Search Documents

By W. E. Oching, M. M. Ghomshei

Attracting and retaining workers in mining industry has become an uphill battle to many mining companies. As workers with significant experience retire, it is getting more difficult to attract not only new workers but also top talent to the mining industry to replace professionals exiting the workforce. To make matters worse, students’ enrolment in the post-secondary mining programs in Canada and USA is continuously declining year after year for reasons not directly linked to job market. This raises a question of how can the future needs of mining be met? This paper focuses on avenues for collaboration of industry and educational institutions to meet the current and future needs of mining. It provides effective approaches that mining institutes can engage with program advisory committees, role of the mining industry in supporting both faculty and students, how to harness the benefits of diverse workforce in the country and use of innovative technologies to attract young workers in mining. This work presents Human Resources (HR) professionals with tools that they can use to hire and retain skilled workers with strong interest to work in the mining industry. It also provides HR professionals with an opportunity to re-evaluate their restructuring practices during economic downturns as they reduce number of employees on temporary or permanent basis. The paper stresses the need of working together of the mining stakeholders including mining industry, academic institutions, First Nations’ communities and provincial(state) and federal governments to meet the current and future demands of mining as the industry experiences shortage of labour and low students’ enrolment in post-secondary mining programs. It is shown that mining educational institutes can enhance their programs and recruitments through establishing a better communication with all stakeholders. This communication can be facilitated by creating a national advisory board, to work with all mining programs at the national level for sustainable mining.

Jan 1, 2023

By J. M. Whatley

"IntroductionFEW COUNTRIES equal Canada in the diversity of its mineral output, the range of size of its mine operations, and the extremes of climatic and topographic conditions under which its mining is carried out. Camps large and small are scattered over thousands of miles, some served by excellent communication lines, many in remote regions of the north. Common to most of the deposits is that they are worked by underground methods, and rely on adequate hoisting installations for the success of their operations.Hoisting in some form •pre-dates all other mechanical operations in mines and the hoist remains one of the most important pieces of equipment at the average mine. It provides the single line of communication along which must pass the men and materials to mine the rock, and in turn carry the ore to a place for refinement.Development of Mine Hoists in CanadaCanadian designed hoists were first built and •placed in operation about the year 1880 and have since developed in pace with the rapid growth of the Canadian mining industry. Early machines were all of the steam or compressed-air driven types, of light construction and driven by two duplex slide-valve open-frame type engines. As their application and size increased, designs became more rugged and more efficient."

Jan 1, 1955

The Daly-Judge Tunnel, begun in 1887 to drain mine workings, is now a source of potable water for the Municipality of Park City. The water is exceptionally clean; however, when roof falls occur, suspended solids levels become too high and water from the tunnel cannot be used in the treatment plant. In 2001, the tunnel was inspected and rehabilitated to ensure that the water supply for the 2002 Winter Olympic Games would be uninterrupted. Twenty-five timber tunnel sets were removed, and 86 steel sets were installed. Timber lagging was installed or replaced over about 230 m (750 ft) of tunnel length.

Jan 1, 2006

By W. G. McBride

INTRODUCTION Preparation of this article, at the request of the Committee on papers, has been undertaken in the hope that it may stir up helpful discussion and constructive criticism. The Canadian mining industry is in the dumps and there is no use trying to deny the fact; nor does it help to say that other industries are in as bad or a worse condition. Let us face the situation honestly and see just how serious it is. The entire financial and industrial world is in a state of depression. The gravity of the case is no doubt exaggerated by contrast with the wave of optimism and false prosperity which pre-ceded it. The prevailing gloom and pessimism are just as irrational as was the former super-optimism. As far as we mining engineers are concerned, the causes are quite beyond our control, and it is the effect upon our own industry which interests us most. This effect is an accumulation of mineral products with consequent depression in price to a point where profits have almost, if not quite, disappeared. Whether this accumulation of stocks is the result of over-production or under-consumption is difficult to say, but it would seem likely that there is a combination of the two. The introduction of selective flotation has brought about a large increase in the production of zinc, a moderate increase in the production of lead, and a comparatively small increase in copper. It has turned relatively small mines into great producers, as in the case of the Sullivan, revived expiring mines like La Cananea, and brought-in new ones like Flin Flon

Jan 1, 1931

By Janice Zinck, Maziar E. Sauber

"To counter the recent uncertainty in the rare earths market, diversify the supply source, and help meet the future demand in this sector Canada initiated development of several new rare earth deposits. In the past few years, a number of various studies on rare earths plant design have taken place mainly covering process development, process selection, and flowsheet design. The purpose of this paper is to provide an overview of known domestic and potential resources and reserves of rare earths and their status quo with a focus on the metallurgical processes using the information available in the public domain. Plant designs currently under consideration in Canada are reviewed and evaluated. An outline of the areas of opportunity for selective innovation and technology development in the rare earths flowsheet development and the associated risks and rewards is provided.INTRODUCTIONThe rare earth elements (REE) have a very small annual market, but they are categorized as very strategic metals vital to global economic growth due to their indispensability to the development of modern defence system, green technologies and electronic applications. The International Union of Applied and Pure Chemistry (IUPAC) defines the REE as the 15 elements on the lanthanide series on periodic table of elements, plus yttrium and scandium. REE are classified as light rare earth elements (LREE; La to Gd), and heavy rare earth elements (HREE; Tb to Lu). Physical properties and chemical reactivity of yttrium is similar to those of HREE, thus it is categorized as such. Properties of scandium are not similar enough to classify it as either a LREE or HREE (Weng et al., 2015; Sappin & Beaudoin, 2015). However, the mining industry does not always abide to this definitive classification of the split between LREE and HREE. Therefore, in a comparative study of projects, there is a need to pay attention to how the elements are classified."

Jan 1, 2016

By T. G. Ewart

INTRODUCTION FOR THE purpose of this paper, western bituminous coal is defined as steam coal produced in Alberta and southeastern British Columbia for sale primarily to railways and industries. Before examining present and future markets of this industry, it is proper to review briefly financial and operating conditions within the industry. The report of the Royal Commission on Coal, 1946, supplies financial data from which some conclusions may be drawn. In 1944, the industry as defined above had share capital of $24,886,696. In the fifteen years 1930 to 1944, inclusive, the industry produced: 44,364,211 tons of coal. The profit on this tonnage amounted to $4,678,382.58, which represented 10.6 cents per ton of production. Miscellaneous earnings increased the amount available for dividends to shareholders to a total of $8,487,952.41, which is equal to, 19.1 cents per ton of production. Dividends actually paid in this fifteen-year period amounted to $12,332,040.64, which represented an annual average rate of 3.40 per cent on share capital. It is worthy of note that, in 1944, the net current position of the industry, including investments, was $8,753,874.51. The writer believes that the financial position of the industry with respect to capital, current financial position, and net earnings, has not significantly changed from the fifteen-year period out-lined above. The figures quoted indicate the following situation: (1) The western bituminous coal industry is adequately financed. (2) The industry has followed a conservative dividend policy and has accrued funds for contingencies. (3) The industry has sold its production at very reasonable prices as evidenced by its moderate earnings per ton of production.

Jan 1, 1951

By G. A. Vissac

In this paper we intend to deal particularly with the economic side of coal washing as it applies to our mines. We will then discuss why the dry-cleaning process has been selected, and give a brief description of our plant, dwelling only on its specific features and referring the reader to the numerous papers published on the subject for any details on the principles and machinery used in dry cleaning. ECONOMIC DISCUSSION The washery introduces an extra cost for depreciation, operation, and loss in treatment. A certain proportion of the coal, now being sold, and which the miners have been paid for. will have to be wasted. As a whole, the total increase in cost would be approximately 60 cents per ton. On the possibility of recovering this amount depends the success of the washery. There are two advantages to be expected from the washery, the first, which occurs at the mine and which will be certain; the second, more difficult to estimate, because it depends upon convincing our customers that they should pay more for a better product.

Jan 1, 1924

By E. Watkins, J. C. LeRoy, A. Vivyurka

"TAILINGS REVEGETATIONWelcome to the Revegetation Session. My instructions are to introduce the Speakers and to provide a general introduction.I do the latter with humility not only because of a lack of personal experience or because tailings revegation is not well established technology, but because any general statement on a country or industry as diverse as the Canadian Mining Industry is bound to be wrong somewhere.Laying aside normal standards of accuracy I proceed as follows:In considering the question of tailings revegetation, one asks two basic questions:1. What ought to be done?2. What can be done?The first question can be broken down into three kinds of criteria or objectives:a) Legislativeb) Technicalc) AestheticThe first I leave to the politicians and the last I will avoid. Aesthetics is the philosphy of taste. It is concerned with the appreciation of things rather than what they really are. It is much easier to get into an argument on aesthetics than to get out of it feeling you have said something of consequence.Technical criteria can be divided into the following sub-objectives: 1. To isolate the tailings basin so surrounding land is not degraded. The first step here is stabilization of the surface to prevent wind and water erosion."

Jan 1, 1975

By Terry Gerritsen, Sylvain Picard, Bruce MacKay

Virtually all new technologies require a control system. Any intense process has many process variables that react quickly making manual control difficult. Control system design has a significant impact on the success of a plant especially during ramp-up. New technology projects are particularly sensitive to control system design as the process response is unknown. This paper discusses the important factors encountered in the design of a control system for a new technology. Examples are given of successful new technology plant start-ups where tight coordination of the process control system implementation, process design and selection major equipment led to rapid ramp-ups.

Jan 1, 2011

By SANDVIK WHITE

The mining industry produces approximately 4-7% of global greenhouse gas (GHG) emissions. It is fundamental for mining operations to take immediate sustainable action to actively contribute to an emissions-free future for the next generations. The mining industry has traditionally relied heavily on diesel technology and transitioning to more sustainable solutions requires change management to drive cultural acceptance and new product development. Sandvik was interested to find out the lifetime emissions of a single drill rig and to compare similar application diesel and BEV drill rigs with same use profile to each other. That led the calculation and pondering towards comparing different countries and mine sites as well

Jan 1, 2023

By J. C. Nicholson

The "V" system was first introduced by the West Virginia Coal & Coke Company at their No. 9 mine, Norton. Norton is a small mining village on the B. & 0. railway, about seven miles from the town of Elkins. This year, accompanied by G. D. MacDougall, I visited this mine to obtain first-hand information regarding this modem system and to determine its adaptability to conditions in Nova Scotia. The following is a brief account of my observations. The seam that is being worked is known as the Lower Kittaning, which, at this point, has an average thickness of 7 feet. This includes a band of hard clay varying in thickness from 8 to 14 inches, which occurs about 2 feet from the pavement, also 8 inches of inferior coal at the roof. The latter is not recovered, which leaves to be mined about 5 1/2 feet of clean coal. The roof is slate and shale for the first 30 feet, followed by 40 to 60 feet of sandstone; the total cover is from 80 to 250 feet thick. The seam lies very flat, with a dip of only 2 per cent., and, as the dip is toward the main entrance, it' is in favor of the load, also providing natural drainage for any water the mine makes. As the mine is not gassy, and there is no water to be pumped out, one can understand that mining conditions are practically ideal.

Jan 1, 1924

"One of the corporate values mentioned by many companies deals with respect for people. This paper discusses one aspect of this value, namely, the need for clarity of accountabilities and authorities. The job of the manager in achieving this goal is analyzed and the benefits of enhancing the manager-employee conversation outlined. IntroductionCorporate values usually refer to the standards of behaviour that the leaders of the organization expect of all employees, including themselves, in carrying out their duties. Terms such as integrity, respect for the individual, continuous improvement, continuous learning, teamwork, speed, and innovation are quite common. The company-specific values are typically developed by the top executives of the company, and then tested with a broader group of employees. Where the process works, employees have a good understanding of what behaviour is expected of them in doing their work, in making difficult decisions, and in interacting with others.Having spent considerable time in his career investigating and studying the management systems at over 50 of the most successful companies in Canada, the United States, Europe and Japan, the author has had the opportunity to visit organizations such as Hewlett-Packard, 3M, Xerox, Intel, Toyota, NEC, Komatsu, British Airways, and Eastman Chemical. These experiences, together with the work of many other researchers, including the work of Dr. Elliott Jacques, have helped significantly to form the thoughts expressed below.Rather than reviewing the creation of corporate values and their deployment through the organization, these remarks focus on issues over which managers and employees have some control. The value in which managers can have significant impact deals with people and the respect shown them in the workplace. The component of respect to be emphasized is to be clear about expectations or accountabilities for oneself and the people who report to you, and to ensure that personal authority matches those expectations."

Jan 1, 1999

By T. L. Sadlier-Brown, Andrew E. Nevin

"Common properties of commercial geothermal steam reservoirs are a magmatic heat source, the presence of water in vapour and liquid phases, and a surrounding seal of low permeability. The latter may be due to a combination of hydrologic load, argillic alteration and mineral precipitates. The temperature and pressure of vapour and liquid co-existing in equilibrium at maximum enthalpy may approximate 451°F and 450 psi. Steam reservoirs do not necessarily vent steam, but fluid which breaches and mixes with meteoric waters may emerge as hot springs. A systematic exploration program in Western Canada would involve a sequence of four stages utilizing geological, geochemical and geophysical techniques. The geochemical parameters of hot spring waters, such as silica, lithium and potassium content, give some indication of the basic reservoir temperature. The geology of Quaternary volcanics, including reservoir rocks, structure and rock alteration, is of prime importance. The costs of preliminary indirect methods are no more than those of oil and gas exploration; however, high temperatures compound drilling problems and costs. Exploration expenditures of twenty million dollars or so might be needed for a significant discovery. British Columbia and the Yukon Territory contain abundant Cenozoic volcanic rocks and over 50 thermal spring complexes (some with as many as 20 springs in one complex). Six regions are tentatively picked for exploration. Four regions coincide geographically with post-1980 electric power facilities and loads, and with possible alternatives such as potential dam sites. The Lillooet River region, Terrace region and Western Vancouver Island region have inferred potential for the existence of a plus-500-Mw geothermal reservoir. The Kootenay region may or may not have such potential. The Stikine River region has strong evidence of geothermal endowment, but the anticipated power market of the middle future might be only 30-50 Mw. The Whitehorse, Y.T., and Atlin, B.C., region has a belt of thermal springs and Recent cinder cones. The anticipated middle-future needs are real enough, but in absolute terms they are small, say 20-30 Mw. Legislation and policy on geothermal resource rights are lacking in British Columbia and the Yukon Territory at this time. As well as making policy, governmental organizations will play a significant role in geothermal development as buyers of steam or electricity. The role of industry is visualized as assuming the high-cost and high-risk exploration effort, provided the nature of this effort is understood by government."

Jan 1, 1973

By C. V. Deutsch, O. Babak, J. G. Manchuk

High levels of geological heterogeneity occurring over relatively short distances pose a challenge to the unconventional open-pit techniques used in oil sands mining. There is strong motivation to mine selectively and minimize dilution and loss; however, the large equipment and high mining rate used to meet production targets tend to reduce selectivity. A numerical model is developed to account for geological complexity, mining equipment, regulatory criteria, and other operational parameters. This framework is used for more accurate forecasts, optimization of equipment, and other operational decisions. An example demonstrates the approach in light of Alberta Energy Regulator criteria.

Jan 1, 2014

By L. K. Daneshmend

The mine of the year 2020 will need to be based on a new way of mining. It will employ technology in a paradigm that assumes responsibility for sustainable development: taking account not only economic but also ecological and social issues. This will require a holistic approach to mine design and planning, considering all controlling factors and impacts (technical, economic, environmental and social). A national collaborative strategy is required to address the several options that exist for the development and application of 2020 mining technology. Key issues in implementing 2020 mining technology will also relate to human resources, in terms of employment, skills and education. A need exists to proactively prepare for 2020 through development of a comprehensive education and training strategy.

Jan 1, 1998

By I. V. Kojo

Continuous development of technologies has been self-explanatory for Outokumpu Technology's engineers for decades. The aim in the development has always been the improvement of profitability of the copper production but also the sustainability of the processing i.e. high copper recovery, low external fossil based energy utilization, high emission captures and of course low operation and investment costs. Outokumpu Technology's long-term view of the development is a change towards continuous processes and elimination of number of unit operations in smelting i.e. elimination of possible sources of emissions. Outokumpu blister smelting processes i.e. Outokumpu Direct-to-Blister Flash Smelting and Kennecott-Outokumpu Flash Converting have shown excellent operational results during the years of operation and it is expected that soon more than 10 % of the world primary copper is produced by these technologies. The paper will give some background of this development trend.

Jan 1, 2007

By J. M. Livingstone

"This paper covers some of the problems confronted by Canada's railways in moving bulk materials from their source to the dock-site. The ""cost center"" concept is presented, and hypothetical examples of its use given. Also discussed are systems design, the unit train and pipelines.INTRODUCTIONCANADA LIVES BY RER EXPORTS and the Port of Vancouver by the exports of the Mountain and Prairie Empire at her back. The most recent estimates of off-shore shipments of bulk from the Port of Vancouver rise to 35.8 million shipping tons in 1985 and deep-sea general cargo estimates, in and out, are estimated at 7.6 million shipping tons for the same year. This compares to 7.67 and 2.87 million shipping tons, respectively, in 1965."

Jan 1, 1968

By P. F. Venus

In December 1977, a large pillar was removed by blasthole mining methods at lnco's Creighton No. 3 mine. Although the 2,363.000-ton blast was not a size record for a single underground blast at Inco, it did represent a significant departure from conventional blasthole mining. In terms of the application of nominal 6-inch-diameter boreholes underground, coupled with bulk slurry explosives, the magnitude of the blast is considered a first and very important development. The application of large-diameter boreholes in underground operations was first tried successfully in 1973. Since that time over 13/4 million feet have been drilled in this adaptation of an open-pit technique to underground operations. The blast, which required 708 holes, totalling 131,500 feet of drilling, was loaded in a six-week period, using special slurry handling techniques developed jointly by Inco and CIL. Inco operating and engineering personnel consider this application of large boreholes and slurry explosives for blasthole mining a very important milestone in modern mining technology.

Jan 1, 1978

By V. Ushakov, P. Bogdan

Daily production scheduling in a highly dynamic smelter environment has always been a great challenge for the operation management due to a significant amount of uncertainties. Planned and unexpected equipment failures, various energy outages, inaccuracies in flow and mass balancing, manpower availability conflicts and other constraints make the job of daily production planning exceptionally difficult. This paper discusses a general scheduling approach utilized by the production management of the Phelps Dodge Miami Smelter (the Smelter). It also describes logical assumptions and some practical software solutions that have been exploited by the Smelter managers to assist the front line supervisors in dealing with daily planning activities for several years.

Jan 1, 2007

By Zoë Mullard

Just as a mine has a lifecycle, employees working within the mining sector also make several transitions throughout their career, from initial recruitment to retirement from the industry. Throughout the employment lifecycle, employees bring skills and knowledge that significantly contribute to the global economy. These skills are developed through education, professional training, coaching and through hands-on experience. Despite the current economic conditions and the demand for minerals, the mining industry is facing a substantial skills shortage due to the disparity between the number of new workers entering the mining industry and a largely ?graying workforce?. Although educational programs continue to evolve to attract people with a wide range of skills, the diversity of jobs and the strains of working in remote mining operations continue to present challenges for recruitment and retention of employees. This gap also presents challenges around knowledge transfer at a corporate and mine-site level; employers will require cultural and techno-sociological approaches to ease through these transitions. At the same time, there has been an explosion of social media tools that facilitate information sharing, cross-organizational collaboration, distance learning and knowledge capture. These tools have become increasingly popular in the last few years and their applications vary widely. The mining sector has started to adopt these tools for a number of purposes, including opportunities to harness social media to enhance human resources interactions, outreach and oversight. This paper will outline several case studies that explore leading practices for how the application of new media can assist organizations and individuals as they progress through their careers. This paper will illustrate how new social media communication technologies can be used to increase employee engagement and build organizational capacity in the mining industry. The paper will also include strategies for how to implement social media to enhance human resources applications and will cover ideas for monitoring and evaluation.

Aug 1, 2013