreign exchange revenues and to freely dispose of such revenues, and that Indonesians have the right to purchase up to 20% of the equity of P.T. Inco over a period following start of production. P.T. Inco began field investigations in the Contract Area in August 1968. Preliminary reconnaissance sampling with portable drills broadly outlined areas of favorable laterite terrain which were then systematically sampled on surveyed grids. By early 1971 sufficient exploration work had been completed to indicate that the laterite deposits near Soroako could sustain a major nickel-producing plant (figure 1). Pilot plant studies in 1970 and 1971 at Inco's research station in Port Colborne, Ontario, using two bulk samples of Soroako ore material, also confirmed that the ore could be upgraded and treated for the recovery of its metal values. Feasibility Phase Encouraged by the results of its exploration program and pilot-plant work, Inco Ltd. commissioned Toyo Engineering Company of Japan in August 1971 to prepare a capital cost estimate for a relatively small nickel project called "Stage I". Stage I was to be a single-line pyrometallurqical process plant with an annual capacity of approximately 15,000 metric tons of nickel contained in 75% nickel sulphide matte (see Figure 2). Electric power was to be supplied by a thermal power station. It is important to recognize that Inco's strategy was to develop the Soroako ore deposits in several stages: first, construct a small project to gain experience and to reduce the initial capital outlay and then later expand in one or more steps to a much larger project to achieve maximum economies. The strategy reflected both Inco's financial position in 1971 as its sales and earning dropped sharply and the difficulties previously experienced by Inco in trying to launch in the late 1960's very large "greenfield" nickel projects in New Caledonia and Guatemala. Toyo's Project Development Study was completed. in January 1972. Based upon Toyo's cost estimate for physical facilities, Inco estimated the total capital cost of Stage I to be $115 million. For the next several months, Inco ran numerous in-house financial feasibility studies, using as inputs Toyo's cost estimate and the results of its exploration and pilot plant programs. In September 1972, Inco completed a project feasibility study which was based upon a capital cost estimate of $135 million. The feasibility study was immediately made available to potential partners and lenders. Partner Negotiations The Japanese nickel market had from the outset been central to Inco's planning for the Soroako project. That market had been growing dramatically at rates in excess of 20% per annum during the 1950's and 1960's. Japan had established, for rational security and other reasons, a domestic

Jan 1, 1985

By Marvin E. Lane

Viburnum, located in the foothills of the Ozarks in south-east Missouri, is the site of a modern lead mining and milling operation. Two mines are currently producing a total of 5,000 tons per day and a third mine is in the final development stage, with full production scheduled for late this year (1964). These mines will supply the tonnage required to keep the Viburnum mill operating at a full capacity of 7,000 tons per day for many years. The efficient underground mining operation is completely trackless. Drill jumbos are used to break the ore in a room and pillar method of mining. Transloaders, or St. Joe shovels, and trucks do the loading and hauling. The Viburnum mill has a world-wide reputation as a most efficient operation. This is due to the extensive use of automatic process controls, and labour saving materials handling facilities. Introduction THE St. Joseph Lead Co., has operated lead mines in southeast Missouri for 100 years. These operations have been confined largely to the area called the

Jan 1, 1964

By M. R. Carter

The Rochester Mining District is located some twenty-five miles NE of Lovelock, Nevada. The District was discovered and named in the 1860's by prospectors from Rochester, New York. For a number of years, they worked Rochester Canyon, sinking shafts and inclines and making open cuts. After reaching a depth of approximately eighty feet, the miners tapped an underground channel and were driven from these workings by a strong flow of water leaving pumps in the shaft and barely escaping with their lives. With the Rochester workings no longer accessible, the miners went to the southeast and established the Relief Mining District. About 1881, gold was found in the gravel at the mouth of American Canyon, to the east of Rochester. These placers were worked until 1895, first by the Americans who reportedly took out $1 000 000, and later by the Chinese who mined the gravel with great skill. It was estimated that the Chinese took out as much as $10 000 000.

Jan 1, 1987

By J. W. Holzenthaler

Teams continue to play a major role at the Phelps Dodge Mining Company El Paso Operations, especially during the present time of low copper prices. The El Paso Operations' teams have taken the initiative during this copper market downturn and have helped reduce operating costs significantly. Because of this, Phelps Dodge El Paso Operations has continued to grow within the team process by creating a total, non- exempt salaried workforce. In the last year alone, the El Paso Operations have implemented three major initiatives to accommodate the team process. The first was the creation of "guiding principles", a policies and procedures handbook. Second was the "zero and beyond" safety initiative. Third was team compensation. In addition, the Copper Products Company has now adopted a work-team environment, following the lead of the refinery.

Jan 1, 1999