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Production scheduling is an important element of the mine planning process. The production schedule specifies the quantities of mineral to extract, the source of this ore, the timing of extraction and, where necessary, the quantity and timing of backfill placement. These details are important in linking long-term strategic goals to short-term operational planning. Mine scheduling techniques form the basis for communicating information concerning the overall impact of design and planning changes to a wide range of people at many levels within an organisation. Consequently the techniques used for mine scheduling must support the decision-making process by consistently providing high quality schedules in response to revised and updated data. A new mixed integer programming (MIP) model has been developed to generate optimal production schedules for underground stoping operations. The model maximised the before-tax Net Present Value of the production schedule while satisfying constraints such as contained metal tonnage, hoisting capacity, stope geometry relationships and stope backfilling demands. Zero-one variables were used to represent the decision to extract or backfill each stope in a particular time period. Continuous variables, capable of having non-integer values, were used to denote the quantity of ore or backfill associated with a specific stope in a given time period. A case study is presented to demonstrate the significant improvement in before-tax NPV over a comparative manual production schedule in a large underground mine. The MIP model allows for further modification to reduce solution times and meet the needs of individual mines.

Jan 1, 1995

This short paper outlines the authorÆs views regarding the progress we have made as an industry in managing mining assets over the past 500 years. It represents a personal view û but one founded in fact-based observations of mining companies and of the mining industry in general. There is no doubt that AgricolaÆs views as expressed in De Re Metallica (1556) were visionary. There is also little doubt regarding another issue û that whilst a great deal has been learnt about the management of mines since AgricolaÆs time, observations suggest that best practice management is the exception rather than the rule across our industry. Although insights regarding the successful management of mines have become apparent, we still witness unnecessary errors in our industry that lead to the loss of shareholdersÆ funds. By highlighting some aspects of current best practice, particularly in the arena of operations management, it is hoped that this short paper contributes a small step along the next 500-year-long learning curve. The paper concludes with a brief description of the progress and impact of continuous improvement initiatives at Kalgoorlie Consolidated Gold Mines (KCGM). Located in the Kalgoorlie Goldfields, KCGM is currently AustraliaÆs largest gold mine producing over 800 000 ounces of gold per annum. Improvement initiatives at KCGM look set to deliver some $100 million in value over life-of-mine.

Jan 1, 2004

Mining is a high risk industry where miners seek to secure certainty in all of their dealings. The introduction of native title to the Australian legal system with the High CourtÆs 1992 Mabo decision and subsequent Native Title Act 1993 has added to the risks associated with implementation and the ongoing operation of exploration and mining projects. The High CourtÆs Ward case in August 2002 confirmed Crown ownership of minerals and petroleum. But the Court also found that a mining lease that allowed an exclusive possession for mining purposes did not extinguish all native title rights and interests. Although the Court was specifically considering WA mining tenements, the WA mining lease is very similar to the mining leases and licences that exist across Australia, meaning that these tenements are unlikely to fully extinguish native title. The Ward case means that native title remains squarely on the table now and into the future for those involved in developing exploration and mining projects. However, certainty and workability is capable of being secured and this paper discusses some means by which this may be achieved. The paper starts by considering two of the many 1998 amendments to the æfuture actsÆ regime under the Native Title Act, Indigenous Land Use Agreements (ILUAs) and the application of ægood faithÆ negotiation to all negotiating parties. It then looks at native title agreements, other issues affecting negotiations and tips for negotiation technique.

Jan 1, 2003

Before proceeding to the main portion of the above subject, a few remarks as to the general question of our mill slimes seem called for, and, with this in view, it is intended to briefly refer to the salient, points connected with their production, treatment and disposal at the mills.It is well known that, owing to the inticate mixture of the constituents of our sulphide ore, 'a very great deal of crushing and grinding is required to detach the particles of galena from the zinc blende and gangue of the ore, and it will be readily understood that, in this operation, a considerable amount of the material is converted into a slime which consists of minute, but ,(as can be see~ under a glass) well definied particles of all the constituents· 6f the ore arid combinations thereof, the relative proportions of which depend on the dual characteristics of hardness and abundance of the different constituents. An analysis of the slime shows the contents to be as follows :-Galena (PbS)Blende (Zn S)Pyrites (Fe Sll)Ferric Oxide (Fell Os)Ferrous Oxide (Fe 0) contained in garnetsOxide of Manganese (Mn 0) contained in rhodonite and garnets

Jan 1, 1903

It's my privilege to welcome you here this afternoon on behalf of the Sydney Branch of the Australasian Institute of Mining and Metallurgy. This is a most important gathering. You, the delegates, represent what is probably the most influential cross-section of the mining investment community and the oil and gas investment community to meet as a group during the last decade. We are meeting today and tomorrow to review two related issues that will have far reaching implications for the effective use of capital by the natural resources sector in the 1990's. The views which will emerge over the two days will almost certainly 'influence the availability of new capital to the companies in the natural resources sector for the decade ahead. The two principal themes of Minval '89 are, first, the valuation of mining and oil and gas assets and securities, and second, disclosure and reporting requirements in the capital markets which relate specifically to natural resources companies. This conference is taking place at a time when further consolidation and rationalisation appears likely within the mining industry. Although the base metals and other sectors of the industry are enjoying profitability not seen since the early 1980's there is caution about committing to new capacity which could bring about a return to the low prices and excess supply which prevailed during much of the last ten years. These conditions have led to increased takeover activity within the mining industry overseas, and similar trends are as evident here in Australia as they are elsewhere. Recognition of value is therefore likely to become more important than ever before in preserving shareholder wealth, for creating new wealth and for preserving the financial health of the resources industry in the future. Valuation therefore is the first theme of the conference.

Jan 1, 1989

The past decade has seen a great increase in activity in deep seismic reflection profiling of the continental crust. Some 20 countries have conducted field experiments and the total length of deep seismic profiles surveyed to date is approximately 25,000 km. This total is very large compared to the quantity of such data that existed previously, but very small compared to the total length of seis- mic profiles of the shallow crust carried out for petroleum exploration, which some- times has exceeded 600,000 km on land in one year alone and 1,600,000 km/yr on land and sea. Furthermore, 25,000 km of seismic pro- filing corresponds to exploration of only a tiny fraction of the total volume of the entire continental crust. Thus at this stage of development of the subject, one must be wary of generalizations that are based on these limited data and then ex- tended in scope to include the crust everywhere. The state of the subject is such that virtually every new seismic line reveals totally unexpected seismic fea- tures, a sign that the subject is in its major discovery phase and a warning to the generalizers. Nevertheless, in addition to much new information on deep crustal structure in specific locations, some broad consequences of application of this powerful geophysical technique to a region of the earth not pre- viously explored in this manner are be- coming clear. One is that, as seismic data on the deep continental crust become more abundant and more revealing of complexi- ties, the deep crust can be far better re- lated to rocks at the surface. Conse- quently, the geological style of reason- ing is now being extended from its normal domain of the near-surface to include the deepest crust in a comprehensive story of the evolution of the continents. This change is a subtle but important one and is evident, for example, in some cross sec- tions of the North American Transect Pro- gram, which show surface geology extended in a consistent, though speculative, manner to the top of the mantle. In other words,

Jan 1, 1987

By J Barnes

During September 2000, Nabalco management identified the need for a corporate system to deliver its key performance indicators (KPIs). In June 2001, a need was also identified to replace the existing metallurgical accounting system. After a review of the technologies available, the decision was made to develop the systems in-house, in preference to purchasing commercial software packages. This would allow much greater control over the structure, and provide for an iterative, concurrent development process between software and key business developers. This has proven invaluable in the development process. The purpose of the KPI system is to provide a unified reporting tool for all performance indicators. These indicators include production, safety, health and environment, personnel, costs, continuous improvement initiatives and opportunity losses. All of these disparate measurements are brought together into the KPI system and used to determine the performance for each department or area. The general principles of the balanced scorecard business approach (Kaplan and Norton, 1996) are applied to achieve a performance measurement for each area within Nabalco. The new metallurgical accounting system (MA) is a SQLServer database with web page and Excel interfaces. The database is structured around daily inputs of all measurements and calculations. The data is stored and adjustments and reconciliations can be made to this data as required. The focus is on accounting rigour, with all adjustments recorded in the database to allow for full auditing. The structure of the data focuses on the five input/output streams (bauxite in, caustic soda in, fuel oil in, residue out, and alumina out). In-circuit inventory provides a secondary measurement on which to check and calibrate the MA system. The KPI and MA systems were developed using Web technologies and are available to any internet-enabled device with Internet Explorer installed. This removes the need for software rollouts and user training. This will promote the wide use of the systems throughout Nabalco and Alcan.

Jan 1, 2002

This paper is for mine managers. It is about maintenance of mining equipment. This is an extremely broad subject so this paper is given with the caveat that it necessarily contains generalisations, not true in all cases, but broadly correct. The job of mine managers is to be good at making money from the excavation and preliminary treatment of mineral. To do this well, they need to understand the cost and value drivers in the business. This includes understanding the drivers associated with maintenance. Maintenance is often identified as a problem at mine sites. It is frequently listed as the cause of production shortfalls when reporting. The state of maintenance within mining as an industry is generally among the lower end of the range, when compared to manufacturing, petrochemicals, etc. Why is this? Experience and review of many audits and evaluations of maintenance has shown that some patterns are consistent with good performance and some consistent with poor performance. These often centre around the time horizon of the management team and are associated with knowing the sensitivity of the business to certain maintenance drivers and the mechanisms of maintenance and their results. To summarise, some common misunderstandings can be listed as statements that are obvious and extrapolations from those, which are not necessarily correct. For example: High availability of equipment is necessary for production. Incorrect extrapolation:focus on availability will produce high production. Design is often the greatest factor in determining the reliability of a mining machine. Incorrect extrapolation: the newest and biggest machines generally have the lowest cost operations. Operation has an enormous impact on machine productivity and reliability. Incorrect extrapolation: the fastest operators are generally the best from a productive point of view. Some maintenance improves the performance and reliability of machines. Incorrect extrapolation: more maintenance will give you more reliability. Some maintenance depends on disassembly and reassembly of components. Incorrect extrapolation: assembly is basically the reverse process of disassembly. Maintenance improvement in the mining industry in the last 15 years has focused largely on planning and systems improvement. Incorrect extrapolation: most of the problems in maintenance can be traced to a lack of planning. Actions based on flawed extrapolations will steer a business suboptimally. It is therefore important that the mine manager understands these issues so that the improvement effort can be directed to the greatest benefit.

Jan 1, 2006

A low grade, refractory ore gold mine with high striping ratio such as at Macraes is always challenged in ways to improve margins. Common practice approaches used at OceanaGold Ltd Macraes are to maximise grade delivery, optimise recovery and reduce unit costs, as well as take any opportunities to incorporate new technologies and implement enhanced commercial strategies.   The Business Improvement (BI) programme was implemented across the Macraes operations in late 2003 and is being rolled-out to all other parts of the business. The core focus of BI at OGL is to: +        increase revenue, +        reduce cost, and +        improve processes.   A dedicated BI team comprising of a manager, team leaders and business analysts were engaged to identify and manage a series of opportunities to reduce operating expenses, optimise capital outlays and generate extra revenue. The Business Improvement Programme, though in its formative phase, has begun a cultural change within the organisation. Many people are starting to challenge the way they do things and are looking for ways to continually improve business performance.   The BI team encompasses individuals from different departments who can offer the diverse skill set necessary to produce intended results. The current team is made up of a BI manager, BI Team Leaders in Mining and Processing and analysts from Mining, Processing, Commercial and Plant Maintenance workgroups. A team member has recently been formally trained as a Six Sigma Black Belt. ] The BIÆs team role is to assist in the establishment of project management processes for each improvement idea. In addition the team will assist in tracking implementation, identifying and unblocking restrictions and limitations as well as setting up metrics to quantify the level of benefit returned and sustained.   From a more strategic point of view, the BI team is advancing the Business Improvement capability of the company by developing long term Communication and Training strategies. These strategies will set the direction of BI initiatives in the years to come to: +        educate the OGL workforce in basic BI techniques, +        assist the OGL workforce in applying basic BI techniques, +        communication the direction of BI in OGL, and +        close the information feedback loop to facilitate transparent communication between the OGL workforce and the BI team.

Jan 1, 2004

By M Lewis, A Cook

This paper is based on the technology and functionality of a Modular Mining IntelliMINE« system which is a real-time decision-making tool. The IntelliMINE« system, incorporating Dispatch, is a fully Integrated Mine Management System. Measuring, quantifying and analysing the performance of mining is considered a fundamental and strategic step towards changing the nature of technical and operational decision-making at the majority of international mining corporations. Successful implementation of electronic data capture devices and computerised tools have enabled many mining operations to improve their competitive position with an improvement in the utilisation of the key assets, mineral resources, capital mining equipment and human resources. Real Time Mine Management Systems are designed to direct the emphasis away from collecting data and focus decision makers on the real issues with well-presented and reliable information. The systems provide a common stream of information to enable senior management, operations, maintenance, technical and process plant staff to make complementary decisions based on reliable, accurate and timely data. The mine asset information tools focus all employees on performance and give them feedback on their area of responsibility. The resulting tangible benefits can be delivered in different forms depending on the mining method, ore type, workplace culture and the current competitive position. Typical areas of improvement reported by system users are:reduction in capital expenditure on mining equipment fleets; more effective planning and budgeting parameters and procedures; increased control over ore-extraction and processing; increased employee accountability and organisational performance; and improved co-ordination between planning, operations, maintenance and processing. These improvements can be delivered in different forms depending on the status of the mine and commodity markets. In times of market oversupply and low commodity prices, the benefits can be delivered to the bottom line in terms of reduced cash costs, reduced capital and operating resources to maintain constant production. In times of market expansion, existing capital resources will be more productive delivering increased production and revenue. Mine management systems have the potential to transform a traditional mine operation into a learning organisation with an improved understanding of the critical performance issues and enable development of relevant strategies to continually identify and eliminate operational inefficiencies. The effectiveness of each strategy and operational change can be accurately monitored and its success (or otherwise) will be quantified. The latest downturn in the world metal prices has forced many mining companies to focus on cost reduction and productivity improvements as a means of remaining competitive. Maintenance represents a significant proportion of the overall operating costs in the mining industry. A structured proactive maintenance approach such as Reliability Centered Maintenance (RCM) can achieve significant cost reductions and productivity improvements. Remote condition monitoring systems are becoming increasingly commonplace and have the potential to identify problems prior to failure. Detection of equipment degradation prior to failure will enable repairs to be scheduled, thereby reducing costs and interruptions to production.

Jan 1, 2000

The basic model for the evaluation of any coal-bearing property is the cash flow projection, the major components of which are operating costs, capital charges, taxation and revenue. A range of cash flow projections can be produced by varying the assumptions which underlie the operating costs, by assuming various forms of capital funding, by making assumptions as to future taxation and by speculating upon the present and future market value of the product. As for any model, the informational inputs and assumptions are vital because, no matter how sophisticated the processing, the informational inputs and assumptions cannot be improved by it. That is to say, the validity of the output (the total evaluation itself) cannot be of greater certainty or significance than that of the inputs. The total evaluation can of course be expressed in a number of ways such as the Discounted Cash Flow (D.C.F.) Rate of Return, the Net Present Value or, the Payback Period. The foregoing statement may seem trite. However, it is necessary to be clear about it so as to avoid unnecessary complication and a preoccupation with techniques as opposed to the informational inputs and assumptions. So far as techniques are concerned, much has been written and said about them during the last decade. Most of us have heard, if not always understood, something about probabilistic models, Monte Carlo simulation, sensitivity and risk analysis to say nothing of inflationary costing and the relative merits of developing cash flows in terms of current or constant money. Those techniques have their value, particularly if they can serve to illuminate conclusions which could not be reached on a simple and even perhaps on an intuitive basis. I am, however, reminded of one major coal mining project in which 20 or more major variables were identified, many cash flow projections were run on the computer and a detailed sensitivity analysis was carried out. The major conclusion reached was that the D.C.F. Rate of Return was predominantly sensitive to variations in selling price and operating cost. Of course, the funding and fiscal elements of a cash flow projection have to be dealt with as rigorously as possible. However, in the development of any coal property, capital requirements and taxation are, in part at any rate, dependent upon the assumed operational parameters. If the latter are misjudged, the whole evaluation process is deeply affected. The same is true of revenue, in the sense that, the positive cash flow is a function of output as well as selling price and again, misjudgements about achievable and maintainable levels of production also deeply affect the final evaluation. I shall try to underline the fundamental influence of the technological factors upon lead times, capital costs, operating costs, taxation, funding and the achievable and maintainable levels of production. In turn, these affect the whole question of coal property evaluation and indeed, the likely success or failure of any coal mining venture. I make no apology therefore that this paper does not set out to discuss the more esoteric aspects of the evaluation process but rather, directs attention towards some of the informational inputs and assumptions which merit clarification and discussion.

Jan 1, 1975

Mining companies often view water quality as an environmental issue. The importance of water quality as a production related issue in mineral beneficiation is greatly underestimated at many mineral processing operations. While most mine sites have comprehensive water balance data for water quantity, the information regarding the quality of water supplies available on site is limited, inadequate or non-existent. The seasonal variations in process water quality and changes in the composition of various water streams are not known. Despite the fact that water represents about 80 to 90 per cent of the volume of mineral pulp processed in a flotation plant, the influence of process water composition on flotation performance is often poorly understood. The process water used at mineral processing operations is made up from a number of available water sources, which can be classified as recycled water streams or make-up waters. The recycled water streams are commonly the tailings and concentrate thickener overflows, filtrate from the concentrate filtration plant and tailings dam return water. Make-up waters can originate from a variety of sources: surface waters (rivers, lakes, reservoirs, dams), groundwater (wells and springs), mains water (potable water), treated and untreated sewage waters and industrial effluents. Mineral processing plants are increasingly recycling water to reduce demand for fresh water and minimise the discharge of wastewater to the environment. However, increasing water recycling can have adverse effects on process water quality and ultimately on the performance of mineral separation processes. The main reasons for reduced plant performance due to water recycling are the accumulation of organic and inorganic compounds in the process water and increased microbiological activities. Other detrimental effects of water recycling can be increased reagent consumption and inefficient dewatering of tailings and concentrates. Recycling of water also tends to accumulate very fine suspended particles. Excessive amounts of slimes in the process water can also have an adverse effect on mineral beneficiation processes. The main constituents of process water are dissolved gases (oxygen, nitrogen, carbon dioxide), colloidal and suspended solids of inorganic and organic nature (including micro-organisms: dead or alive), dissolved organics (natural organic matter, residual reagents, reaction and decomposition by-products of chemical reagents, impurities in the reagents and metabolites originating from microbiological activities) and inorganic compounds (acids, alkalis, inorganic salts, metal ions, anions and heavy metals). Inputs to the chemical composition of process waters are: dissolution of soluble mineral phases present in the ore, surface oxidation followed by dissolution of mineral particles during grinding and mineral processing, the chemical composition of various make-up waters and recycled water streams, and reagent additions during mineral processing. The beneficial or detrimental impact of process water quality on flotation performance can be attributed to a number of subprocesses: adsorption and/or precipitation of inorganic and organic species present in the process water onto the surface of mineral particles, chemical reactions between process water constituents and the chemical species present on the surface of mineral particles and interactions between the chemical and microbiological species present in the process water and the various reagent species added in solution during mineral processing. Dissolved chemical species such as calcium, magnesium, iron, copper, lead, zinc, nickel, sulfates, phosphates and carbonates can have a strong effect on the electrokinetic properties of oxide and sulfide minerals, at certain pH ranges. Several reactions can occur at the solid-liquid interface that can play an important role in determining surface adsorption of reagents. Solid-liquid interfacial properties of mineral particles can be significantly affected by the conformation of adsorbed and precipitated reagent layers, which in turn are determined by solution chemistry. The chemical and microbiological constituents of process water can have a significant effect on liquid-gas interfacial properties and have a strong influence on froth height, strength and stability during flotation. Water chemistry can play an important role in determining the interactions between minerals present in the ore and the chemical reagents added in the mineral processing plant by altering the reagent-solution and mineral-solution equilibria. These interactions can include dissolution, micellisation and precipitation of reagents, dissolution of minerals contained in the ore followed by hydrolysis, complexation, adsorption and precipitation of dissolved chemical species and reactions between dissolved ions and various reagent species present in solution. All of the above mentioned subprocesses can ultimately have a significant effect on the efficiency of mineral processing operations. In this presentation, a systematic approach for assessing the composition of water supplies available at the mine sites and for investigating the influence of process water quality on the efficiency of mineral processing operations will be discussed. The consequences of mixing different quality water streams to produce the required volumes of process water for some flotation plants will be highlighted. To substantiate the water quality issues described in this paper some examples are given from a metalliferous processing perspective. However, the topics described in the paper are not only relevant to metalliferous processing but to all other type of mineral processing operations as well. In fact the principles described in this paper have also been successfully applied to the coal flotation industry.

Jan 1, 2006

By R Ulusay

Rock mechanics involves characterizing the mechanical properties and behaviour of rock material and the natural discontinuities of the rock mass, while rock engineering is concerned with specific engineering circumstances, for example, how much load will the rock support and whether reinforcement is necessary. Rock engineering models developed depend considerably on the input data such as boundary conditions, the properties of rock material and rock mass. Correct evaluation of these properties frequently requires laboratory and in-situ tests, supplemented with a high degree of experience and judgment. Accordingly, since 1974, the ISRM Commission on Testing Methods has spent considerable effort in developing a succession of the ISRM Suggested Methods (SMs) for different aspects of rock mechanics and rock engineering with the contribution of a number of working groups and cooperation of some other ISRM Commissions. This paper emphasizes the need and importance of standardization of rock testing methods within the context of the ISRM SMs, gives a guideline for developing ISRM SMs and finally discusses on some implementation and contractual issues associated with rock testing and experienced in practice, and briefly introduces main future trends in rock characterization, testing and monitoring. This is an extended abstract only. CITATION:Ulusay, R, 2018. Standardisation on rock characterisation, testing and monitoring with emphasis on ISRM suggested methods, practical issues and difficulties, and future trends, in Proceedings The Fourth Australasian Ground Control in Mining Conference (AusRock), pp 17–18 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 30, 2018

A generalised mathematical model for hydrocyclone classifiers was developed by the author (Nageswararao, 1978) using dimensionless groups which include phenomenological characteristics as independent variables. This model is incorporated in JKSimMet, the steady state mineral processing simulator developed by JKTech.Recently, when this model was rewritten (Lynch and Morrell, 1992), in terms of variables other than those used by the author, a few errors have crept in. For example, while the exponent of (Du/Dc) in the equation for d50e should be negative (-0.47), it was recorded as positive (0.47). Also, the exponent of (DoIDe) in the equation for pressure drop should be 0.67 and not 0.60. In the same equation, the exponent of Dc would turn out to be -0.10 and not 0.15. These are clearly attributable to typographic and rounding off errors, while transforming the original equations.More recently, Cilliers (pers comm) has done a comprehensive evaluation of the major semi-empirical models for hydrocyclones.He observed that the major difference between the cyclone model developed by the author and other models lies in the method of quantifying the effect of spigot diameter on d50e. He noted that while all other models predict an increase in d50e with a decrease in the spigot diameter, the model as cited by Lynch and Morrell (1992) predicts just the opposite. However, he conjectured correctly that the discrepancy could be due to a typographic error. As the model is still unpublished, it is felt that the original model equations should be recorded with the correct exponents, so that errors in predictions other than those due to the limitations of the model itself could be avoided. They are given hereunder.

Jan 1, 1995

By Radenkovic C, Ivkovic S, Minic I

The model, already tested and applied, enables a highly efficaceous solution of the problem of issuing instructions for interested services on the basis of known contents of in- dividual stages of mine mechanization repair and known time intervals between repairs for specific machines and total mechanization. Application of the model provides work orders for all types of repairs for specific machines or systems, and orders for the commercial department regarding spare parts Supply.

Jan 1, 1977

An Ore Reserve Estimate aims to foreqast the impact of the complex mixture of factors which constitute a mining and milling operation. The factors are pulled together in the Mine Plan which then constrains the reserve estimate. At the Zinc Mine at Broken Hill the complexity of the ore lodes highlights some of the factors which affect the ore grade estimates and at Elura the different metallurgical characteristics of the ore types influences their economic viability.

Jan 1, 1990

The Australian mining industry has suffered from a decline in its public image during the past decade. This has occurred partly as a result of increased questioning of accepted social and economic values since the mid-1960s and the greater restrictions placed on industry since then, and partly ò from the industry's inability to effectively answer its critics. Public opinion surveys have shown the depth of the decline in the industry's community acceptability and highlighted those issues which people regard as disadvantages of mining. The industry's poor public image has contributed to the difficulties of attracting young people to take up professional careers in mining. All those involved in the industry have a responsibility to assist in activities designed to improve the industry community Acceptability.

Jan 1, 1981

By Watsford RMS, Schache IS, Slaughter PJ

As part of the overall Copper Smelter expansion activities at Mount Isa Mines from 1970 - 1975, a decision was made to open circuit the converter slag from the Smelter and treat this product by flotation. This paper describes the technical aspects of plant operating and reagent practices employed, with particular emphasis on the large scale milling of this product and the effect through the use of reagent hydroxy ethyl cellulose on chalcocite grade and recovery.

Jan 1, 1978

The paper discusses how automation is steadily proceeding throughout all areas of the electrolytic zinc industry. Fluid bed roasters with integral sulphuric acid plants are now on -computer control. Highly efficient, continuous leaching and purification stages, with feed-forward predictive and optimisation computer control, precede electrolytic cells with on-stream solution analysers and automatic stripping of deposited zinc. Controlled electric induction furnaces feed continuous casting lines, equipped with automatic stacking and strapping, machines, after computer based metal analysis has confirmed metal purity or alloy composition. The paper also discusses the use of computer models tied to process control systems, and the equipment and solution measurements that could be automated with advantage, using modern micro-based controllers and analysers.

Jan 1, 1985

Many aspects of best practice resource evaluation do not create value, but poor practice can certainly destroy value. Generally companies prefer to present how their good practice adds value and for this reason few publications exist on examples of how poor practice can destroy value. However in big and small companies there are many previous and current examples of poor practice destroying value. The incremental expenditure required to move from poor practice towards best practice can be looked upon as insurance against destroying shareholder value. Examples of how poor practice in geology has destroyed value are presented as well as the improvement model used by BHP Billiton to add value and insure against destroying value.

Jan 1, 2002