Search Documents

By V. V. Zubkov

The systems of geophysical monitoring have been already put into operation at coal mines and ore mines. Since at present it is rather difficult to conduct mine experiments; it is necessary to start a new step in joining of geomechanics and seismic. The linking geomechanical and geophysical monitoring at coal mines and ore mines today became possible due to progress in development of numerical methods of modeling of stress state and technology for processing of seismic information. This paper describes one potential step in linking geomechanical and seismic monitoring at coal mines and ore mines.

Aug 1, 2013

By R. A. L. Drew, F. Jalilian, M. Jahazi

Joining of superalloy Inconel 61 7 with a foil interlayer using transient liquid phase bonding (TLP) technique was studied. Inconel 617 is a solid solution, Ni - Cr - Co- Mo alloy with an exceptional composition of high temperature strength, oxidation, carburization resistance and thermal stability. In this investigation, two bonding temperatures, 1065°C and 1150°C, and two interlayer thicknesses with joining times varying from 5 minutes to 24 hours were employed. Experiments were carried out using nickel base interlayer (A WS BNi-3) with boron as the melting point depressant (MPD) element. Joints were characterized using optical microscopy, SEM, FEG-SEM, EBSD, XRD and microhardness. The results indicated that the rate of elimination of the liquid phase with increasing the bonding temperature, holding time and decreasing the thickness of the interlayer increased. The main precipitates in the diffusion layer had platelike and blocky morphologies for both bonding temperatures and all holding times.

Jan 1, 2006

By Sazol Das, Hany Ahmed, Ganesh Bhaskaran, Zhuoru Wu

"Friction stir welding (FSW) process in lap configuration for dissimilar materials has been developed and tested for steel to aluminum joining. A novel cylindrical tool was designed for improved material flow. The joining of steel to high strength 5xxx and 6xxx aluminum was carried out by FSW technique using optimized process parameters. The microstructure, micro-hardness, joint strength and corrosion properties at the weld interface have been investigated. Optical and scanning electron microscopy reveled a well layered structure at the interface and lap shear tests of the welds showed excellent fracture resistance. Neutral salt spray tests for up to 500 hours (ASTM B117) were carried out on the bare steel to aluminum FSW joints, which did not show neither evidence of corrosion at the weld interface, nor any degradation of the weld strength. The FSW lap configuration was applied to prototype commercial vehicle structural component whereby a steel stiffener insert was friction stir welded to high strength 6xxx aluminum alloy. The interface microstructure showed layered root without any steel shattering in aluminum side. A finite element study was carried out to quantify the benefits where it was found that the stiffness increases by 76% under bending loads and 36% in torsion loads.INTRODUCTION Energy preservation and environmental issues, namely carbon footprint and legislation around emission in transportation industries has led to a growing need to use of lightweight materials such as aluminum and magnesium alloys along with various grades of steel in structural application, while still maintaining their strength and crashworthiness. Assembling dissimilar materials within integrated structure is thus a stringent requirement related to optimum performance. In order to achieve an efficient technology of joining dissimilar materials such as aluminum to steel, it remains difficult to select an effective welding process for a given joint configuration. The use of aluminum in transportation industries for structural component is not exclusive in a design and is almost always used along with various steel grades for a mixed materials solution, thus dissimilar aluminum/steel lap joining is of great interest since this is widely used in the assembly of parts (e.g. pillar, frame rails, chassis, body in white (BIW), CAB, etc.)."

Jan 1, 2018

By Ross D. Lawrence

"IntroductionOne of the methods used when applying the Market Approach to the valuation of a mineral exploration property is known as the Joint Venture Terms Method. The method is particularly useful for the valuation of early-stage exploration properties. Unfortunately, valuators are sometimes imprecise in distinguishing between joint ventures and other types of transactions.At VALMIN '94, Bob Appleyard1 proposed that, if one ignores the time value of money and the probability that the expenditure commitment would be completed, the formula to calculate the value ($V) of a property owned by Party B at the time of the deal would be:$V =$Ex (100-1%)/1% (Formula I)Where $V is the value of the property2Where $E is the expenditure commitment by Party A, andWhere 1% is the percentage property interest to be earned by party A.At PACRIM '99, Mike Lawrence and Graham Dewar3 referred to this method and suggested that there was an ambiguity in the formula proposed by Appleyard in 1994. Mike Lawrence referred to this problem again at VALMIN '014•Lawrence & Dewar suggested that the formulashould be:$V100% =($Ell%) x 100 (Formula 2)Where $V 100% is the value of the entire property,Where $E is the expenditure commitment by Party B, andWhere 1% is the percentage property interest to be earned by Party B.Subsequently, there has been considerable discussion in the AuslMM Bulletin5. In my view, this discussion has touched on a number of useful points, but generally has overlooked one essential element needed for an understanding of the correct application of the N Terms method. That essential element is to understand that there is a material difference between (1) entering into a joint venture arrangement and (2) the purchase of an interest in a property."

Jan 1, 2003

By J. Kazakoff

"The success of gold recovery at the Jolu gold mill depends on many variables. The most important ones are the people, the ore body, plant design parameters, equipment selection and cost control. This paper will briefly hiqhlight the above, the main focus, however will be on the gravity gold circuit.The gravity circuit requires judicious operator attention in order to operate properly. In return the circuit gives immediate visual results for mill peopleIntroductionThe development of the Jolu property to the production stage was carried out quickly, efficiently and economically. The property became a gold producer ahead of schedule and under budget.The Jolu property is a joint venture between International Mahogany Corp., a 70% partner, and Corona Corporation, a 30% partner. Corona Corporation operates the Jolu Gold Mine, located 140 kilometers north of LaRonge and 520 kilometers north of Saskatoon."

Jan 1, 1990

"The Australasian Joint Ore Reserves Committee (JORC), which is sponsored by the Australian mining industry and its professional organisations, developed the JORC Code to provide minimum standards for public reporting. JORC was first published in 1989 and later incorporated into the Listing Rules of the Australian and New Zealand Stock Exchanges making compliance mandatory for listing public companies in Australia and New Zealand."

Jan 1, 2003

By J. C. Thornley, H. L. J. Drummond

"Fifty years of wear on the original carbon steel shaft of this hydro turbine necessitated repair operations in 1980. Both austenitic and martensitic stainless steels have been used individually as journal materials in separate trials on an80-inch long and 22-inch diameter radial bearing but neither one nor the other has been successful.The wear and cracking problems of the stainless steels leading to the present abandonment of both classes of stainless steel are described. In particular the dependence of the toughness of type 410 stainless steel on its tempering temperature and the susceptibility of that steel to quench cracking are highlighted because problems have been caused by both of these metallurgical factors.IntroductionAs part of a desire to improve the efficiency of a fifty-year old hydro-electric generating station on the Saint John River, the decision was made to change the journal and bearing material for the shaft bearings, which are stave-type bearings. For the initial fifty years of operation the bearings had been wooden (lignum vitae) and had run on the carbon steel shaft directly. For one of the four unit s at this station the performance of this combination has been truly excellent, and the remaining three sets of bearings had performed well. However there had been shaft wear on the units and the wear had made the shafts somewhat elliptical when a decision was made to install some sort of new journal on to three of the old shafts. [In addition to the wear on the carbon steel journals it was found that one shaft was significantly softer in the bearing area than it was immediately above the bearings (180 Vickers in comparison with 230 to 250 Vickers)] ."

Jan 1, 1985

By J. Petit

"In July 2004 workers at the ABI Smelter in Bécancour (Quebec, Canada) went on strike. Contingency plan were ready to face the situation and plan was done to operate one potline out of three. Two lines were stopped; keeping in mind the restart on cold metal after the strike was over. The subject to be presented and shared includes a summary of work organization including training, schedule of restart, pot cleaning, pot preparation, crash start method, follow up after crash start, safety and environment. This major project has been a very big challenge. It shows that people involvement is a must and the key success. It is then true to say : ""People who believe in success will work and act in order to get there"" and ""People who don't believe in success will act in such a way to fail"" Then both will prove they were right to think their own way ! Sharing such experience can be interesting because it's a true story and people like true stories."

Jan 1, 2006

By A. Valdivieso

Reducing accident rates keeps getting more and more complex as the usual tools enter a curve of diminishing results. Fortunately, nothing modifies behaviour in a stronger and wider way than having a robust safety culture. On the other hand, managing cultural change is difficult and the risk of back-fire is very high, especially if the workforce does not trust our intentions. A personalized approach of well chosen and targeted actions tends to be the only yet difficult option. We have found, via experience in the metallurgy and chemistry industries, a way of preparing the company and the workforce to accept these sorts of culture changing measures faster and easier. Using company-wide changes based on workplace perception, yields the most optimal acceptance. It is based in the principle that we all use clues in our environment as guides to choose our behaviour. So, controlling the perception that our workplace generates can affect behaviour and simplify our task before it even starts. It is a matter of using the tools that other disciplines such as marketing, social engineering and architecture bring to us and adapting them to a very defined objective: Having our installations “sell” safety so that our people unconsciously believe that they must adapt to safety values in order to “do well” in said environment. INTRODUCTION After decades of improvements in accident rates, we are understandably hitting a diminishing results curve: most actions that spectacularly reduced accidents in the past (e.g., Innovation in Personal Protection equipment, adapting international standards and legislation, and innovative safety programs; Figure 1) now hardly get us the exponential gains we saw years back, regardless of the investment we put on them. Furthermore, the improvements in safety of the last 3 decades have been creating new sets of issues that start to show their face such as: By reducing accidents we can create feelings of invulnerability as we lose view of the consequences. With innovative protection equipment we increase Risk Homeostasis, meaning that people behave in a more dangerous way in order to maintain a constant level of risk in their lives (Getting closer to fire after getting better fire-proof garments for example). Too much Legislation can create a feeling of disengagement from personal responsibility. And despite improvements, we haven’t really solved the production vs safety confrontation, it is now stigmatized and less visible, yet it tends to reappear in moments of weakness.

Jan 1, 2019

By Franz Xaver Spachtholz

K+S Potash Canada GP (KSPC) is part of the K+S Group, one of the world's leading suppliers of standard and speciality fertilizers and the world?s leading salt producer. Globally, the K+S Group employs more than 14,000 people. The K+S share ? the only commodities stock on the German DAX index ? is listed on all German stock exchanges. Legacy, K+S Group?s most recent project, is a greenfield solution potash mine and production plant in the south of the Canadian province of Saskatchewan. Therefore K+S will invest 4.1 billion CAD. With the expected commissioning in summer 2016 the company projects to reach the two-million-tonnesmark of production capacity at the new location at the end of 2017. The gradual extension of the annual capacity to 2.86 million tonnes of potash products will occur afterwards. The Legacy Project will be Saskatchewan?s first new potash mine in nearly 40 years. It is one of the world?s most economically attractive potash projects. The project will contribute to Saskatchewan?s growth through employment, tax revenues, utilities, and local partnerships. Located in the southern part of Saskatchewan?s potash belt, the deposit is too deep to be mined conventionally due to rock mechanics and high temperatures. Legacy will therefore be a solution mine. Proximity to the urban centers of Regina and Moose Jaw is imperative, with their workforces and economy, as well as access to highways, railway carriers and, most importantly in the prairies, water. With this unique project setting and mining technique, we are convinced that Legacy will be one of the most efficient, economic, sustainable and safe potash facilities in the world.

Aug 1, 2013

By K. M. Tompson, R. L. Armstrong, C. I. Godwin

"Tungsten skarn deposits on the Clea property in the Selwyn Mountains, Y. T., are related genetically to a quartz monzonite stock, about 500 metres in diameter at the surface. Lower Paleozoic sedimentary rocks are metamorphosed for a distance of 3 km from the stock. Tungsten-bearing skarn mineralization within the altered sedimentary rocks is of two types: sulphide-rich pods and calc-silicate beds. The most significant scheelite concentration is in calc-silicate beds near or adjacent to the quartz monzonite stock. Discordant K-Ar and Rb-Sr isotopic dates indicate that the stock is probably of early Late Cretaceous age, 94 Ma or slightly older, and that it cooled slowly. High initial 87Srl86Sr ratios and disequilibrium relationships between K-jeldspar phenocrysts and groundmass minerals in the porphyritic phase of the granitic rock , and between different granitic rock specimens, indicate contamination of crystallizing magma by old sialic continental crust which extends westward under the Selwyn Basin.This study is significant to regional tungsten exploration. Granitic rocks associated with tungsten deposits, in this part of the Canadian Cordillera at least, appear to have specific isotope characteristics that indicate they were generated at a specific time and in a particular way.IntroductionThe Clea tungsten skarn property (Fig. I) is owned by Canex Placer Limited, and lies in the Selwyn Mountains (Bostock, 1948) near the eastern margin of the Selwyn Basin (Wheeler and Gabrielse, 1972), Yukon Territory. The property covers a 20-square-mile area centered near latitude 62°47 ' north and longitude 129°52' west, and is accessible by helicopter. An airstrip and the terminus of a summer-use gravel road at MacMillan Pass, Yukon, are about 20 miles to the northnorthwest.This paper deals mainly with the geochronemetry of granitic rocks from a stock associated with tungsten mineralization on the Clea property. We show that these rocks have specific characteristics that not only define the genesis of this stock, but also have significance for regional tungsten exploration around plutons in the Canadian Cordillera."

Jan 1, 1980

By Luis Castelli, Aldo Bonomelli, Giselle Schifferli, Claudio Zamora

"This paper introduces the operational concept and the description of a multi-site Remote Support Center for knowledge management and long-term process performance improvement.This centralized Support Center provides real-time monitoring of open-platform process automation systems, and on-line access to process data and control applications information for multiple sites.Considering that process automation is a key enabler to business performance improvement, sustaining effective performance benefits over time becomes essential. Unfortunately, changes in manufacturing process dynamics, technology obsolescence and in plant operational practices cause the control strategies to lose their effectiveness over time unless their performance is periodically evaluated, and if required, tuned to the new process conditions.A new concept in process automation is proposed through the addition of a new control loop based on performance analysis methodology which is intended to feedback process and automation operation information to system and process specialists, allowing for continuous manufacturing process improvement and sustainable production benefits through effectual control strategies.A remote support center can play a key role in the delivery of such services, by providing the base platform from which a comprehensive process overview and a centralized knowledge database can be executed and additionally, as an enabler for plant operational practices change.INTRODUCTIONA Benchmark on Automation Level in Copper Concentrators conducted by AMIRA in 2004, reported that the Codelco divisions scored below their peers in several categories.Codelco had thereafter been looking for a new automation concept, and had focused on process automation as a key enabler for process manufacturing and business performance improvement. The final decision was to create a strategic alliance with a world-class automation technology provider.The traditional approach based on isolated automation solutions/projects, showed that the control strategies benefits were decreasing progressively over time, because of the on-going need to adapt the control models to the ever-changing process conditions and different plant operational practices. Another consequence of this traditional approach was the wide variety of technologies and automation systems deployed in the different plant sites, with no common automation standards, and with low opportunities to transfer knowledge or practices."

Jan 1, 2010

Forward-Looking Statements Information set forth in this presentation may involve forward-looking statements under applicable securities laws. Forward looking statements are statements that relate to future, not past, events. In this context, forward-looking statements often address expected future business and financial performance, and often contain words such as "anticipate", "believe", "plan", "estimate", "expect", and "intend", statements that an action or event "may", "might", "could", "should", or "will" be taken or occur, or other similar expressions. Forward-looking statements or information relate to, among other things expected iron ore demand, timing for a production decision, expected share price drivers, potential railway options, timing, grade and quantity of potential resource estimates, employment and economic benefits, taxation estimates and timing of key project milestones. By their nature, forward-looking statements involve known and unknown risks, uncertainties and other factors which may cause our actual results, performance or achievements, or other future events, to be materially different from any future results, performance or achievements expressed or implied by such forward-looking statements. Such factors include, among others, the following risks: the risks associated with the need for additional financing; operational risks associated with exploration; fluctuations in commodity prices; title matters; environmental liability claims and insurance; reliance on key personnel and other risks and uncertainties discussed in the management discussion and analysis section of our interim and most recent annual financial statement or other reports and filings with the TSX Venture Exchange and applicable Canadian securities regulations. Forward-looking statements are made based on management's beliefs, estimates and opinions on the date that statements are made and the Company undertakes no obligation to update forward-looking statements if these beliefs, estimates and opinions or other circumstances should change, except as required by law. Investors are cautioned against attributing undue certainty to forward-looking statements. NI 43-101 Qualified Person Alderon?s exploration work on the Kami Project is supervised by Edward Lyons, P.Geo., the Chief Geologist for Alderon and a Qualified Person as defined byNational Instrument 43-101. Mr. Lyons has reviewed and is responsible for the technical information contained in this presentation. Mr. Lyons is a member in good standing of the Association of Professional Engineers and Geoscientists of British Columbia (APEGBC) and the Professional Engineers & Geoscientists Newfoundland & Labrador (PEGNL) as a registered Professional Geoscientist (P.Geo.).

May 1, 2011

By S. Hunt, D. de Vries

Kansanshi Copper Smelter began operation in March 2015. The smelter features a single Isasmelt furnace for smelting, one 6-in-line electric furnace for matte-settling and slag-cleaning duties, four Peirce- Smith converters and two rotary anode furnaces. A 1,450 t/day oxygen plant and a 4,085 t/day sulphuric acid plant are included in the smelter operations. This paper gives an overview of the operational performance to date with summary data for each smelter section. Challenges such as an unforeseen refractory failure in the Isasmelt furnace in 2016 are discussed. Design improvements around the electric furnace are mentioned. Plans for potential future improvements are put into context. A consistent focus on operations, maintenance and continuous improvement has seen the smelter easily achieve its nameplate capacity of 1.2 million tonnes per annum of copper concentrate throughput. The smelter now operates consistently at a concentrate throughput rate of 1.38 million tonnes per annum of copper concentrate. INTRODUCTION The smelter was commissioned in March 2015. Design and commissioning of the smelter have been discussed by de Vries, Hunt, Hanschar and Louie (2016). The smelter rapidly ramped up to achieve nameplate production (1.2 million tonnes per year concentrate) and in 2018 operated consistently at the rate of 1.38 million tonnes per year concentrate. This paper presents major operational data for each section of the plant and describes significant events and improvements during the first four years of operation. The smelter flowsheet is shown in Figure 1.

Jan 1, 2019

By G. R. Guillet

Important resources of kaolin, refractory clay and lignite, not found elsewhere in Ontario, occur with quartz sand of glassgrade quality in unconsolidated Mesozoic sediments of the Moose River Basin in northeastern Ontario. These materials comprise the Mattagami Formation of Lower Cretaceous age, which overlie in some places a thin Jurassic unit and a thick Paleozoic section, and underlie as much as JOO m or more of glacial and marine sediments and a uniform capping of muskeg. The Mallagami Formation is known from deep boreholes to exceed 100 m in thickness and to consist of two phases: an earlier Type A unit of dark-coloured carbonaceous clays and lignite, and a later light-coloured (Type B) unit of kaolin-bearing quartz sands and bright-coloured refractory clays. Remoteness, poor access, and difficult physical environment have inhibited the exploration and development of these resources.

Jan 1, 1984

By Scott Hommema

? Bitumen in the oil sand averages Bitumen 12 wt%; water makes up 4 wt% ? Imperial Oil (operator) and ExxonMobil developing Kearl Leases #6, 36, 87 (~200 sq. km) ? Target resource > 4 Billion Barrels ? 3 Phase development, ~100 kbd per phase High-quality resource ? Surface mineable bitumen ? Average properties (full lease) ? TV:BIP < 8 ? Grade > 12 wt% bitumen ? Ore thickness of 40 m ? Overburden thickness of 20 m Status ? Phase 1 ? Front end engineering and design underway ? Detailed engineering to start 2008

May 1, 2008

By Carl Edmunds

Talk Outline Deposit?s Vital Statistics and Economic Environment Regional Geologic Setting Deposit Geology UBC Research Search Model and Current Exploration Plans Kemess Operations Kemess South Mine Mining rate (2006) ?135,000 tonnes / day Mill throughput (2006) ?52,000 tonnes / day Average Annual Production ?300,000 oz gold and 75 million lbs copper ?Production until mid-2009 Kemess North > Open pit reserve 423.8 million tonnes @ 0.3 g/tgold and 0.18% copper > 4.1 million ounce gold reserve (127 tonnes) > 1.45 billion pound copper reserve (636,000 tonnes) > 0.75:1 Strip Ratio

May 1, 2006

By Georgia J. Lysay

Kemess South Mine ended operations in March 2011. Final reclamation works began during operations in 2008 in anticipation of closure. The focus of reclamation during mine operations was on the inactive areas of the tailings dam, waste rock dumps, and expended borrow areas. The general reclamation strategy for the Kemess Mine site marries long-term erosion control with successional reclamation principles. For disturbed areas, this requires application of growth media, proper preparation of surfaces, and introduction of native pioneer plant species to initiate successional processes of recovery. Tailings are retained behind an earthfill dam of approximately 140 m in height, with a crest length in excess of 1 km. Reclamation activities at the dam have included placement of growth media, specialized surface preparation and construction of diversion ditches. The final closure spillway is currently being constructed, with completion scheduled for summer 2011. The two main waste rock dumps contain segregated non-acid generating (NAG) waste rock and potentially acid generating (PAG) waste rock. Resloping of the NAG dump for long-term stability commenced in 2009, followed by placement of growth media and ground preparation. The PAG waste rock will be fully relocated into the expended open pit for final, permanent subaqueous disposal.

May 1, 2011

By D. Janney

Kennecott&apos;s Utah Smelter commenced operations in June 1995 utilizing Outokumpu Flash Smelting (FSF) and Kennecott-Outokumpu Flash Converting (FCF) technology. After some initial teething and equipment problems the smelter achieved its design capacity in mid-1997 and now processes over 1.0 million tonnes of copper concentrate per year with exceptional environmental performance. The smelting furnace has operated for 11 years and the converting furnace for 5 years without major shutdowns. The first major smelter shutdown commenced in September 2006 after extensive planning. The FSF was completely re-bricked and the latest above and below bath containment systems installed. The FCF was inspected and re-bricked with some improvements made to the above bath containment system. The FCF life is now anticipated to be the same as the FSF. Numerous improvements and modifications were made to the rest of smelter facility including extensive upgrades to the dry electrostatic precipitators. Production ramp-up was smooth with the smelter now frequently operating at acid plant capacity.

Jan 1, 2007

By J. W. Baker

"The Kerr-Addison mine is on the northeast shore of Larder Lake in the township of McGarry, District of Timiskaming, Ontario. It lies just south of the highway leading to the town of Kirkland Lake, 25 miles to the west.The property was first staked in the summer of 1906, by a party of prospectors led by a Dr. Reddick of Ottawa. Subsequent assessment work resulted in the erection of a 20-stamp mill in 1908. Gold from this mill was used in the first gold coins to be minted in Canada. The operation did not prove successful, however, and mining was suspended. In 1914 a consider-able amount of underground development was undertaken by the Associated Goldfields Co., without success.In 1936 Kerr-Addison Gold Mines Co. carried out large-scale sampling from four adits driven into the hillside at the mine. Results were not satisfactory, but it was decided to drill one last deep diamond drill hole from surface. The hole cut a wide section of gold ore. With this encouragement, further development outlined a large tonnage of ore, and a 500-ton mill was put into production in May, 1938. In 1939, its first full year, the mine produced 54,480 ounces of gold and 2,732 ounces of silver. By 1955 the mill had been expanded to a rate of 4,549 tons daily, and in this year 427,193 ounces of gold and 23,490 ounces of silver were produced.From 1938 to the end of 1955 the total production, from 17,473,797 tons milled, has been 3,607,462.74 ounces of gold (0.2064 ounces per ton), and 182,278.56 ounces of silver, with a total value of $131,073,037."

Jan 1, 1949