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By J. Dienenthal

Automatic Charging and Stoking Machines for use at ferroalloy furnaces are in operation for more than 20years. Dango & Dienenthal Maschinenbau GmbH (short: DDS) has developed several machine generations. Today advanced solutions help to achieve better charging and stoking results to minimize cost and to improve the working environment around the furnaces. Three different alternatives can be considered: Rail-mounted solution The machine(s) travel(s) on an overhead monorail to one or several furnaces and is locked in the desired working position from where charging and stoking is performed. Mobile solution This machine travels on the charging platform and is also locked at the respective working position to perform charging and stoking. Automation of a standard mobile charging and stoking machine A standard charging and stoking machine can be adapted for automation. A reliable navigation system is included. Charging and stoking is performed with the moving machine. Advantage versus other solutions: considerable lower investment cost and possibility to upgrade the mobile charging and stoking machine for later automation. Overall, automatic charging and stoking can save up to 10 per cent of the specific smelting energy. A better and more consistent furnace operation can be achieved. Different programs are used to cope with different furnace conditions and changing raw materials. All machine movements can be recorded and correlated to other furnace parameters. Working environment on the charging platform is greatly improved.

Jan 1, 2007

By J. Kretschmann, H. Mischo, O. Drusche, S. Krause

Mining is and will be inevitable in spite of the increasing implementation of circular strategies. The energy transition and population growth will boost the demand for critical raw materials. It is the opportunity for miners to reinvent their business models. Generating attractive new business cases with sustainability-oriented innovations meets investor and stakeholder expectations from the beginning. This contribution guides managers on their pathway towards sustainable success. Contextual sustainable business model patterns will be presented that can be adjusted individually, regardless of actor’s size. It will also point out, how sustainable value creation can be measured on business model level.

Feb 1, 2023

By Douglas W. Fuerstenau

Technological innovation is needed to meet the challenges that face the mineral industry because ores steadily become lower in grade, more complex in mineralogy, and must be processed in the face of ever- increasing environmental constraints and increased costs. How periodic innovation in mineral processing helped overcome the challenges that faced the mineral industry is briefly traced from antiquity up to the present time.

Jan 1, 1989

By Richard D. Love

Competition in the aggregate industry of the 90's will be an over increasing really. With this in mind a quarry manager should always be comparing new and innovative concepts to increase productivity and reduce operating costs. In this paper, the author will present a comprehensive history of a drilling and blasting program that achieves these results. By employing proven methods and implementing new concepts, this program was proven to be a success over a ten year period.

Jan 1, 1991

Both innovation and excellence are desirable attributes of education, as they are also markers in the progression of the human race, but how attainable are they? The interaction of minerals and humanity provides a special insight into the development of both criteria, from the discovery that chert cuts, through the Bronze Age and the first use of metal alloys for implements, to using coal, oil and uranium as sources of fuel. However, there have been many hiccups along the way, where excellence in one respect has meant disaster in another. Examples are in the exploitation of asbestos, and in traditionally poor work practices in mining, both contributing to the widespread public belief that minerals and mining are ecologically undesirable. Yet is this perception based on the unrealistic expectation of innovation and excellence being simultaneous qualities of any given process? Common sense born of experience indicates that the journey from one, to the other, is usually a long and often tedious process, with much trial and error before excellence is attained. In our time, the partnership between academia and industry is the usual pathway to achieve it. Even so, we should take care that innovation does not become overwhelmed by the pursuit of excellence: as history clearly demonstrates, humanity depends upon both.

Jan 1, 2004

By Mike Hollitt

The first decade of the 21st century was one of fundamentally changed dynamics for the minerals industry. Following intense globalization commencing in the late 20th century production is now concentrated into large businesses that can compete across geography in diverse commodities. Asian industrialization and urbanization is now the main driver of growth in demand for energy and materials. Demand for the output of these industries has risen sharply, reversing decade long trends to reduced real commodity prices. Supply responded with expansions of existing mining and processing operations, and large investment in new resource development. Development of new, lower grade or more remote resources was stimulated. Resource development by global entities in frontier environments reinforced the importance of effective forms of social contract, and of stronger environmental performance. The worst economic shock in decades provoked no significant pause despite large impacts on corporate ownership. State owned enterprises commenced unprecedented foreign direct investment in minerals and energy resources. A thrust towards resource nationalism re-emerged as governments sought to ensure that the export of state owned resources contributes more strongly to government revenue, reducing the burden of trade in scarce resources on other trade-exposed sectors. The unprecedented combination of forces at work has made future predictions difficult, with day-by-day volatility in anticipated corporate fortunes, and investment plans. The challenge for process innovation (and for exploration) has been to keep up, maintaining a lid on costs as lower grade and more challenging ore bodies are brought on quickly in a context of competition for land use, community expectations and continued care for natural and living environments. While new projects have provided the necessary platforms for implementation of innovative approaches, there is evidence that a gap may have emerged between the pace of growth and the pace of innovation. The history of a century of process innovation in the context of growth of output, declining resource grades and commodity prices is presented. The necessary conditions for accelerated process innovation are considered, and future needs and approaches are discussed. Keywords: process innovation, resource development

Sep 1, 2012

By Bruce Cavender

Production managers look to innovative practices and equipment to reduce operating costs and improve efficiency. These innovations apply to both technical and social aspects of production operations and may be high-tech or low- tech in nature. They may be based on the implementation of a few large-scale "breakthrough projects or numerous small-scale activities, depending on the availability of capital funding and the company's past experience. Successful managers systematically identify innovative opportunities that capitalize on their organization's expertise. They quantify the associated benefits and risks and then manage the implementation of selected innovations to minimize cost and uncertainty. They monitor the results of the innovation after it has been implemented and adjust operating and managerial practices as necessary to maximize the innovation's benefit.

Jan 1, 1998

By A. Dan Rovig, C. Kevin McArthur

Technical and managerial innovations in the minerals industry have allowed continuing mining activities in the United States, and elsewhere, as gold orebody quality has diminished or has become more refractory. Of course, world markets, permitting requirements, and political processes also have created a need for innovative practices that contribute to the survival of the mineral industry. The gold industry has been transformed, during the past approximately 40 years, from a predominantly underground mining and milling type of exploitation and extraction to the large-scale, relatively low-grade type of extraction that is common in the United States today. Indeed, with the introduction of gold heap-leaching technology and the development of mines that produce from large, relatively low-grade gold orebodies in the western United States, a "new" industry was born and continues to prosper today. It is worthwhile noting, however, that Dobra (1997) has reported that one of the major trends in the North American gold industry is a movement back toward underground developments.

Jan 1, 1998

By M. J. Medd, G. A. Speirs

"This paper describes the simultaneous sinking and equipping of a 4.9 m diameter concrete-lined shaft to a projected depth of 1660 m. The shaft blast design utilizes the full face method using a parallel hole burn cut. Hydraulic drilling and a totally redesigned Cryderman-type mucking unit were integrated into the four deck sinking stage to provide for drilling, mucking, concreting and shaft steel equipping operations. A safety program was tailored and implemented specifically for this shaft sinking project.IntroductionIn July 1988, Falconbridge Limited commenced development of its Thayer Lindsley exploration site located some four km north of Sudbury on Regional Road 80.The first phase of this project was awarded to J .S. Redpath Mining Consultants Limited and the scope of work included the engineering and project management to construct a surface plant capable of supporting a shaft sinking and exploration program for potential future mine development. This initial phase of the project was completed on schedule and under budget on December 23, 1988, and is the subject of an independent paper.In November 1988, J.S. Redpath Limited was awarded the shaft sinking and exploration phase of this project. The scope of work consisted of sinking and equipping a 4.9 m diameter shaft to a depth of 1660 m and carrying out the development and diamond drilling on two levels. This work was scheduled to be completed by November 1991.The T .L. Exploration Project is located toward the eastern end of the south range of the Sudbury basin, north of Sudbury. Figure 1 details the projected mining area and the shaft location on the geological complex. Figure 2 is a section showing the exploration shaft that is located in the Norite. Two levels will be developed from this shaft, on the 1310m and 1588 m levels, to provide access for further geological examination of the ore bodies."

Jan 1, 1991

By G D RICHMOND, Campbell J. J

Aberfoyle Limited has developed the Hellyer complex base metal sulphide deposit located in North West Tasmania. As part of exploration and feasibility study, the ore was extensively tested, including trial milling, and was found to be very fine grained and to have poor flotation selectivity. Substantial innovation was required to produce saleable concentrates at acceptable recoveries and costs. Efforts were made to reduce operating costs, to improve metallurgical performance and to improve work organisation. These efforts were pursued both in design and in subsequent plant operation. This work has resulted in a very competitive operation with production costs in the lowest quartile of the industry. Examples of the measures taken are presented and the results are evidenced by improved plant performance since commissioning.

Jan 1, 1992

By N. S. Phala

Declining gold grades, mineralogical complexity of ore bodies, increasing input costs, more stringent conditions in the licenses to operate, and uncertain gold price dynamics combine to exert significant ongoing pressure on margins of gold producers. Innovative approaches of extracting the metal from its ores are required to realize value from existing and future assets. In a conventional gold processing plant, size reduction of mined ore to produce floatable or leachable product is a significant cost contributor. A step change in cost reduction will be attained if radically energy efficient grinding approaches can be developed, replacing tumbling mills. In the path towards that goal, some quick wins are possible through waste rejection before grinding, and pre-treatment of mill feed to reduce grinding energy demands. Gold locked in complex mineralizations puts pressure on margins by increasing cost per oz (typically high $/t and low metal recoveries) in the hydrometallurgical steps. Gold miners are primarily price takers. The current narrow range of gold uses (predominantly investment and jewellery) is not an entirely desirable state. Some diversification into commercial uses would potentially be a price stabilizer. In this paper, promising research directions, some not always fully explored in the gold metallurgy research space, are highlighted to stimulate radical innovation for substantial value enhancements. The author strongly believes a shift from a traditionally conservative and incremental innovation approach to a more aggressive one, across all aspects of the gold metallurgy value stream (processes to products), is what the industry needs. Keywords: gold metallurgy value stream, thiobaccilus ferroxidants, HPGR

Sep 1, 2012

By Jorge Misle, Daniel Silva

"This paper addresses the need for advanced control technologies and strategies in the mining industry, its potential and actual impact on mining processes and the best practices for their implementation, operation, and long term sustainability. It is well known that advanced process control (APC) can be a very good source for incremental process improvement for the mining industry, yielding to higher production rates or helping maintain consistent production rates despite ore changes. The application and integration of new technology, process knowledge and innovation are key elements in building such a supporting structure. More specifically, and this cannot be emphasized enough, the correct application and assembly of control tools, the in-time presentation of key data to decision makers and the development of relevant statistics and KPI’s (key performance indicators) can and will make a difference not only in terms of production, but also in plant stability, availability and production costs. In deploying such ideas and aiming at the long-term goal of "Operational Excellence", Minera Los Pelambres (MLP) has developed a number of successful control strategies, best practices and technologies, which are not only the application of state-of-the-art automation and computing tools, but rather the assembly of the above presented structuring factors. This work discusses some of the key tools and ideas implemented for SAG & Ball milling and Flotation areas, their performance results and the roadmap taken for the integration of process knowledge and control tools. Also, cases studies are presented and discussed further to not only show the main areas of improvement, but also to highlight the benefits of such strategy that for the most part, deviate from the traditional mining industry control approach. Also, a word is given on the need for innovating in the design of control strategies and leveraging best practices and process knowledge that ultimately, will contribute to long-term reliable operations, improved mineral processing and, although unmeasured, lead to a superior overall performance and productivity of all mining personnel involved."

Jan 1, 2014

As Pliny commented two millennia ago, The only certainty is that nothing is certain. Despite the many breakthroughs, advances and promises, the way we each live and work remains awash with technological, economic and political uncertainty. The resources sector is no exception in this regard. Mining itself is much more than a complicated process or recipe; it is a complex adaptive system. The way we adopt and adapt new technologies, the way we evolve data into corporate wisdom, the way we make decisions and even the way we view our concept of rationality should each be the subject of intense review. Translating these sentiments into sustainable company growth is indeed the challenge. This is unlikely to be achieved within convention, but through innovation. The game is changing!

May 1, 2010

By F. N. Voskoboyev

The suggested new method for control of geomechanical state of undermined rock mass ensures, as a safety measure for the earth surface protection, the decrease of deformations by 2,5 - 10 times in mining the single seam, and by 1,5 - 5 times - in mining bed series, i. e. approximately within the seam ranges as in the application of full packing with various compressive properties or partial extraction of resources over the area with different coefficients of extraction. It should be noted that this new method has the following advantages o\w rhr. conventional methods: a) the decrease of the packing area and packing works volume by 2 - 4 fold including the operating and productive expenses; b) the elimination of mineral losses due to the increase of extraction coefficient up to 100 5%; c) rock utilization from workings drivage by its placing in the mined - out space. Perspective field of application of this method: disconservation of mineral resources in the left protective pillars of various designation.

Jan 1, 1996

New and more cost-effective methods of haulage and hoisting will be needed to develop the underground mines of the future. A review of the development of technology since the 1950s shows that once mechanised equipment became available it took 25 years for appropriate mining methods to be developed and the equipment made reliable, then a further 25 years to reach todayÆs level of automation and reliability. Suggestions are made about possible areas for ongoing research with the observation that there is little research worldwide into disruptive technologies. A call is made for better organisation and presentation of the opportunities and potential benefits of new underground mining technologies.

Jan 1, 2005

By Jan Svoboda, Toyohisa Fujita

The current status and history of innovation in magnetic methods of material treatment are reviewed. The milestones and key drivers of innovation in magnetic separation are identified, advantages of this technology in comparison to other physical methods of material manipulation are discussed and reasons for its failure to live up to its potential and expectations are indicated. Derailers that were responsible for the implementation failures are identified. The future focus in such diverse areas as mineral processing, waste treatment, recycling and biosciences is discussed and the research and development needs are outlined.

Jan 1, 2003

By Jan Svoboda, Toyohisa Fujita

"The current status and history of innovation in magnetic methods of material treatment are reviewed. The milestones and key drivers of innovation are identified, advantages of magnetic separation in comparison to other physical methods of material manipulation are discussed and reasons for failure to live up to its potential and expectations are identified. The future focus in such diverse areas as mineral processing, waste treatment, recycling and biosciences is discussed and the research and development needs are outlined.Our walk through the innovation landscape in magnetic separation illustrates the enormous effort that has been expended over the years to convert a wealth of novel idea into workable techniques. Remarkable progress has been achieved and numerous successful innovations have been introduced into material treatment operations. On the other hand these techniques have experienced their fair share of failures. The reasons for these cover a wide spectrum of risks that accompany any effort to implement new technology."

Jan 1, 2003

By D Kilkenny

Underground contractors in the mining industry must be prepared to take a position at the forefront of innovation of equipment and work methods in order to maintain a competitive advantage over in-house operations and remain relevant. Innovative concepts such as split-feed development jumbos, high capacity trucks and loader guidance systems were implemented by contractors to stay ahead of ‘the pack’. All of these are now common across the industry.The demands of regular participation in competitive tendering coupled with aggressive fleet depreciation, means contractors tend to have more communication and opportunities to work with equipment suppliers than mine owners. Therefore, they are more likely to influence equipment design and product directions. They also have a unique opportunity to assist in trialling new concepts and technologies across a wide variety of operating conditions rather than being restricted to one mine.In addition, as a ‘guest’ on a mine site, mining contractors do not have the luxury of creating the environment for their preferred systems, rather they must have the capacity to adapt their technology to suit the offered environment at a particular mine. This leads to a pursuit of adaptive technologies that can be implemented selectively and seamlessly without excessive disturbance rather than ‘all-of-mine’ systems. These incremental innovations then become available for use across the mining industry where they can add value as ‘bolt-on systems’ to existing operations.Mining contractors, therefore, act as the bellwether for industry practices and equipment. However, in order to maintain their position they must engage industry stakeholders to deliver practical, innovative and cost-effective technologies that add value and result in an improved bottom line for all. This paper uses case study material to illustrate how the Byrnecut Group has approached innovation and how the theory of Disruptive Technology applies to underground mining innovation.CITATION:Kilkenny, D, 2017. Innovation in mining – a contractor’s role, in Proceedings 13th AusIMM Underground Operators’ Conference 2017, pp 59–68 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Oct 16, 2017

By Andrew P. Schissler

The Citronen Zinc-Lead Project is one of the world?s largest undeveloped zinc-lead resources, containing more than 13 billion pounds of zinc and lead metal. The project is located in northern Greenland, a self-governed region of the Kingdom of Denmark (Figure 1). Citronen is the northern-most mine in the world, operating at a latitude of 83o 3? N. In excess of 67,000 meters of diamond drilling have been completed to delineate the resource. As of January 2012, the measured, indicated, and inferred reserves for the Citronen project totaled 70.8 million tonnes, consisting of 5.7% zinc + lead (3.5% zinc cut-off) (Ironbark, 2012). For the underground mine plan, room-and-pillar and long holestoping mining methods were selected. The beneficial application of structural fill was considered for increased recovery, efficient tailings disposal, and ground control. Three types of fill were compared - paste fill, cemented rock fill, and iced tailings. An environmental and economic feasibility study concluded that iced tailings was the preferred alternative provided it met the ground control requirements. The purpose of this paper is to explain the investigatory steps that led to the possibility for the use of iced tailings as structural fi

Jan 1, 2012

By W. Hu

Traditionally, coarse wolframite ore processing has been done almost exclusively by gravity concentration methods. However, there has been a depletion of rich and coarse ore reserves and a proportional increase in the mining of low-grade, fine-grained complex ore feeds. This change has resulted in the need for better slime-processing technology. Research and development activities in this area have gained momentum, and recent innovations appear promising. This paper covers the recent innovations that have been made in dealing with tungsten ore slime processing. The new techniques include the application of a centrifugal cone separator, high-intensity wet magnetic separator, the use of phosphonic and arsonic acids as collectors in ultrafine wolframite flotation, and combined processes.

Jan 1, 1989