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By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By A. Martin

Detailed porewater profiles of arsenic and other interstitial metabolites were used to assess the relationship between trophic status, sediment redox chemistry and arsenic mobility in a historic tailings repository. The results demonstrate that in eutrophied systems which exhibit greater sediment oxygen demand, the depth of the Fe(III) redoxcline, and hence depth of arsenic release, may lie in close proximity to the sediment-water interface. As a result, arsenic scavenging mechanisms are significantly reduced, resulting in a greater flux of arsenic to the water column. Such considerations have important implications for the management of pit lakes, tailings ponds and contaminated lakes which may consider: 1) the discharge of sewage to the water body during operations; and/or 2) post-closure fertilization as a remediation strategy.

Jan 1, 2002

By Michael J. Robison, Wojciech F. Klecan, Robert L. Horner

Since 1928, nearly 64 km (40 mi) of tunnel have been excavated within the relatively soft Cooper Group, more commonly known as the “Cooper Marl,” for water supply and transporting wastewater in the Charleston area. The majority of these tunnels are unlined and still in operation, while others collapsed shortly after excavating. Tunnel behavior and support requirements vary considerably in this material due to differences in geotechnical properties. The 4.8 km (3 mi) long, 2.4 m (8 ft) diameter Bushy Park Water Tunnel, completed in 1997 for Charleston’s Commissioners of Public Works(CPW), required no ground support. By comparison, the 1.6 km (1 mi) long, 2.4 m (8 ft)diameter Harbor Wastewater Replacement Tunnel now under construction needs continuous support close to the advancing face, despite being located in the same geological formation. Case histories and general guidelines for designing tunnels in the Cooper Marl are presented.

Jan 1, 2001

Membrane technology has been available for over 36 years, but has been used sparingly in the general mining industry. However, recent developments in polymer chemistry, spiral wound element construction, pretreatment equipment and techniques and an expanded understanding of membrane fouling and cleaning techniques have dramatically improved the reliability and robustness of membrane based systems in the mining industry. Harrison Western has expanded the use of this “new” technology to enhance the use of membrane technologies to separate metals from large volume heap leach mining solutions containing copper, zinc, and iron, gold or silver. Moreover, membrane technologies are ideally suited to fractionations that add value to processing fluids from refineries like separating metals from acids or concentrating acids and producing high quality process fluids. Finally, wastewater from Acid Mine Drainage (AMD) or, as in the case of the Newmont Yanacocha Mine in Peru, the treatment of excess barren leach solution created during the rainy season, can be cost effectively processed to meet World Bank Standards for surface discharge. Polymeric membranes, specifically thin-film composites, have been developed that will purify, fractionate or concentrate gold, silver, copper, zinc or nickel. Recent applications have been developed for spiral wound modules that operate across the pH spectrum from 0 to 14. Systems using membranes have been constructed that operate on feed streams from 140° C to 300 centipoise. Opportunities exist to apply membrane technology to concentrate gold, silver, copper, zinc or nickel using thin film composite membranes. Engineered membrane types can operate across the spectrum from low pH (<2) acid applications to high pH > 10 cyanide applications. Incorporating HW EMS™ membrane technologies into current mining operations could allow one to increase production because the membrane technology would be used to pre-concentrate heap leach solutions, and therefore, increase utilization of existing extraction and refinery capabilities.

Jan 1, 2007

By H. K. Lin

Cyclic voltammetric and potential step chronoam-perometric techniques were used to study gold dissolution in cyanide solution. Three distinct anodic and one cathodic peaks appear on the voltammogram between -0.50 and 0.80 V vs SCE. The corresponding reactions were proposed to explain the peaks and the passivations. The proposed reactions were in agreement with the effect of pH, cyanide concentration and the rotating speed of the electrode on the magnitude of the peak currents. Cyclic voltammetric tests, with various vertex potentials, were also conducted to examine the proposed reactions. Steady-state currents at various potentials were obtained by potential step chronoamperometric technique and were compared with transient currents obtained by the cyclic voltammetric technique.

Jan 1, 2000

By Daniel N. Adams

The University Link project extends Seattle?s light rail from downtown to University of Washington (UW). It includes 5.0 kilometers (3.15 miles) of twin-bored, 6.4 meters (21 feet) excavated diameter tunnels, and two cut-and-cover stations. The Capitol Hill Station (CHS) requires an excavation 170.7 meters (560 feet) long, 22.6 meters (74 feet) wide, and 22.9 meters (75 feet) deep. The University of Washington Station (UWS) requires an excavation of about 238.4 meters (782 feet) long, 21.3 meters (70 feet) wide, and 33.5 meters (110 feet) deep. The project is within the glacially diverse soils of the Puget Sound region, below groundwater. This paper highlights major station and tunnel design elements, including the approach to support of excavation at both station boxes, and the site staging requirements.

Jan 1, 2008

By Jan L. Reichelderfer, Thomas L. Richardson

Completion of the H-3 Highway Tunnel Project was a critical element in opening this award winning project. The exploratory tunnel was completed as a maintenance tunnel and included difficult shafts extending into the main tunnel cross passages. The project also involved a major addition to the traffic operations center including a deep excavation in close proximity to the tunnel portal structures. The projects also included various completions and improvements to the main tunnels, such as paving, drainage, maintenance, and a variety of critical life-safety issues, such as radio systems, telephones, etc. The highway opened in December 1997.

Jan 1, 2001

By Serge Moalli

The Ashlu Creek Hydro-electric project, located north of Squamish, BC, at the confluence of Ashlu Creek and the Squamish River, comprises a 49 MW run-of-river project and features a 4.08 m diameter, 4.4 km power tunnel and a 128 m deep drop shaft. The Ashlu Creek Hydro-electric project is being developed by Innergex under Ashlu Creek Investments Limited. Site civil works are being completed by Ledcor CMI of Vancouver with tunnel construction by Frontier Kemper Constructors ULC under a lump sum design-build contract. Site works got underway in September 2006 with the construction of the tunnel portal and laydown area. These site works required rock slope stabilization over a 50 m rock slope to secure the laydown area as well as the construction of a tail track muck tipping station and structural wall to facilitate TBM excavation and spoil removal. Starter tunnel construction commenced in early 2007 and TBM tunneling started in the late spring of 2007 and is planned to continue until early 2009. The power tunnel is being excavated using a 1,200 kW Wirth open-type hard rock TBM dressed with 31?17&apos; cutters. The TBM featured two fixed mounted rock bolt drills behind the finger shield: these were removed and replaced with jacklegs to improve access. A probe drill at the end of the main beam is also present. The geology along the 4.4 km power tunnel comprises very strong and generally massive granitic bedrock with rock strength greater than 225 MPa. A unique feature of the project is that no subsurface investigations have been completed for the tunnel however extensive bedrock outcrops are present along the Ashlu Creek valley. A historical quarry exists approximately mid-way along the tunnel alignment that has exposed good quality granitic bedrock. TBM tunneling to date has achieved advance rates of 10?20 m/day with a maximum of 23 m and has encountered all of the anticipated six major fault zones where the installation of various standard high capacity tunnel support was successful to facilitate TBM advance through these sections.

By Robert A. Bauer, Paul B. DuMontelle

In 1985, participants of the multi-year Illinois Mine Subsidence Research Program conducted surveys of subsidence effects on crop production from current high-extraction mining methods, selected a site to characterize the profile, strain, fracture development in overburden materials and changes in aquifers produced by subsidence from high-extraction mining, characterized floor materia1 s in three mines, and established bibliographic reference and data base files. The Illinois State Geological Survey, University of Illinois at Urbana-Champaign, Southern Illinois University at Carbondale, Illinois Department of Mines and Minerals and Twin Cities Research Center of the U. S. Bureau of Mines are coordinating State and Federally funded research.

Jan 1, 1986

By Vladimir Admek, Paul W. Jeran, Michael A. Trevits

It has&apos; been found that lithological conditions over the Pittsburgh Coal bed cause the subsidence coefficient to vary within the area of the subsidence trough. This precludes the use of European developed predictive models, which are based upon a constant subsidence coefficient. Regression analysis of the distribution of subsidence coefficients from 11 Bureau of Mines, U.S. Department of the Interior, longwall panel studies on the location relative to the edge of the panel has yielded a third degree polynomial equation. This equation has been incorporated into a BASIC computer program for use on a personal computer that allows users with no previous knowledge of the theory of subsidence to predict vertical movements over typical longwall panels in the Northern Appa1achian Coal Basin.

Jan 1, 1986

By G. Duncan, K. Winther, R. Ericsson

Distinct trends in grinding mill technology have emerged in recent years. In an effort to optimize overall mill performance for the needs of the End User, broad measures of logistical speed, process flexibility, operational risk, and overall costs now exert greater influence on the specification of grinding equipment. As a result, innovative alternatives to conventional grinding mill structures, supports, drives, feed, and discharge configurations are now being offered and selected with greater frequency. This paper investigates these trends in grinding mill technology, utilizing optimization and decision-theory techniques. In particular, the paper considers how specific advances in process design, product engineering, manufacturing techniques, and mining operations continue to relax technological constraints, enabling further mill innovation. In this context, a methodology is presented, illustrating how proper selection and specification of grinding mill components and configuration can target an optimization of the four End-User performance measures listed above.

Jan 1, 1999

By Paul C. Schmall, Thomas Tuozzolo, Arthur B. Corwin

The Lenox Avenue Reconstruction Project involved the excavation and replacement of 750 m (2,500 ft) of deteriorated subway invert concrete, 5 to 7 m (15 to20 ft) below water table in very permeable ground. The Replacement work was done over an 8 month period, while maintaining track service through this subway section. The project was dewatered with a single 125 l/s (2,000 gpm) wellpoint system,750 m (2,500 ft) in length, which was installed from inside the active tunnel structure and configured to coexist in the subway tunnel with operating trains as well as the construction activities. A thin diaphragm jet grout wall was utilized on one end of the site to cut off the flow of water across a difficult geological interface that was situated immediately below the tunnel invert. The thin diaphragm jet grout wall permitted the large 116th Street Station area to be dewatered completely with well points from outside of the excavation.

Jan 1, 2001

By Y. Nien Wang

The Devil?s Slide portion of Highway 1 between Pacifica and Montara is often closed due to the instability of the adjacent slopes. Following many years of public input and careful evaluation of alternatives, Devil?s Slide will be by-passed via two inland tunnels, providing a safe, dependable highway between Pacifica and Montara. For the twin tunnels, each 9m diameter tube will accommodate only one traffic lane. Each tunnel tube will accommodate a 3.6 meter roadway, 0.6 meter and 2.4 meter inside and outside shoulders respectively, and 1.2 meter walkways on each side. Cross passages will connect the bores at about 120 meter intervals and jet fans will provide tunnel ventilation. The twin tunnels are approximately 1,250 meter long and 9 meter wide. Excavation will progress from south to north using tunneling techniques that rely on inherent rock strength for support known as the New Austrian Tunneling Method (NATM). Both tunnels will be excavated at the same time, one tunnel face approximately 40 meters ahead of the other. Staggering the tunnels reduces the likelihood of damage from blasting in alternate tunnels. The work schedule is 24 hours a day, 7 days a week resulting in a 24-month timetable to break through to the north portal.

Jan 1, 2008

By Steve Kral

Worker safety is an issue that transcends industries, whether it be mining, construction, manufacturing or even general office work. In the mining industry, safety and training are particularly important because mining is a dangerous occupation. Throughout the years, federal and state safety regulations have been written and revised to keep up with the changing technologies. And mine operators have installed their own safety and training programs. They have come to realize that a safe and healthy workforce has positive effects on productivity and profitability —not to mention avoiding the high costs of injury-related absenteeism.

Jan 1, 2003

By W. Hustrulid

In the mid-to-late 1800’s the U.S. mining industry was on the threshold of nearly a century of golden times. Nearly every state had a prosperous and growing mining sector. The importance of the industry was reflected in the creation of the state school of mines. Today, with the depletion of readily available mineral reserves, much of the U.S. metals mining industry is considered to be in a sunset phase. The same is true with the mining schools that serve the industry. However, the United States is still a major consumer of the world’s minerals and requires a dependable supply of both minerals and minerals professionals. In his 2002 Jackling Lecture “You Can’t Make a Silk Purse Out of a Sow’s Ear” the author presented a list of concerns, propositions and recommendations. In this follow-up paper, the author further explores the subject through the presentation of a detailed case example focusing on the iron mining industry of Minnesota and minerals education at the University of Minnesota.

Jan 1, 2004

By Rudrajit Mitra, Erik Hulthén, TOBIAS HARTMANN, ELISABETH CLAUSEN, Aarti Sörensen

There has been an ongoing debate on how to transform engineering education to better prepare students for today`s professional world that is characterized by increasingly complex problems and challenges that engineers are tasked with upon entering the industry. Within the conceive–design–implement–operate (CDIO) framework, entrepreneurship education presents a valuable pedagogical approach to foster the necessary skills of the students through integrated, hands-on, active learning experiences. While numerous publications have addressed possibilities of how experiential, problem-based, project-based and active learning can be integrated into engineering curriculum, there has been hardly any attention on mining engineering with respect to adopting this approach. This paper will address the possibilities of integrating entrepreneurship education into mining engineering programs in particular. This paper will enhance and foster discussion among academics from mining engineering on how to integrate elements of entrepreneurship education on a course, program and departmental level to infuse value creation experiences across the curriculum.

May 25, 2022

By David van Cleave, David L. Rome

Whether you buy your minicomputer from a manufacturer or another vendor, the first thing you must do is define your needs. With good planning, the initial cost will be low and your return on investment will be maximized over the long term. Involving all members of your staff who will he using the new computer in the planning phase is also important. Their participation will alleviate any potential concerns they may have about new equipment, and their suggestions will provide valuable input for your specifications. After you define your proposed system, survey available hardware and software. The survey will help you in the next step, preparation of specifications. The specifications, along with a quote request, are then sent to various manufacturers. Consider the Manufacturer When selecting your minicomputer, one important item to consider is the manufacturer. Remember, when you buy a computer, you&apos;re also buying the services of a computer company. A firm that makes a commitment to its customers and provides a product that is field tested before releasing it for sale is preferable. Examine the company&apos;s maintenance and support packages, since every machine requires preventive maintenance. Does your manufacturer or original equipment manufacturer (OEM) support service sites in your area? Has their service record been commendable? Will they provide training for your personnel and a supply of circuit boards so you can retain a degree of self-service autonomy? Three methods of buying a computer involve the manufacturer, an OEM, and the systems house. Buying direct from the manufacturer means you go straight to the source, using no middleman. This gives you maximum flexibility; you can consider every alternative and many possible combinations of computers, peripherals, and software until you find exactly the right system for you. The OEM buys computers direct from the manufacturer and builds them into his own computerized, special purpose product. He usually sells a complete package, including software and hardware, and often noncompetitive equipment as well (a scientific or engineering instrument, for example), designed for the mining market. Because he offers a packaged product, the OEM can often charge less for the system than if you put the pieces together yourself. In many ways, the OEM also provides a unique system. And while the OEM sells a packaged solution, he also usually has the special market knowledge necessary to modify the system to meet your unique needs, if necessary.

Jan 11, 1981

By W. Burger

Mechanical excavation methods can significantly improve excavation performance and labor safety compared to drill and blast operations. Herrenknecht has developed a mechanized shaft sinking method for soft and medium strength rock. This system combines innovative technologies which allow simultaneous excavation, removal of cut material and the installation of rock support. This Shaft Boring Roadheader ?SBR? is flexible in diameter and can be used in shafts with changing diameters and different shaft support requirements for depth up to 2,000 m. During regular excavation personnel are not required to access or work on the shaft bench. The boom used to cut the shaft profile is based on roadheader technology.

Jan 1, 2012

By A. Supomo, A. Partanen, M. Mular

Although many SAG operators may agree that on-line measurement of SAG feed-size is an attractive notion, applying this information in a control strategy that recovers the investment, engineering time, and maintenance is not necessarily straightforward. The P. T. Freeport Split-Online system was justified based on the assumption that SAG feed-size could be used in a feed-forward control strategy either at the regulatory or expert system control level. Something like “as the feed size changes adjust the throughput to avoid under or overloading the mill” was envisioned. However, following installation and calibration, Cluster Analysis showed that such an approach would not be successful. However, the sensor has been successfully integrated into Freeport’s grinding control strategy other ways. It provides an input to the Kalman filter parameter estimator used in a model-based control strategy that optimizes throughput and grind. The Split sensor also provides a characteristic feed size parameter for use in an on-line work index estimator. This paper describes the calibration and installation of the Split SAG feed-size analyzer, and reviews the evolution of its use in the Freeport C3 grinding circuit control strategy.

Jan 1, 2001

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008