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By J. F. T. Agapito, G. P. Bratton

A 16 m by 4.7 m by 24.5 m (52 ft by 15.5 ft by 80.5 ft) underground ore bin was constructed at an 810 m (2660 ft) overburden depth in poor quality, faulted and altered intrusive rocks at Molycorp's block caving molybdenum mine. Geological engineering incorporated detailed structural mapping, rock quality classification, in-situ stress field determinations, numerical stress and failure analysis, and convergence monitoring. The ore bin was mined by conventional methods from the top down and utilized a bored raise for mucking. The initial ground support of rock bolts, lightweight steel sets, and reinforced concrete was later supplemented with an array of 6, 12 and 21 m tensioned, grouted rock bolts when wall closure was noted in the upper ore bin area. The supplementary support was optimized by computer analysis and monitoring.

Jan 1, 1985

The United States continued to depend on imported bauxite during 1995. Domestic bauxite mine production remained at about the same level as in 1994. It amounted to less than 1% of total world production. All of it was used for nonmetallurgical products, such as abrasives, chemicals, proppants and refractories. Metallurgical grade bauxite was imported from 12 countries. Principal suppliers for this 10 Mt (11.1 million st) of ore were Guinea (39%), Jamaica (35%), Brazil (17%) and Guyana (8%). The average value of imports, c.i.f. US ports, was $31/t ($28/st). Calcined refractory-grade bauxite imports totaled235 kt (259,000 st). It had an average value of $112/t($102/st) c.i.f. US ports. China supplied 61%, Guyana30%, Hong Kong 4% and France 3%. Imports of other grades of calcined bauxite, primarily for the abrasives market, totaled 259 kt (286,000 st).They were supplied by China (59%), Greece (20%), Brazil (14%) and Australia (6%). The average value was$74/t ($67/st) c.i.f. US ports.

Jan 1, 1996

By Jim Richards, Eli Choueiry, Brett Robinson, Amanda Elioff

The Los Angeles Metro Gold Line Eastside Extension (MGLEE) extends Metro’s light rail system to the densely populated and growing East Los Angeles communities. Much of the 6 mile alignment consists of at-grade track, but the project also features a1.7 mile underground segment in cut-and-cover and twin-bored tunnel structures. In light of past experiences with open shield construction, The Metropolitan Transportation Authority (Metro) specified, for the first time, use of Pressure Face Tunnel Boring Machines (TBM’s) to advance tunnels through soft ground. This paper describes the history of the tunnel design, construction management, and construction methods adopted that resulted in successfully completing the tunneling segment.

Jan 1, 2007

By M. E. Rossi

In mineral resources, geologic and mining data are acquired, processed, analysed, interpreted and modelled, eventually serving as basis to generate predictions and production plans. This is a complex process, and the resulting predictions are impacted by uncertainties related to the data itself and the processing methods and techniques used. They are also impacted by the subjective decisions made by the modeler(s) at each step of the way. Knowledge, biases, skills, and prior experience come into play in the long mineral resource evaluation development workflow. It is meaningless to discuss uncertainties without evaluating the associated risks that those uncertainties imply. It is important to quantify and assess uncertainty, and to evaluate and mitigate its consequences. This paper discusses (1) conceptual and practical sources of uncertainty; (2) the utopia of an “objective” uncertainty; and (3) the quantification and public reporting of uncertainty using geostatistical conditional simulations. The objective of this paper is to postulate that the industry is running out of reasons and excuses to ignore uncertainty and risk in project evaluation. This is done in two parts, with this, the first one, presenting a more conceptual discussion. Part 2 will present case studies from different types of mining projects and operations showcasing the impact that risk assessments can have in a mining project.

Feb 22, 2026

By David A. Smith

A new generation of reliable, stable, and easy to use bulk emulsions allowing application in tunneling and drift rounds has been developed. This new product group of bulk emulsions has been especially formulated for use in small-diameter holes and is a significant advancement in bulk emulsion technology. Reliable and easy-to-use bulk delivery equipment has been designed and developed to allow bulk emulsions to be used in a wide variety of shaft and tunneling applications.

Jan 1, 1987

By David Dardick

Tround International Inc. is developing rock excavation and drilling devices which utilize a simple patented mechanism for firing frangible projectiles. This system launches a salvo of three projectiles with every shot in automatic sequence. Studies conducted by Physics International Inc. have demonstrated that firing projectiles into hard rock such as granite creates fragmentation which is much faster and cheaper than conventional drilling and blasting. The Tround salvo approach enhances this further by a controlled stresswave interaction created by a slight time difference during impact of the individual projectiles. The University of Maryland is conducting additional studies to optimize these parameters.

Jan 1, 1981

By M. A. Meyer

Underground mining accidents in the USA in recent times have prompted the Mine Safety and Health Administration (MSHA) to review emergency and tracking systems for underground mines. Several communication and tracking systems are available on the market and various systems have been installed in mines around the world. In addition, MSHA?s standard on Diesel Particulate Matter (DPM) requires mines to comply with the final PEL of 160µg/m3 by May 20, 2008. Barrick Goldstrike Mines Inc., Underground Division, has been in operation since 1995 and an extensive control and monitoring network, and a leaky feeder voice network is in place. Enhancements to the communication and control system are currently being implemented to include a PED emergency notification system, wireless LAN with tracking of personnel and equipment in the mine, and a ventilation control system that will use the tracking information and ventilation data to automate much of the mine ventilation system. Expected benefits from such a system would be enhanced communication with miners, emergency notification, location of miners and equipment, energy savings, improved ventilation control, and improved atmospheric conditions in the mine including reduction of diesel particulate matter (DPM).

Jan 1, 2009

By O. A. Bascur

The lack of integration of mining and metallurgical information with sufficient detail for analysis causes inefficient operation and hence sub-optimal energy and water use. It is difficult to analyze the performance of mining and metallurgical processes without an integrated view of mine transactions, stockpile inventories, process flows and assays. To take action requires real time information from manufacturing assets, corrected for gross errors from trucks, shovels, conveyors, faulty sensors, bad instrument calibration. This paper presents an infrastructure with advanced tools that sift through available data, identify and eliminate gross errors, and transform the data into business information for continuous improvement and optimization. Collaboration is a key component of improving efficiency of energy and water use, and the evolution of Web technology enables collaboration and troubleshooting of plant information to more quickly act on issues to reduce wasteful operation. Keywords: Mine Concentrator Optimization, Real Time Performance Management, Data Unification, Integration of Operational and Business systems, Mass and Energy Balances, Real Time Web Services, Equipment Availability, Efficiency.

Jan 1, 2009

By Steve Kral

Amax Coal Industries Inc.'s Delta Mine is a medium-sized. high-sulfur coal producer that has lived up to the challenges posed by nearly six decades of a highly competitive domestic coal market. The mine now faces one of its biggest challenges - the same one staring at the dozens of other high-sulfur producers in the Midwest - the Clean Air Act Amendments of 1990. The 59-year-old mine, located in the coal fields of southern Illinois, has remained one of the state's oldest continuously operating mines by rolling with the ups and downs of the coal market and by incorporating new technologies and innovative productivity improvements into its operation.

Jan 1, 1993

By Mikko Ruonala, Pertti Lamberg, Olli Hyvärinen

The smelting of copper sulphide concentrate is the dominant route in copper production (Figure 1). Heap leaching of oxidized copper ores with weak sulphuric acid together with copper solvent extraction and electrowinning has gained popularity during recent decades, and it accounts for close to 20 % of primary copper production. Heap leaching offers advantages such as lower costs and consequently the construction of a production plant at a mine site is made possible. Limited resources of oxidized copper ores, the long leaching time of chalcopyrite and inability to recover gold inhibit this growth. The HydroCopperTM process developed by Outokumpu Technology at the laboratories of Outokumpu Research, Pori, Finland, is a new chloride leaching technology /1,2/, which offers an alternative to smelting and heap leaching (Figure 1). In the HydroCopperTM process sulphidic concentrates with various mineralogy and grade can be treated at the mine site to produce high-quality copper. Instead of copper cathodes the HydroCopperTM end products are copper wire rod, copper bars or copper billets. One of the advantages of HydroCopperTM technology is that gold can also be recovered in the process simultaneously /3/. To confirm the functioning of the new process and to dimension equipment Outokumpu Technology built the HydroCopperTM demonstration plant in Pori, Finland /4/. It has a capacity of 1 metric ton of copper per day. After testing with Pyhäsalmi copper concentrate in 2003, the first commercial demonstration run with Erdenet copper concentrate took place in 2004.

Jan 1, 2005

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

By Thomas J. DeMull

Development of the Batu Hijau copper project was completed in the fourth quarter of 1999 with the formal handover and start-up of ore processing facilities. The project began in August 1996 when the owner, PT Newmont Nusa Tenggara (PTNNT), awarded an engineering, procurement and construction (EPC)contract to Fluor Daniel (FD) for the development of the project. This included a copper concentrator, port, power plant, town site and infrastructure. PTNNT managed the development of the mine and the procurement of the mine equipment. In 1996, Batu Hijau was the largest mining project ever undertaken. Developing the Batu Hijau Mine was complex. It involved the work of thousands of people in all parts of the world to plan, engineer, procure, fabricate and manufacture equipment, supply and deliver materials and equipment, and build the plant.

Jan 1, 2002

By R. Grandori, L. Pellegrini

The construction of the La Joya hydropower plant (Costa Rica) was awarded by the Spanish power company, Union Fenosa, to the Italian Joint Venture formed by the companies SELI SpA and Ghella SpA. The project, located in a mountainous region of central Costa Rica, includes a 7.9-km-long head race tunnel having an excavation diameter of 6.18 m. A double-shielded TBM was selected to perform the tunnel excavation, which involved mainly volcanic rocks in variable but generally very weak conditions. The tunnel crossed long and continuous sections in completely weathered rock masses with no residual cohesion and with high water inflows. The paper describes and analyzes: The special methods adopted to overcome these sections with the TBM includ-ing face stabilization by chemical grout and foams as well small by-pass tunnels in the crown combined with TBM advance/support The grouting design and the grouting method that was implemented to meet the waterproof design specifications and restore the original groundwater level in the mountain The additional geological investigations performed to improve the knowledge of the rock mass in front of the TBM and the outcomes of these investigations The performance of the TBM in different ground conditions and on average along the entire tunnel Finally, the author’s comment about the possibility of implementing and improving the technologies experimented with in this project in future similar applications.

Jan 1, 2007

By Steven K. Duke, Jay Arabshahi

An economic, real-time probe drill monitoring system was developed for Metropolitan Water District’s Arrowhead Tunnels project to quantitatively evaluate ground conditions ahead of a TBM. This system digitally records hydraulic feed, rotation, and percussion pressures and calculates drill advance rates during drilling. These data are computer synthesized to develop a digital representation of the ground ahead, and the resulting “picture” of the ground is distributed to the project team to assist with tunnel construction decisions (i.e., targeting grout holes, optimizing mine-cycle lengths, and avoiding becoming stuck). The analysis and interpretation procedure has now been calibrated and refined using over 5,000 m (3 miles) of geologic face mapping data.

Jan 1, 2007

By Peter J. Tarkoy

A great deal of attention has been directed toward the complexities and inadequacies of exploration and pre-bid geotechnical information for heavy construction projects, differing site conditions, and the adversary relationships which generally develop as a result. The adversary position has been maintained at all cost. The solution is simple, if not easy. The solution requires strict and equal adherence to given principles by all parties involved, throughout the life of the project, from conception to completion. It is necessary to review and redefine some basic concepts, without value judgements, from a context of getting the job done. In a recreated context, the role of truth, judgement, responsibility, and integrity, in exploration, engineering design, construction estimating, and project construction, will be examined. It is suggested that anticipated geotechnical conditions be defined unconditionally. The alternative choice is to give the bidder the opportunity of making the interpretive judgements based on geotechnical data. Similarly, a unilateral method of establishing encountered conditions that are agreeable to both owner and contractor, must be outlined prior to contracting. As anticipated and encountered conditions are firmly and accurately established, significant differences can evaluated based upon limitations specified in the contract documents. Impact of differences on project costs can be fixed by pre-defined methods.

Jan 1, 1983

By Georgene Renner, William R. Yernberg, William Gleason

American Commercial (ACI) offers a selection of ground control solutions. Beginning with steel liner plates installed in the Gratiot Avenue sewer system in Detroit, MI 1920, ACI is one of the leading designers and manufacturers of underground steel supports in North America. ACI is also a leader in fire-proofing underground structures with its Promat Fire Protection Boards. The sandwich panels have been used in many new and retrofit tunnel and underground construction projects worldwide. Ease of installation and replacement, cost effectiveness and superior performance have made this product line the premier choice of owners and designers for structural protection, fire-life safety requirements and architectural finish needs.

Jan 1, 2007

By Leonel Lopez

Throughout Mexican history, mining has been an important, traditional activity. Before the "Discovery of America," native miners worked a variety of deposits throughout the country, including Mixtec gold and gem mines in Oaxaca State and Aztec gold, silver and copper from mines in Michoacán. The 500th anniversary of Mining in Mexico after the "Discovery of America" was initiated by the Mexican mining sector on April 15, 1991. As early as 1548, when the Guanajuato mining district was discovered, Mexico had become a leading world producer of precious metals. Since then, Mexican mineral production has developed in cycles, responding to changing technological, economic and political conditions. During the 20th century, Mexican mine output reached its peak in the decades of the 1930s and 1940s, when it was producing about 40% of the world's silver, 15% of its lead, 10% of its zinc, 4% of its copper and 3.5% of its gold. In 1990, by way of contrast, these percentages of world output stood at 13.5% for silver, 4.7% for lead, 4.1% for zinc, 3.2% for copper, and 0.43% for gold. The lowest production levels were recorded during the 1960s and 1970s, when Mexicanization of the industry and increasing state controls weakened mineral economics to a point that mineral exploration budgets were sharply reduced or eliminated, along with the industry's future. Only the noble old mining districts continued to supply production, with occasional eruptions of "bonanzas" and new extensions in established mining districts.

Jan 1, 1994

By R. J. Latino

Because of the lack of a universally accepted definition or standard for RCA, we are left to our own conventions in the marketplace as to what is most ?effective? or a ?Best Practice? for our own facilities or organization. This lack of uniformity in the application of RCA produces an equal lack of uniformity in the measureable outcomes of RCA on the bottom-line from site to site and industry to industry. What is the definition of success for an RCA? Is it regulatory compliance? Is it some quantifiable measure of bottom-line performance? Is compliance and bottom-line performance the same thing? Can we measure the ROI we receive by doing compliant RCA? These questions must be adequately addressed if any definition of RCA is to be effective on the bottom-line. Like our various Corporate Vision and Mission Statements, what would be our Vision and Mission for RCA? When pondering the answer to this question, we should consider: ? What Key Performance Indicators will the Success of RCA be Linked to? This provides a direct correlation to the corporate dashboard and therefore garners support for the RCA effort when implemented at the sharp end. Not until we know what KPI?s will effectively measure our maintenance and reliability objectives can we begin to establish which opportunities will afford the greatest returns1. ? What Bottom-Line Metrics will be Tracked to Measure the Effectiveness of Our RCA Effort? Will it be increased production, profitability, regulatory compliance, etc.? Will it be decreased injuries/fatalities, claims, customer complaints, risks, etc.? We should be specific about these metrics and their correlation to the metrics on our corporate dashboard. ? What Will Trigger an RCA Investigation? Normally companies will establish quantifiable thresholds to be surpassed before an RCA will be conducted. Examples may be an OSHA recordable injury, a failure event in which production losses exceed $250,000, an equipment failure in excess of $50,000 or a regulatory violation. This is the norm. However, we should realize this is using our RCA skills totally on a reactive basis. High Reliability Organizations (HRO) strive for proaction and they also use RCA proactively. Why can?t we use RCA to analyze why unacceptable risks from an FMEA are so high? It is perfectly applicable yet rarely implemented in this fashion.

Feb 27, 2013

By S. Dessureault, Z. Gavelan

As globalization continues, sustainability and social responsibility has become essential in foreign mining investment. However this global trend and the increasing acceptability toward the globalization process, viability and sustainability are not always achieved. Viability and sustainability of mineral projects is dependant on the social and political environment of the region where the mining venture is located and is based on the interaction between the mining entrepreneurs, national-local government representatives, communities, grass-roots groups and independent civil organizations. These are the organizations, which play the acting roles on the viability of mining projects and are the main source of socio-political risks for the project. Throughout the decision-making process to invest in a mineral project, socio-political risks are quantified using a set of measurable variables. Nevertheless, these risk measures should be dependent on specific industries. Two mineral projects, even in the same mining district, may have significantly different political risk profiles based on their own socio-political variables. This paper describes a methodology that takes into account local social and political variables in defining a project-specific’s political risk profile. This contrasts with more typical political risk measures that focus on the country’s overall risk profile. Mining operations must operate on a local scale necessitating the development measure that considers more local variables.

Jan 1, 2004

By Robert A. Pond

Heavy (exceeding 35 tons) roadheaders have not seen much use in the United States, but are used extensively in Europe to excavate many types of underground openings in civil and mining applications. Early models of roadheaders were light and suitable only for utility excavation such as drift enlargement or chamber excavation, unless the ground was very soft and easily cuttable. Frontier-Kemper Constructors, Inc. is now using a 45-ton roadheader to excavate two mine slopes in Kentucky and a 70-ton roadheader to excavate a long decline at a new mine in Utah. Results to date indicate that heavy roadhead machines are an effective alternative to both conventional excavation and full-face boring machines in many cases; and where circumstances are favorable are a superior choice. This paper concentrates on applications in the mine development construction industry, but the conclusions are no less valid for civil construction.

Jan 1, 1983