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New Celebration Gold Mine is located 35 km SE of Kalgoorlie, Western Australia, in the Archaean Kalgoorlie-St Ives Greenstone belt. The leases total 119 sq kms and arepart of a joint venture between Newmont Australia Ltd (as manager) and Mt Martin Gold Mines N.L. Mining commenced in August, 1986 and is now producing over 115,000 ounces of gold per annum. A variety of gold mineralisation styles with a total resource of 23.5 million tonnes at 2.19g/t are associated with shear zones at New Celebration. Gold production is co-ordinated from 7 open pits with others planned to com- mence soon. A large scale underground trial mining operation has com- menced with a decline on the hanging wall of the main producing orebody, Hampton Boulder. Millfeed produced is classified on the stockpile according to grade and metallurgical performance and blended tomaximise throughput while main- taining grade through a CIL treatment plant currently operating at 1.7 million tonnes per year.

Jan 1, 1991

Maintaining and improving the economics of open pit mining in the future requires understanding of the characteristics of open pit mining that are different to other mining or business activities, designing mines in the first place to be less susceptible to changes in these important characteristics, and adopting strategies which yield reliable returns despite unforeseen change. Planning and production personnel require guidelines and performance standards that are based on sound economics not solely on production criteria. The guidelines adopted for long-term implementation must assume a declining price for mineral products along with declining real costs, with research efforts directed at development of both evolutionary and revolutionary ideas aimed at implementation. Decision-making must focus on risk and probability criteria rather than just simple return-on-investment criteria, and the approach for management of personnel must support the higher level of communication essential for fast decision-making in the new environment of continual change.

Jan 1, 1992

By P. R. Jochens

SYNOPSIS This review article first highlights the past performance of the industry and discusses the manner in which the development of the industry has followed a logical progression from mining to the production of mineral and metal products of specification purity. Then the numerous constraints against a greater contribution by the industry are enumerated. Attention is drawn to the extent of further processing that can be undertaken in the context of mining and metallurgical processing, not only to indicate the benefits that can be derived from the added-value conferred on a mineral or metal commodity during each stage of its further processing, but also to point out some important corollaries of further processing. The many opportunities and challenges for an increased contribution by the minerals and metals industry are then reviewed. This major section includes a list of commodities for which increased penetration of export markets could be sought because the increasing resistance level (a term developed in this paper) has not been attained; a list of commodities that are imported at present, many of which could be produced locally on the basis of identified resources and expertise; a list of commodities for which additional uses should be developed so that South Africa, which possesses the largest reserves and is the largest exporter, can increase its production rate; and examples of commodities for which further processing is still at an early stag*..

Jan 1, 1985

By O. Mejia

"As study was undertaken to investigate the relationship between mill liner wear and grinding energy efficiency and to assess the opportunity to control mill speed to improve energy performance as mill liner wears. The study involved analysis of plant operating data and liner wear profiles over time. The operating work index was found to be an effective tool to identify the decrease of grinding efficiency along the liner service. The plant data show that the mill grinding efficiency as determined by monitoring the operating work index, and throughput decreases as liner wears. However, efficiency and throughput can be maintained by either changing the liner more frequently or by increasing the mill speed. Two scenarios for increasing mill throughput were analyzed. The first one involves changing the liner before the efficiency drops and the second one requires increasing the mill speed from 75% to 79%. Both scenarios show financial benefits that can be used in mill operations.INTRODUCTION The analysis of the mill power draw is used in this study as a key parameter for comparing mill liner profile and its effect on mill performance. Current technology and simulation software used in the mining industry do not factor in the impact of liner wear profiles in grinding efficiency and mill throughput (Toor, 2013). To address this gap, this study provides an analysis of key factors affecting mill throughput and grinding efficiency: mill speed, ball loading, and liner profiles. Several years of plant mill operating data, published research papers, and MillTraj® simulation results are used to demonstrate that face angles impact grinding efficiency and throughput and that mill speed can be used to overcome this problem. Moreover, the liner profile wear analyses clarify a mismatch between actual and estimated power draw calculations."

Jan 1, 2019

As a society, the retiring age of workers is increasing. Individuals are having to consider working to an older age (beyond 55 years), the reason being to æpay offÆ debt, maintain a quality of life or, as a bigger picture, because society simply cannot afford the aging population. The Government is encouraging and promoting those approaching retirement to work to an older age to alleviate the financial burden of an aging population. In a working context those aged 55 years and over accounted for ten per cent of the Australian workforce in 1998 with this age group expected to account for half of the growth in the workforce between now and 2016. For the 60 - 64 years which account for less than three per cent in 1998, this group is expected to account for 15 per cent of the growth in the same period. As a result of individuals who have worked all their lives and in some cases æphysically hardÆ, they do not fully enjoy their years of retirement as a time when they get to choose what they want to do rather than what they have to do. Of particular interest are the physical or health related conditions that individuals end up with and the restrictions that ensue resulting in an individual being incapacitated either physically or with respect to the state of their health.

Jan 1, 2005

By F. Begazo

The most common approach to increase production in copper refineries is to increase current densities. However, if these increases are not well thought out beforehand and are not properly and effectively controlled, the end results could be reduced plant performance and a deterioration in cathode quality. Both of these factors result in lower efficiencies and increased costs. At the Ilo Refinery of Southern Peru Copper Corporation, a modernization and expansion program was implemented shortly after the Refinery was purchased from Minero Peru, in 1994. This program was intended to increase production from 195,200 mtpy of cathode to 227,000 mtpy over a 3-year period. Part of this production increase would come from increasing current density. During the period from 1994 to 1997, current density at the Ilo Refinery was increased from 218 A/m2 to 230 A/m2, while plant efficiencies were maintained at consistently high levels. The current efficiencies were maintained at >97.5% and time efficiencies were maintained at >98%. During 1998, additional increases in current density were implemented while the high plant performance was maintained at the same levels. By the end of 1998, the current density was 241 A/m2, while current efficiency and time efficiency of 98% were maintained. This paper describes the control processes used at the Ilo Refinery to maintain high plant performance levels while increasing the current density. Additionally, expected plant performances from extended test programs at current densities up to 280 A/m2, for future production increases, are reviewed and discussed.

Jan 1, 1999

By C. B. Auel

THE subject of this paper involves the crux of the industrial safety problem. It is not overstating the fact to say that "a plant can be made as safe as the management and the workers want it to be;" if such desire is not in evidence and it is not possible to maintain interest in the work of safety, there can be practically no headway beyond the first few steps. These first steps may be said to embrace simply the mechanical or equivalent guarding of tools and equipment and may be taken in a more or less perfunctory manner; but, it has been estimated, they will not effect a reduction of more than 25 to 35 per cent. in the accidents likely to occur in an unguarded plant. The question therefore may be pertinently asked, "Whose interest is meant in the title of this paper, employers', employees?, or both?" It has been repeatedly stated that no safety work of any importance can be carried on: in a plant unless the employer believes in the value of such work. Such statements are true, but have become threadbare with constant repetition and the public is led to believe, that employers differ from ordinary human beings, that their sympathy for their fellowmen has become dulled, and they can be awakened to a sense of the fitness of things with respect to safety, health, sanitation, working hours, etc. only by legislation. There will undoubtedly be found an employer, now and again, who measures down to such specification; but the speaker, in a number of years of close contact with large employers (and his experience has been duplicated by many others) has found that the employers are usually far in advance of the general public in matters affecting the welfare of their employees, including their safety, and not from a selfish viewpoint, but from the humanitarian, economic, etc. If, at times, there is an apparent lack of headway in the solution of some problem connected with employees' welfare, it is not so much due to indifference or a failure to be awake, on the part of the employer, as it is to a lack of knowledge of the way in which to proceed to its successful accomplishment. Further, employers are, only human and cannot follow. every one of the innumerable matters connected with an industry down to their minutest details; they must delegate certain individuals as their representatives, clothing them with the necessary authority to act. These representatives should be looked upon as the Management in their respective fields and the

Jan 6, 1925

Faced with low prices and weak demand in an oversupplied market, the Australian coal industry must seek to further reduce its costs. The paper examines minesite competitiveness of the open cut coal industry in Australia with some references to the coal operations of M.I.M. Holdings Limited. The make-up of F.O.R. mine costs is analysed in order to identify where efforts should be directed to maintain competitiveness. The scope for mine site improvements through changes to working practices, the application of new technology and cost management is examined.

Jan 1, 1987

By J E. Everett

At BHP Billiton Iron Ore Newman Joint Venture (NJV) ore is railed from four separate mine operations in the Newman area to Port Hedland, where the ore is screened, crushed and blended to produce lump and fines NJV products. Each mineÆs grade varies separately, so it is important that a centralised system is in place to control the overall blend and ensure that the products meet customer expectations. It is important that grade- related decisions are built into the normal production process and have minimal impact on production rates. A continuous stockpile management system (CSMS) covering the whole NJV production process is used to generate the daily crushing schedule, taking into account all currently available ore sources. Innovative additions to the CSMS provide more accurate information to support decision making by the mine schedulers; for example, blasthole estimates are continually adjusted for bias compared to crusher and port rake grades; lump-fines (L-F) grade split and beneficiation plant upgrade algorithms are updated on a continuous basis, and the dilution effect, which impacts on reported port rake grades, is removed.

Jan 1, 2007

By David Kress

Mill crushing drive systems are essential to cement producers. With the increased emphasis on operating efficiency, it is vital that these systems be dependable and reliable. No one needs the costs or headaches associated with unscheduled downtime or inefficient machinery operation. A reliable drive system starts with the proper selection of the ring, or girth, gear and continues through proper maintenance. Ideally, selecting the right girth gear brings together the gear manufacturer, the system designer and the end user. The gear manufacturer must know the details of the application, the demands that will be placed on the gear and the nature of the equipment to be driven. Similarly, the user and the system designer must be familiar with the variables that affect gear drive performance and service. For example, an application that places a torque load on the drive in excess of its rated capacity will result in gear tooth distress and, in severe cases, breakage.

Jan 1, 2000

Successful evaluation and exploitation of resources and reserves relies on the collection of high quality sample data. The quality of the sample data must be maintained through the application of a robust quality assurance and quality control (QAQC) program, including documentation of sampling procedures, training of sampling personnel and the regular monitoring of control samples. However, the application of QAQC programs in the minerals industry is often poor and the purpose misunderstood. It is all too common to have good quality control data collected, but no analysis work carried out until after drilling is completed. In a lengthy drill program, this can lead to problems not being discovered and corrected as they happen. Moreover, rectifying problems afterwards will be costly in terms of time and money, if not impossible. The consequences of poor quality sample data are many and include such effects as over- or underestimation of block grades, misclassification of ore and waste, and lower confidence in the resource/reserve models. The purpose of this paper is to highlight, using case studies, the importance of good QAQC practices to monitor the quality of sampling and laboratory sample preparation and analysis.

Mar 1, 2010

By R. B. Smith, D. C. Brady

"A review of the major renovation of the fifty-year old C-I headframe facilities at NERCQ's Con Mine, Yellowknife, N. W.T. is provided. The project was complete with only two 3-day shutdowns of the facility .Work consisted of four major phases: structural reinforcement of the adjoining mill building prior to dismantling; relocation of virtually all mine and mill utilities which transited the headframe collar en route from the adjacent powerhouse; dismantling of the entire headframe facility and portion of the mill building, including the removal of asbestos siding; and erection of a new headframe, idler rower, collarhouse and mill wall.This paper describes the work and methods used by NERCQ, J.S. Redpath Mining Consultants Limited, Acres International Limited, and others to bring the project to a successful completion. The history of the project is discussed from the planning phase through construction, including; design, procurement, and construction scheduling. The paper discusses the unique elements of the project, the problems encountered, and the methods used to achieve success.IntroductionThe Con Mine is a 800 tpd gold operation located in Yellowknife, Northwest Territories. Originally owned and operated by Cominco Limited , the Con Mine was sold in December 1986 to NERCO Minerals Company, and officially renamed NERCO Con Mine, Ltd. The Con Mine has been in operation for over 50 years. The first gold brick ever produced in the Northwest Territories was poured at the Con Mine in 1938. The original C-1 shaft was sunk in 1937 to a depth of 235 ft. In 1941 the shaft was deepened to a depth of 950 ft, and the original timber head frame was replaced with a steel structure. Following the discovery of the Campbell Shear in 1946, the C-l shaft was again deepened to its present depth of 2443 ft. Over the years, mine production gradually moved deeper and further from the C-l shaft."

Jan 1, 1991

By D La Rosa, W Valery, A Jankovic, S Ese

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing æMine to MillÆ or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change û both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT-AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices û so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or æbuy inÆ. Ensuring this buy in continues is the challenge facing every company involved in PIO work û but the benefits are well worth it. This paper will review MMPT-APÆs experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-APÆs involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

Metso Minerals Process Technology Asia-Pacific (MMPT-AP) has been working with many mining companies worldwide performing `Mine to Mill' or Process Integration and Optimisation (PIO) studies. MMPT-AP has developed a proven methodology to improve the efficiency of the mine-mill interface and gain maximum benefit. The PIO methodology involves rock characterisation, mathematical modelling and simulation to generate a list of operational and control changes for both the mine and concentrator. Following the methodology, the list of recommendations is developed relatively easily; the more challenging part depends on the company. Success of a PIO project relies on the ability of an organisation to implement change - both operationally and culturally: the human element. When a PIO project is started, there is initial interest and commitment from the company. But how can this be maintained? How does an operation know if the benefit continues? MMPT AP is now developing long-term relationships with clients to ensure that the increased production and improved efficiency continues. Direct and indirect measurements are used to determine the key factors involved and to understand the cause/effect relationships. Simulation tools also can be used to compare current with recommended practices - so when material properties vary over time, the benefits can still be quantified. PIO is about empowerment: by measuring and understanding what parameters affect concentrator performance, the site personnel now have the knowledge to make a difference. Rather than simply reporting variable or poor concentrator performance, operations can predict when production will be affected and put controls in place to prevent it from happening. This requires support and commitment from the company or `buy in'. Ensuring this buy in continues is the challenge facing every company involved in PIO work - but the benefits are well worth it. This paper will review MMPT-AP's experiences in implementing PIO projects in the long term: from both the consulting and operational viewpoints. MMPT-AP's involvement with a number of companies will be discussed as examples of what works and what does not.

Jan 1, 2007

By M Kizil

Mining Engineering Degree programs have traditionally had a practical emphasis and have been highly vocational in nature. However, over the years, there has been an increasing attention to the more scientific aspects of the discipline. More recently, the professional institutions, the industry and the community at large have placed increasing emphasis on the broader aspects of the professions: management, finance, humanity, environment and social issues. Notwithstanding this, there has been a continuing emphasis on the practicalities, and most Mining Engineering programs are still strongly vocational in nature. But employers of new graduates complain about the graduatesÆ lack of practicality and readiness for employment æat the sharp endÆ on the mine site.This paper briefly describes some of the more recent developments in the Mining Engineering Degree program at the University of Queensland that attempt to address the problem. Particular attention is paid to alternative learning programs, including applications of virtual reality, practical experience at the University Experimental Mine (UQEM), and the Undergraduate Site Learning Program (USLP).

Jan 1, 2002

By John Carr

The tremendous growth in grinding mill size and horsepower during the '70s demanded advancements in gear cutting technology and equipment for the '80s. Computers are used as an aid in the design and selection of the mill drive system; sophisticated computer graphics are used to create manufacturing drawings; and a new generation of gear cutting machines are used to manufacture the gears. These new gear cutters can generate-cut gears over 40' (12.2 m) in diameter at an AGMA quality level exceeding the currenty acceptable standards. The precision of the resulting gear assures maximum tooth contact, which will result in longer gear set life.

Jan 1, 1981

By A. P. Williams

"This paper presents an overview of plant electrical systems in general, a discussion of the problems that may occur due to plant growth, the maintenance required to maintain the reliability and safety of the electrical system, and the selectivity of the relay protection system. It is divided into two main areas: short circuit levels within the plant electrical system; and relay protection systems.This information is directed at maintenance supervisors, mine managers and electrical superintendents who have been away from detailed short circuit and relay coordination calculations for some time. It points out the potential problem areas within an operating plant electrical system. Short Circuit LevelsTheoryThe electrical equipment in a plant such as breakers, switches and starters has two short circuit ratings, the momentary rating and the interrupting rating. These ratings may be given in MVA or current (amperes) depending on the equipment and manufacturer's preference. Since for a three-phase system MVA and amperes are related by the formula"

Jan 1, 1987

The successful operation of diesel equipment underground does not entirely depend on selection of robust, reliable, easily maintained machines. Results are also heavily influenced by the following factors: Design and condition of the operating area. Skill of operators. Correct maintenance facilities. Experience, skill and initiative of maintenance personnel. If the mine layout does not allow access to a central workshop area, the effect of any shortcomings will be magnified. The best results will only be obtained by close co-operation between mining and maintenance departments right from the initial planning stages.

Jan 1, 1977

By Peter C. Jones

The paper gives a broad view of the maintenance procedures at the Cassiar Asbestos Corporation property. Comparisons are drawn to indicate the changes in facilities and approach that have evolved over the last 25 years while coping with the northern British Columbia climatic conditions. Special emphasis has been placed on the importance of the support groups providing services for both the mine site and the town.

Jan 1, 1978

By James R. Taylor

24.1-BASIC PRINCIPLES JAMES R. TAYLOR The basic principle involved in maintenance is protection of a company's investment through the care and upkeep of machinery and equipment, buildings and properties. Maintenance is justified through making available to the maximum extent possible the facilities, machines and services required by the operating and production departments in their function of insuring optimum return on investment. As the size, cost and complexity of the equipment used in modern mining and related industries increase, operating and production personnel become proportionately more dependent upon maintenance engineering for its contribution to the overall profit picture. A greater part of the total cost now is charged to maintenance and the maintenance group becomes a major company unit. Basic maintenance concepts have changed very little over the years, but the advances in methods and technique have brought about tremendous challenge and have in consequence assumed a greater influence and importance. The older "sledge- hammer" methods have given way to engineered and scientific systems, while the accelerating development of intricate equipment and machinery, and the instrumentation essential for control, demand an ever-increasing upgrading of maintenance personnel. Regardless of this growth in importance, cost and complexity of the maintenance function, it is important to remember that it is not an independent and self-sufficient unit, but is a necessary facet of the entire plant operation and is subject to the company's total production effort. As one part of a team, maintenance is successful only when functioning cooperatively wit11 the other departments it serves Close collaboration in all areas served by n maintenance group is essential if it is to function fully to protect the company's investment, whether the assets are in machinery, materials or people. 24.1.1-MAINTENANCE SCOPE Maintenance functions may be grouped into the two general classifications of primary and secondary. This grouping constitutes a basic division although, in practice, the scope of the maintenance activity varies in each mine or plant and is subject to differences in size and type of operations and company policy, plus the influence of precedent, which may be sectional or industry-wide. The primary functions supply the justification for the maintenance engineering department. while secondary functions are variable according to plant conditions and needs. The primary functions may be categorized as follows: 1. Maintenance of existing machinery and equipment. 2. Maintenance of existing buildings and grounds. 3. Inspection and lubrication of equipment and machinery. 4. Utilities generation and distribution. 5. Alterations to existing equipment and facilities. 6. Installation of new equipment and facilities. 7. Instrumentation.

Jan 1, 1973