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The National Institute for Occupational Safety and Health (NIOSH) conducted a monitoring field study to optimize the rib control plan in a room-and-pillar coal mine. The study mine is located in the Central Appalachia coal basin. Two monitoring sites were selected at different sections in the study mine. The selected sites have different overburden depths and geologies. The instrumentation plans at study sites include borehole pressure cells installed at various depths in studied pillars, rib and roof extensometers and load cells mounted on number of the rib bolts. The instrumentation results and observed geology for one of the study sites showed great potential for optimizing the rib bolt plan at that section of the mine. Therefore, a rib support optimization study was followed using numerical modeling technique. A calibrated threedimensional model was developed using the instrumentation results of the optimization section. The calibrated model was used to determine the optimum rib support for expected overburden depths and rib heights. Baseline rib bolt patterns were assumed for the optimization study. Additional rib bolts, above and beyond the baseline bolting parameters, were outlined and identified as solutions to contain the rib fracturing identified by the modeling results.

Jul 28, 2020

By P. Dhar, H. R. Kota, M. Thornhill

Precipitated calcium carbonate is used as a filler and coating material in the manufacturing of paper because of its high brightness and light scattering characteristics. However, beneficiated calcite has similar potential, given the fact that the industrial specifications are already achieved. For paper industries, the requirement is that the desired product should be pure and have a brightness of 93 to 95 percent. A very-high-grade calcite deposit of around 92 percent is located in the north of Norway, which is used as the raw material for ground calcium carbonate (GCC) feed for the paper industries. There is a substantial amount of calcite resource, which has pyrite and pyrrhotite as major impurities. These sulfides, even when present in minor concentrations, impart color to the end product (paper). Removing these minerals is estimated to increase utilization of the deposit by 10  percent, which represents several million tonnes of calcite marble. Due to the requirement for environmentally friendly reagents and chemicals by the mineral industry, fatty di-amines are being tested for pyrite and pyrrhotite flotation. The interaction mechanism of diamine with the main components of the ore were studied and optimum conditions for removal of sulfide impurities are outlined.

By Zoë Mullard

The introduction of Web 2.0 platforms (also referred to as social media), with their architectures of participation, has ushered in a new era of technological interaction and information exchange that is changing the nature of corporate-community communications. Web 2.0 platforms give users the ability to generate data collaboratively, meaning that more stakeholders maintain the expectation of being able to contribute to online dialogue. In light of these changes, it is important for business to consider how social media can be used strategically to enhance stakeholder relationships and increase business efficiencies. This article provides three case studies of how different stakeholders in the mining industry are strategically using Web 2.0 platforms to communicate with target audiences. The case studies are based on the experience of respondents and from website observations, which were undertaken as part of a thesis research project by the first author (Mullard, 2010), focusing on the application of social media in the mining industry.

Jan 1, 2011

By F. V. Antonio, R. S. Pizarro

Masbate Gold Mines, dormant since WWI I, are now back in operation. The ore treatment plant incorporates carbon-in-pulp processing, utilized because of the ready availability of coconut shell charcoal in the Philippines and the high clay content of the ore. A detailed description of the plant, including the surprisingly fast and efficient alcohol stripping facility is presented. Operating data for the plant is provided together with an interesting performance evaluation of mechanical versus air- lift agitated leach tanks.

Jan 1, 1981

By Paul L. Russell

Interest in the western oil shales of the US began in about 1908, with the first retort in Colorado constructed in 1917. The most successful early developments were near Elko, NV, where the Catlin Shale Products Co. produced more than 1.9 dam3 (12 000 bbl) of shale oil during 1920-1924 and at Rulison, CO, where a US government operation produced about 570 in 3 (3 600 bbl) of shale oil during 1926-1929. Plentiful low-cost crude oil was developed about this time and shale oil was of little or no interest until after World War II. From 1944 to about 1972, several companies, and the US government, operated shale oil mines and recovery plants in Colorado. While technical successes were achieved and an estimated 40-56 clam' (250 000-350 000 bbl) of shale oil were produced, economics were not favorable and commercial production was not achieved. In recent years domestic production of crude oil supplies has not kept pace with US consumption. The growing shortfall has been met with imports. The cost of imported oil has continued to escalate and increased US dependence on petroleum imports are national concerns, because of the negative impact on US balance of payments and an increasing dependence on other nations for US energy needs. In 1978, petroleum imports equaled about 44% of demand, up from 23% in 1970, but down from 48% in 1977 because of availability of Alaskan North Slope crude oil. Reduced domestic consumption and other factors have reduced current imports to about 40-45% of de¬wand-but at ever increasing cost. The growing shortage of crude petroleum and its increasing cost have resulted in renewed worldwide interest in oil shales. In the past, the main obstacle to oil shale development (progress toward commercial production) has been economics-shale oil cost too much to develop and thus could not compete with conventional petroleum crudes. Even with today's inflated energy prices, some experts say the production of synthetic crude oil from oil shale is, at best, marginally economic. The 1973-74 Arab oil embargo and increased crude oil costs-along with the federal government's offer to lease oil shale lands-resulted in renewed

Jan 1, 1981

By D. Campos, J. M. Macedo, S. Chadwick

The incorporation of low cost technology transfer to increase the ability of locals to acquire and maintain long term employment are key ingredients for sustainable industrial development. Alcoa’s Alumar plant on the island of Sao Luis is the largest and most modern refinery/smelter complexes in northern Brazil. The plant has one of the most advanced Environmental, Health, and Safety management process in the aluminum industry. Technical assistance, training and financial support were made available to Alumar to address social sustainability issues. Through several programs led by employees on a voluntary basis and applying intensive and extensive training programs, Alumar has enabled local people to develop skills on agriculture and land management, wastes minimization, small business development and administration, all based on sustainable development and social responsibility concepts.

Jan 1, 2004

By R. D. Hagni, P. A. Shivdasan

Cathodoluminescence microscopy (CLM) is uniquely applicable to the study of carbonatite-related fluorspar ore deposits. The mineralogy of the carbonatites, sodic and potassic fenites, marbles, quartzites, and fluorite ores are readily determined and characterized. Calcite, dolomite, apatite, fluorite were deposited dominantly under high temperature conditions and they exhibit strong cathodoluminescence (CL). Three types of carbonatites have been recognized at the Okorusu, Namibia carbonatite complex and fluorspar mines by field mapping and laboratory CLM. The main carbonatite intrusion is fine grained and consists mainly of calcite. A later phase of pegmatitic carbonatite consists of calcite, magnetite, Fe-rich pyroxene, apatite, and pyrochlore. Pyroxene carbonatites were recognized mainly through their study by CLM.

Jan 1, 2001

By Robert Rautenberg, Paul McDermott

This paper will discuss the construction of 15.9 km (9.88 mi) of tunnels on a project in Chicago, Illinois. The tunnels were driven utilizing two rock and four soft ground TBMs ranging in sizes from 7.39 m (24.25 ft) in rock down to 1.95 m (77 in) in soft ground. In addition to the mining, there are 63 upper level structures and 16 dropshafts averaging 61.5 m (202 ft) deep included on this project. Many diverse mining, excavation, support and lining techniques were employed on this project.

Jan 1, 1997

By Steven Hoerger

Newmont Mining has a large, integrated gold-mining operation in northern Nevada with several mines, stockpiles and processing facilities. There are more than 90 defined metallurgical ore types and more than 60 defined gold-recovery process options. Newmont developed a mine plan and process model to take better advantage of the available synergies at its Nevada mines. This plan includes a mixed integer and linear programming optimization tool. This system is maintained and operated by a Nevada planning group. Standard in-house planning software tools and methods have been implemented at all mine sites. These changes have allowed a reduction in mine engineering staff and have increased the effectiveness of mine planning.

Jan 1, 1999

By P. Schmieder

"The close vicinity of mining companies to other sites that are used for commercial and residential purposes or to areas under conservation as well as the fact that the people become more and more sensitive to emissions have led to a negative attitude towards mining operations in the neighborhood. It is above all the use of drilling and blasting techniques that give rise to objections, in the course of which demands for more environmentally-friendly production methods have been voiced. It is in this context that production methods without the use of explosives are considered as an option. After all, the use of such production methods is the only alternative for some quarry operators. The question is what are the true benefits of these techniques and what is the relation between a possible improvement of the environmental effects on the one hand and the technological potential as well as the costs on the other. It is intended to assess the mining techniques for solid rock in their entirety. This paper will therefore look at the aspects for assessing mining techniques in the context of their environmental impact and the costs."

Jan 1, 2005

Scattered north and south along a 161-km (100-mile) stretch of Interstate 80, Newmont Min¬ing Corp. owns four active mining properties in Nevada?s northern high desert ? Carlin Trend Operations, Midas, Twin Creeks and Phoenix. Among the four, there are nine openpits, five underground mines and 14 processing facilities. While gold is the predominant ore, silver and copper are also produced. And in a move to hold down energy costs, Newmont built and owns the 200-MW (net), coal-fired TS power plant. This plant provides about 65 percent of the power used for Newmont?s own operations, while the rest is sold to NV Energy, which services Nevada and northeastern California. Bringing the Phoenix Mine ? Newmont?s newest in Nevada ? on-line presented many developmental and operational challenges. Located about 19 km (12 miles) southwest of the town of Battle Mountain, the general area had been home to prospectors and other mining companies since the 1860s. But any profitability in developing the lower grade gold, copper and silver deposit at Phoenix proved elusive, with Battle Mountain Gold being the last company to make an attempt. When Newmont acquired Battle Mountain Gold and its Phoenix reserves in 2001, the lower grade of ore was not a deterrent. Newmont found Nevada-wide cost savings synergies for maximizing profit during the depressed gold market of the late 1990s. The new property was aptly renamed the Phoenix Mine, a nod to its rising from the ashes of the dreams and efforts of previous mine owners.

Jan 2, 2010

By None None

Life as a mining/mineral professional doesn’t leave much time for perusing 20-page technical papers. Yet, being technologically savvy is part and parcel of a successful career in this industry. What’s an intelligent, well-informed person to do?

By Colin Barratt

The East Side Access (ESA) project is the largest underground rail infrastructure project under construction in New York City, USA. The Manhattan segment of the project is to be mined through rock and consists of 4.1 miles of Tunnel Boring Machine tunnels for track work and mined excavations to house rail switches, air plenums, and other rail facilities. This paper considers different methods for concrete lining, such as the use of fixed forms, adjustable forms, and pneumatically applied shotcrete. The advantages and disadvantages of these methods are discussed and the basis for considering one over the other are illustrated. Further discussions on design development and preparation of documents to facilitate quality and constructability in the field are presented.

By A. R. Biggart, A. Walters, G. J. E. Kramer

The Owner Procurement Process or OPP is a proven, viable alternative contract delivery method that is potentially applicable to many tunnel projects. Using the OPP, the owner specifies and procures major tunnel construction items such as tunnel boring machines and tunnel linings and provides them to a tunnel excavation contractor in order to manage risk and accelerate project schedule. However, due to industry perceptions regarding potential owner risk, it is seldom considered or is rejected out of hand. In fact, past performance demonstrates that the process significantly minimizes owner, contractor and over-all project risk and mitigates the impact of any claims and differing site conditions. The paper outlines how the process should be structured to achieve schedule, cost, quality and risk management benefits. Potential and perceived disadvantages are discussed and how the process can be structured to mitigate or avoid them. The planned implementation of this process on the tunnels for the Silicon Valley Rapid Transit Project in San Jose, California is discussed.

Jan 1, 2005

By F. Mielli

Mine operation managers are constantly tasked with identifying new ways to produce more, while using less. Mine effectiveness and reliability is the foundation of improving operational performance. Timely decisions need to be made in order to identify production waste. Intelligent data needs to be visualized in real-time. Operational events need to be captured with impacts quantified and root causes identified. Unfortunately, complex information technology solutions often have a very poor success rate, with some reports suggesting 30 percent of complex projects are canceled before completion.

Feb 27, 2013

By Timothy P. Smirnoff

Sustaining the region?s mobility needs, achieving projected economic growth, and maintain Midtown Manhattan as a center of regional, national and global importance has led to continued investment in commuter rail and transit infrastructure in New York City and resulted in design and construction of large underground caverns. The current plans for stations in Manhattan include New York Penn Station Expansion (NYPSE) caverns for Trans Hudson Express (THE) Tunnel Project for New Jersey Transit (NJ Transit) and the Port Authority of New York and New Jersey (PANYNJ), Metropolitan Transportation Authority Capital Construction Long Island Railroad (MTACC/LIRR) twin caverns for East Side Access (ESA) Project, and station caverns of the No. 7 Line Subway Extension Project and Second Avenue Subway Project for Metropolitan Transportation Authority Capital Construction/New York City Transit (MTACC/NYCT). This paper provides a general overview of these large caverns now in design or construction in Manhattan, the area?s geologic setting, the geotechnical factors considered and approaches commonly applied for cavern design.

By Raymond W. Henn

The 31th annual short course ?Grouting Fundamentals and Current Practice? was held at the Colorado School of Mines, in Golden, CO June 7-11, 2010. The field demonstration portion of the course was conducted June 10 at wlh Construction Co.?s yard in Denver, CO. The full-scale field demonstration presents many types of drilling and grouting equipment in operation as well as numerous grouting methods performed under various field conditions.

Jan 1, 2010

By Martin Herrenknecht

After the successful breakthrough at the end of 2006 of both TBMs into the multifunctional site Faido (MFS), in the middle of 2007 the two tunnel boring machines resumed the 12 km long section between Faido and Sedrun. In the roughly a 10 month interval both approximately 465 m long tunnel boring machines were partly dismantled, pushed through the 2.5 km long MFS, rebuilt for the new larger diameter of 9.5 m and reassembled to be ready for operation. In the rebuilding phase, improvements were made to the equipment, especially as a result of experience gained from the previous 14 km long drive in the section Bodio and taking into account the latest information regarding the upcoming 14 km section Faido. Both TBM drives are currently in the rock formations of the Lucomagno gneiss, which stretch over a section of 3.5 km from the MFS Faido to the predicted Piora Syncline. This section is divided into two fold axes of the Chièra Synform, where the Lucomagno gneiss pass from a sub-horizontal into vertical bedding. The drives, with current rock overburdens exceeding 1,500 m and, as known from the excavation phase of the MFS, in part highly disturbed rock formations, are characterized by the locally intense rock squeezing conditions with large convergences in the vicinity of the driving TBM as well as backwards due to the interaction of the two drives. High expenditure for the support measures, reduced driving performances together with extensive extra work associated with deadlines and increased costs are the result. In the paper the previous experience with the TBM drives in the section Faido and the challenges still awaiting us are presented and discussed.

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By Dennis Molvik, Omar Fulton, Chris D. Breeds, Don Gonzales

This paper presents and describes the South Interceptor Parallel Phase III Contract C93012C, which involved construction of a nominal 2.7 m (9-ft) finished diameter sewer conveyance using both pipe jacking and conventional tunneling methods. Earth Pressure Balance (EPB) excavation was required to minimize the potential for settlement beneath a main rail line, overpass, sensitive wetland, areas of contaminated soils, and nearby structures. Ground conditions predicted in the Geotechnical Baseline Report included low plasticity, clayey silt (40 to 10%) and silty sand (60–90%) with pieces of wood such as logs, stumps, branches and other tree fragments. Soil cover ranged from 2.7 m (9-ft) to 5.4 m (18-ft) over the tunnel crown with a groundwater table between 1.5 m (5-ft) and 3.7 m (12-ft) deep.

Jan 1, 2003