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By Marcel Vallée

Frequently, costs overruns and defaults in mining project performance result in serious problems and headaches for all project participants and impact on corporate objectives, profits and image and, occasionally, lead to project failure. As mining professional s, we should be very concerned that, in a recent World Bank paper (Weber-Fahr, 2001), geological and technical risks were considered the most important ones facing mining projects. Whenever we manage to reduce or minimize these risks, we are in better position to overcome the environment-, market-, finance- and community-related ones. The causes of this situation seem rather systemic, as a fairly long list of industry problems with new pro jects has been described in industry papers in pas t and recent years. A brief review of industry problems with mining projects will be given first, followed by a review of the basics of the current Quality Management and Continuous Improvement perspectives that have evolved from earlier quality control and quality assurance systems and policies. Particular particular attention will be given to the work of W. E. Deming. As the system approach is an essential part of such policies, it will be described succinctly. Given that poor communications and interactions among geologists, mineral processors and mining engineers/operators ca n seriously affect project efficiency and profitability, these interrelated processes with in the mining systems will be analyzed and modelled and the impacts of such situations will be described through a number of anonymous case histories and examples. A synthesis of Dr Deming's management system, includ ing his Four teen P oints and System of Profound Knowledge, will be prese nted .

May 1, 2002

By Jean-Pierre Côté, Alexandre Noiseux

"Hatch and ArcelorMittal Mines Canada have combined their expertise to develop a dynamic model of the latter’s Iron Ore Pellet Plant in Quebec, Canada. This model was used to predict the benefits of different expansion projects, as well as asses the best implementation sequence.Two modelling tools were used: a discrete-event simulation software used to develop the dynamic model of the Pellet Plant and an in-house process simulator. The latter was based on operational data and known behavior of the process, and was calibrated with historical data gathered under different operating conditions.The results of the process simulator were used as input values for the dynamic model, which included all of the operation steps of the pelletizing process, from concentrate beneficiation to baking of the pellets. The model has been validated by assessing its capacity to represent adequately the operation of the plant during a 20-month operating period. It was able to reproduce the plant capacity within a precision of 1.2%.Simulated “what-if” scenarios allowed quantifying the production increase associated with the addition of new equipment such as ball mills or balling discs, implemented individually or in combination. Results revealed a potential 10% increase in the annual plant production by adding additional equipment in the two most limiting sectors of the plant, grinding and agglomeration. The simulation results made it possible to quantify the synergistic effect of two projects on plant throughput; the model showed that the combination of two projects resulted in a greater production increase than the sum of the same projects evaluated individually.Now that it has proven reliable, the simulation tool can readily be used by ArcelorMittal Mines Canada process engineers to perform simulations for equipment optimization, and to evaluate the impact of various operating parameters such as equipment availability and tonnage, product mix or concentrate quality. This work showed that a reliable model can be developed based on known parameters in combination with the proper integration of the process knowledge."

Jan 1, 2010

By D. Berkley

"The competitive pressure, the increasing energy costs and the environmental regulations impose substantial challenges to the definition of power plants serving industrial facilities. Primary mining and metallurgical facilities have even greater challenges because they are often located remotely, where the fuel supply can be a problem. The absence of a power grid imposes challenges on the reliability and quality of the electrical energy supply. In addition, the facilities usually require thermal energy too, not only electricity.This paper outlines these types of issues that have to be considered when defining a cogeneration plant integrated with a remotely located industrial facility. It is addressed to the “users” of cogeneration facilities rather than to “generators.” The focus is on analyzing various site-specific design considerations to prescreen the feasible cogeneration alternatives and minimize the number of options to be analyzed from the economics viewpoint. This approach could substantially reduce the engineering effort and schedule during the feasibility phase of the project.The front-end of the paper provides a basic understanding of cogeneration plants of various types to establish a common language. Subsequently, the paper outlines and analyzes specific issues that could be of help in the definition of cogeneration installations for remotely located industrial facilities, with a focus on mining and primary metallurgical plants"

Jan 1, 2003

By B. M. Monaghan

"The developments of the 1950s and 1960s have seen Canada become an international source of iron ore, trading in all geographical areas and hemispheres. Canada's production will significantly increase in the next decade. However, although the outlook is bright, iron ore producers cannot be complacent. Instead, we must weigh the factors that have brought about the development of the Canadian iron ore industry and examine the probable changes for the next decade that will affect its growth.Looking ahead in the 1970s, competition will be severe. Pressure on prices will continue as new sources of supply bid for long-term contracts and as steel producers continue to develop mines around the world. Rising costs will make these pressures more severe. We must balance the growth of the world's steel makers with the emergence of new supplies of iron ore. The iron ore industry is now part of a new era in which demand and supply are intermeshed, and the developments around the world are acting on the Canadian iron ore industry's future."

Jan 1, 1971

By Göran Bäckblom

The Swedish mining companies LKAB and Boliden, the equipment supplier Atlas Copco, the general contractor NCC and the specialist company Reflex joined forces in 2005 to advance the field of rock technology for the purpose of mining and underground construction. The creation of the company Rock Tech Centre is part of the strategy developed by the Swedish mining industry to strengthen co-operation with industry, academia and society. This paper outlines the current R&D strategies developed for the industry in general, discusses what focus areas are selected and provides some details on the current RTC project portfolio, especially faster and better drifting.

May 1, 2006

By P. Trudel, É. Cabot, L. Cabot

"A modular gold processing unit (MGPU) was designed, installed and operated over an eight-month period by RSW-Béroma at the Granada mine located near Rouyn-Noranda, Quebec. A description of the project geology, plant set up, as well as exploitation results, including productivity and profitability curves, are given for a small-scale mining operation in comparison with larger ones. IntroductionSmall-scale mining (SSM) is a widespread activity in Africa, Mexico, Central America and South America, where numerous small mineral deposits are exploited manually or by semimechanized methods. On the other hand, SSM is almost absent in Canada, where the mining industry traditionally exploits large deposits, using concentration plants with capacities of many thousands of tonnes per day. However, many small gold (and other metallic or industrial mineral) deposits are known in Canada. Their reserves are too small to justify the cost related to the construction of a standard mill and, if they are remote from a custom milling facility, they remain unexploited. With this in mind, RSW-Béroma has developed the modular gold processing unit (MGPU) that allows the profitable exploitation of small mineral deposits. The MGPU is the perfect tool for SSM and its main advantages are a much lower capital cost than a standard mill and its portability, which makes it easy to transport and reinstall on another site, once the exploitation of a small deposit is terminated. The denomination MGPU will be used hereafter in the text as it was primarily designed for gold deposits, although it must be kept in mind that this portable plant can be adapted to other mineral substances."

Jan 1, 2003

By C. H. Lee, K. Adham, D. Lemieux, J. P. Mai, A. M. S. Hussein, S. Francey

Copper concentrates contain an increasing amount of arsenic, as the older sources of cleaner ores are depleted. At the same time, the market-determined price penalties on arsenic rich concentrates are rising due to limited arsenic treatment capacity at smelters and increasingly stringent environmental emissions limits, necessitating arsenic removal from the copper concentrates. Heating the concentrate to about 700°C can remove significant amounts of arsenic (as elemental and/or sulfide); however, it is important to achieve that removal economically and with due consideration to post-roasting arsenic (toxic waste) treatment. A comparison is made among different roasting options (kilns, multi-hearths and fluid beds) to qualify their potential application to arsenic roasting of copper concentrates. Both direct and indirect methods of heating as well as inert, air and oxygen atmosphere options are considered. Technology comparisons are made with respect to the roaster’s operation, its off-gas treatment and arsenic stabilization. INTRODUCTION In the last twenty years, the arsenic content in globally produced copper concentrates have risen steadily due to the depletion of cleaner ores and the increase in complex concentrate production. Smelter contracts typically limit arsenic to less than 0.5wt%, with a penalty paid per unit of additional arsenic and other contaminants such as antimony. While penalties can vary, they can be on the order of $70/dry metric tonne of concentrate per 1% of arsenic. Strategies used by miners to avoid the price penalties have been to blend clean and complex concentrates, and to remove arsenic from complex concentrates to achieve smelter limits. Arsenic can be removed from copper concentrates by the heat-induced decomposition of the predominant enargite mineral (Cu3AsS4) at ~700°C. Roasting at such elevated temperature is a commercially proven option, but still suffers from process, cost and environmental challenges. After roasting, the released arsenic sulfide fumes can be separated from most of the entrained concentrate dust in cyclones. Then, the As2S3 laden off-gas can be oxidized to generate a still volatile oxide (As2O3), which can be further separated from the residual concentrate dust in a hot electrostatic separator. Next, the off-gas can be cooled with air or water, to either deposit the arsenic oxide in a dry or dissolved state. Dissolved arsenic acid can be oxidized to As(V) and reacted with iron to yield a stabilized ferrihydrite precipitate or scorodite that can be safely disposed. In the case of dry arsenic trioxide, it can be mixed with reactants (e.g. iron) and fluxes before thermal stabilization in a glass matrix, thus eliminating the need for costly oxidation.

Jan 1, 2019

By Deon van Tonder, Chuck Edwards

"Solvent extraction is used in many acid leach uranium circuits to upgrade and purify the uranium bearing solution prior to final product precipitation. A number of strip options are available to recover the uranium from the loaded organic. This paper compares some of these options on the basis of typical capital and operating costs for both the solvent extraction circuit and downstream uranium processing, and also considers other related issues. The aim is to provide an objective comparative assessment of these options that could be used as a qualitative guide in process selection or improvement.INTRODUCTIONIn the 1950s the uranium industry was the first industry to adopt solvent extraction (SX). Since then, the flow sheets have advanced. Notable was the introduction of tertiary amine extractants by General Mills during the late 1950s and 1960s (Mackenzie, 1997; Mackenzie, 2005), which is still today considered ‘state of the art’ technology. Initially solvent extraction was done in combination with ion-exchange, such as in the Eluex flow sheet, followed later by the adoption of direct solvent extraction from pregnant leach solution (PLS). From a strip-precipitation perspective ammonia strip followed by ammonium diuranate precipitation was widely adopted as the norm in the uranium industry. More recently alternative strip systems have been receiving increasing attention due to the environmental, health and safety issues associated with ammonia and the resulting calcined uranium oxide product. This paper explores some of these alternative options in comparison with the ammonia route.It is important to acknowledge that each operation is unique, and therefore the information and philosophy outlined in this paper serve to provide a general guide that can be potentially applied and adapted to any site or project."

Jan 1, 2013

By Turgut Yalcin

"High-grade concentrates are achieved in flotation columns primarily due to the use of thick froth layers and wash water, both of which facilitate the drainage of hydrophilic minerals from the froth. However, conventional columns employ tall, non-agitated recovery sections for bubble-particle attachment that require high headroom and special gas spargers as well as imposing particle size limitations. These disadvantages can be all alleviated by carrying out the recovery part of the process in a mechanical or pneumatic cell which generate froth more conveniently and efficiently.This paper describes the combining of mechanical and column flotation in a single unit and discusses the influence of various parameters on the performance of the system.INTRODUCTIONIn a flotation process, some of the minerals lifted up to the froth phase may drain back to the pulp due to various reasons such as weak attachment of particles to air bubbles, bursting of air bubbles, agitation of froth, etc. Weakly floating and entrained hydrophilic minerals drain at a faster rate than the strongly floating minerals, and effective exploitation of such differential drainage can lead to cleaner concentrates.For a given mineral, if the rate of flotation from pulp to froth is k1 (min·1) and the rate of drainage from froth to pulp is k2 (min""1), then the net (overall) flotation rate of the mineral, k (min-1 ), will be [Lynch et al., 1981 ]:"

Jan 1, 1997

By Manqiu Xu, Andrew Lee, Frederick D. Ford, Cara Wercholaz

"Platinum-group minerals (PGM) typically occur in such low concentrations that quantitative mineralogical evaluation is difficult or impossible. The FEI MLA system used by Vale Base Metals Technology Development has been successfully employed to produce large PGM data sets that are statistically robust. The MLA Sparse Phase Liberation mapping routine produces false colored images that accurately document mineral textures, including intergrowths between various platinum group minerals and between PGMs and other tellurides and sulfides. MLA PGM search results can be used in conjunction with mineral chemistry to calculate platinumgroup element distribution to minerals and the MLA PGM images can be used to produce model grade-recovery curves.INTRODUCTIONThe platinum-group minerals (PGM) found in Sudbury area deposits have been extensively catalogued and reviewed by many authors including, but not limited to: Farrow and Lightfoot (2002), Cabri and Laflamme (1984; 1976) and Cabri (1981). The PGM list currently used has 12 minerals summarized in Table 1. As noted by Farrow and Lightfoot (2002), platinum-group minerals in Sudbury are dominated by tellurides, bismuth-tellurides and arsenides, with an absence of platinum-group element (PGE) sulphides or ferro-platinum alloys such as tetraferroplatinum - PtFe."

Jan 1, 2011

By Stuart Elliot

Brownfield project portfolios are notoriously hard to manage. Day to day there is a constant stream of changes and challenges within projects and across the whole program. When the budget year is over, we?re often left wondering: did the facilities get what they really needed? Did we get value for the capital that was spent? Did we get all the project control and process improvement that we paid for? Great work has been done over the years by the Project Management Institute, Construction Industry Institute and Independent Project Analysis to identify what leads to project success, develop project delivery systems and equip project leaders to perform better. But is attention to individual projects all we need when the job is to deliver a portfolio of many projects? Let?s work with an analogy for a moment, and say a project is like a car, and a project manager the driver. Why can?t all the projects in the portfolio get home in time for dinner? The answer, of course, is that the commute home is about traffic, not just about cars. The road, the signals and the actions of other drivers affect us in our individual cars. Optimizing traffic flow is not about managing individual cars, it is about creating the conditions that allow all traffic to move as smoothly as possible. When we?re stuck in traffic, it doesn?t really matter that we are skilled drivers who know our exact location and our engine?s vital signs. Success with a brownfield portfolio requires more than the equivalent of driver training and a good GPS in every vehicle. Managing the annual budget requires more than tight management of each project. This is not a suggestion to abandon project management in the brownfield multi-projects world; the idea is to find and apply the right tools for delivering a portfolio. Remember, we want confidence in 3 areas: 1. that the facility is getting what it really needs, when it needs it 2. that we are getting value for money invested in facility modifications and improvements, and 3. that our controls are adding value by guiding our improvement What are those portfolio tools? The job they have to do is distinct from project-level thinking: ? Create a clear and balanced business pull for project ideas ? Maintain a respectable plan for fiscal, resource and business control ? Organize the work into a steady flow ? Manage the nature and timing of value-driven project substitutions and priority changes ? Focus on overall business value added and best use of resources ? Repurpose the projects organization into being the way the facility gets improved

Nov 1, 2011

By M. Helinski

In the authors? experience inappropriate water management in hydraulic fill masses has been the root cause of most barricade failures. Inappropriate water management can lead to high water pressures, reduced effective stresses and increased barricade stresses (Kuganathan 2002). In addition the high hydraulic conductivity and non-plastic nature of most hydraulic fills makes susceptibility to piping failure (Cowling et al. 1987) a high possibility in many hydraulic backfills where a static water head is available. In order to avert both of these failure mechanisms it is essential to control the elevation of the phreatic surface within the fill mass. This is usually achieved through campaigned filling and resting periods. The duration of filling and resting periods are often estimated using some form of stope drainage simulator. Due to the random nature of many characteristics that influence the fill mass hydraulic conductivity, simulation of hydraulic fill drainage can be difficult. The high consequences of inaccurate phreatic surface estimates combined with the high variability in drainage properties often results in operators taking a conservative approach to this modelling. This conservative approach can lead to significant delays in the filling cycle which can have a major impact on the productivity of many hydraulic fill operations and can often results in an unnecessary movement towards capital intensive paste fill systems. This paper presents a water management technique which combines a simplified drainage model with in-situ monitoring to provide a rational approach to water management. With an accurate drainage model filling operations can be carried out at optimum efficiency without compromising safety. The implementation of this strategy has lead to a significant increase in filling rates at a number of Australian filling operations. A brief case study from one of these sites has been presented.

May 1, 2007

By R. J. MacLeod

"INTRODUCTIONThe removal of water or liquid from slurries and solutions is a procedure generally present in many process industries. This has prompted the development of many mechanical and thermal devices with which, I have no doubt you are al1 familiar.In the mining industry, beneficiation of ores necessitates ' the removal of water or other 1iquid from the concentrate material. The most common method of accomplishing this is by means of thickeners, vacuum filters and rotary dryers, generally all three and in that order;The use of spray drying techniques to obtain the same end has many advantages and these will be outlined here.THE PRINCIPLE OF SPRAY DRYINGA Spray Dryer consists of a cyclone shaped chamber where hot air and atomized concentrate are introduced in the upper section. (Sec figure No. 1). Efficient mixing of these two streams produce dry concentrate and moist spent air, both of which are removed from the base of the chamber.Thermal dewatering involves the product ion of heat and spray drying has no special requirements in this area. Generally a direct fired air heater is used and the products of combustion whether they stem from the use of gas, oil or coal fuel go into the spray dryer along with quench or dilution air which is used to reduce the combustion gases to the desired temperature. This generally lies in the range of 1,000 to 1,600° F. In spite of these relatively high inlet temperatures, the spray drying process eliminates the need for refractory lining or indeed any special heat resistant metals except on the air inlet ducting. Waste heat may also be used even if a significant amount of contamination is present."

Jan 1, 1972

By Y. X. Zhao

This paper briefly describes the characteristics and induced factors of coal mining bumps based on the investigation of recent bumps accidents occurred in China. According to the theory of non-equilibrium thermodynamic and dissipate structure, the process of strain energy accumulation and dissipation in the ?Coal-Surrounding Rock? system (CSRS) is discussed during the preparation of coal bumps. In addition, a series of experiments are conducted to analyze the relationship between bump-prone property and micro-structural characteristics of coal. The process of coal bumps induced by propagation of fractures and deterioration of coal mass properties are also analyzed systematically.

May 1, 2009

By J. L. Bowlby

The heats of combustion of fuels are determined in the laboratory by means of a calorimeter, usually of the oxygen bomb type. A known weight of the fuel is burned in an atmosphere of oxygen under approximately 400 pounds pressure in a heavy metal container-the bomb- and the heat evolved is imparted to a definite quantity of water. From the rise in temperature, measured by means of a Beckmann thermometer, and other data incidental to the determination, the heat value of the sample can be calculated. On paper, the method appears simple indeed, but in practice the determination of the heat of combustion is one of the most difficult of the various coal analyses. This h as led to considerable investigational work in order to obtain formula: whereby calorific values of solid fuels could be calculated from proximate analysis data al one. The proximate analysis of a fuel consists of the determination of moisture, ash, and volatile matter, with fixed carbon by difference. Sulphur determinations properly belong to the ultimate analysis, but in this section of the country, where the sulphur content of the coal is comparatively high, a request for the proximate analysis of a fuel implies the determination of the sulphur as well.

Jan 1, 1929

By J. Paraszczak

High productivity of the equipment employed is one of the key factors in reducing production cost in mining. One of the best ways to achieve it is an increase in availability. In order to identify the most adverse factors affecting it, reliability and maintainability analysis ought to be done. If its results are to be conclusive, a sufficient amount of credible and consistent data is indispensable. Following the experience from field studies done in underground mines, this paper discusses the current status of failure and maintenance reporting, as well as problems encountered. It exposes the importance of adequate data collection on failures and downtime as well as it reviews the benefits of analysis based on such material. The question of benchmarking with regards to mining equipment performance is also addressed. The paper concludes with some recommendations on data collection and processing, as well as stresses the need to standardize the most important reliability/ maintenance notions throughout the mining industry and to conceive appropriate performance measures.

Jan 1, 2000

By G. Merle, David L. McKay, Elmar Randveer

"THE ENGINEERING AND TECHNICAL SERVICES department is responsible for supplying the following services:1. Administration and co-ordination of the work required for capital projects.2. Engineering, design and drafting services for inplant changes or improvements as requested by the operating• and maintenance departments.3. Rock mechanics.4. Preparation of plans and layouts required for efficient extraction of the ore as mutually agreed with the mine operating departments.5. Mine planning and long-term schedules in co-operation with the mine operating departments.6. Grade control (long term and short term) and the preparation of ore and waste removal schedules to maintain a uniform grade of mill feed. This also includes the calculation of metal reserves and metal production forecasts.7. Surveying, underground and surface.8. Operations research at the mine site.9. Industrial engineering.10. Chemical analyses and assays.11. Instrumentation.12. Environmental control.A staff of approximately 35 supervisors, engineers and scientists, and 80 technicians, supply the foregoing services. Consulting engineering and drafting firms are used to supply specialized services and technical personnel in-house at Timmins to handle overloads on capital projects under the direction of Ecstall engineers.The operating and maintenance departments depend on the engineering department to supply engineering, design and drafting services for any new facilities or for any planned alteration to existing facilities. To do this efficiently requires a high level of communication and co-operation with these departments. This has been a major factor in developing the present organization of the department shown in Figure 63.The organization is predicated on a strong central technical and engineering resource from which personnel can be assigned responsibilities for different projects, and in different areas, as the work load demands. Job satisfaction is very high because of the variety and challenge in the tasks. Additionally, participation in projects with production and maintenance personnel broadens each technical employee's knowledge of operating and maintenance problems."

Jan 1, 1974

Geology grads mine heated job market Salaries up 44 per cent in three years ?[Geology student] passed up a $100,000-a-year job at a mining company last December when he finished his degree in geology. The 24-year-old Canadian said he?s confident he?ll get a better offer.? Rob Delaney and Stewart Bailey, Calgary Herald, Published: Saturday, March 15, 2008 Massive shortages across the mining industry > Trades and operators are a large component > Technical people are equally hard to find > Students are in an excellent positions to secure exciting jobs > Experience is at a premium. Why?

May 1, 2008

TABAKOTO / SEGALA ? Annual gold production approximately 100,000 oz ? Debt free ? Unhedged ? Combined surface reserves 949,000 oz ? Combined 9 year life Tabakoto open pit reserve 568,000 oz (3.4m tonnes @ 5.26 g/t Au) Segala open pit reserve 381,000 oz (3.98m tonnes @ 2.98 g/t Au)

May 1, 2006

By Ammar Henchiri, Godfrey McDonald

"Breakwater Tunisia S.A.’s Bougrine mine is located in a semi-arid region of Tunisia characterized with Triassic salt domes. Due to extensive agricultural land-use in the mine area, a zero-discharge tailings facility design and high water recycling rates to the concentrator were chosen to minimize the environmental impact to the surrounding area. The process water supply has an accumulation of naturally occurring salts due to high evaporation rates and the need to recycle 70% of the process water. The elevated salt content of the process water had an adverse effect on the efficiency of the flotation reagents, which led to the production of lower quality zinc concentrate.The impact of the water salinity on the zinc concentrate quality was documented by extensive laboratory testing. A feasibility study was prepared and a decision was made to install a reverse osmosis plant for desalination of the process water. A plant was constructed during 2000 which currently supplies up to 85 m3/hr of de-mineralized water, equal to approximately 45% of the total process water requirement. The salinity of the process water decreased from about ten to twelve grams per litre before installation to less than three grams per litre. Together with minor modifications to the concentrator circuit, Breakwater Tunisia has increased the zinc concentrate grade from 50% zinc to 55% zinc without compromising the zinc recovery rate of approximately 84%.This paper discusses the successful installation of a reverse osmosis desalination plant that allowed Breakwater Tunisia to improve the grade of the Bougrine mine zinc concentrate and thus increase the net smelter return.INTRODUCTIONBreakwater Resources Ltd., through a wholly owned subsidiary, Breakwater Tunisia S.A., acquired the Bougrine underground mine and related assets in September 1997. During the winter of 1997/1998, the company rehabilitated the mining equipment, modified the concentrator circuit, developed a new mine ventilation system and prepared a new mining production program. The mine was reopened on May 2, 1998 and was in commercial production as of June 1, 1998."

Jan 1, 2003