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By J. G. Cullain

In conjunction with the over-all goals of energy conservation at Inco Metals Company, a program of improvement in compressed air utilization was established. Air flows were monitored and compared to calculated requirements to establish efficiency by area. With the cooperation of area management, measures were implemented to reduce nonproductive usage. At the operation, annual savings in power consumption alone were 80,000 dollars. The program is being extended to other mine areas within the Division.

Jan 1, 1979

By A. J. W. Law

"This paper deals with the organization of the central office technical areas and the role played during the feasibility studies, construction and operating phases of Les Mines Selbaie.HistoryThe Engineering Department was originally formed as a part of the Exploration Department, to examine the feasibility of advanced exploration prospects being brought to the company. In 1968, with the discovery of the South Bay property in northwestern Ontario, the department became part of a Mining Division and was expanded, so that it could provide more advanced mine feasibility studies, control of construction engineering and procurement and initial mine design. As is generally the case, the mine design function was handled with in-house capability, while plant, mill and const ruction functions used outside consultants.The 1974 discovery of the Selbaie deposits, started a period o f growth in the capabilities o f the department. The complex nature of these deposits, required that skills were added in the mining, metallurgical and plant areas. During the early feasibility study period these skills were provided by the engineering company of the parent group, but when it was realized that production from the deposits was likely, permanent staff was added."

Jan 1, 1990

By J. H. Archibald

"This paper describes the use of vector analysis for determining the intersection of mineral deposit veins. The mathematical evolution of the analysis is outlined.IntroductionMany mineral deposits can be characterized by sets of intersecting veins. Often a vein will have a steep dip and may intersect with another similar vein. Finding the intersections of these veins is usually done by graphical means. Structural geologists, by the methods of descriptive geometry, can usual ly predict where intersections of veins will occur. This method normally requires accurate drafting and layout of the problem and does not always lend itself to solution in the field.Another method for solving this problem involves the use of vector analysis, which is easily adapted to hand-held programmable calculators. It is assumed at the outset that the reader is familiar with the dot and cross products used in vector analysis. Two excellent references are cited at the end of this note for convenience.A plane, in general, is defined by three points. The points of interest here are the points where three vertical drillholes penetrate the vein, or plane, in question. The elevations of these three points are best referred to sea level. This requires knowing the elevation of the collar of the drillhole above sea level and the drillhole depth from the collar to the vein. The elevation of the intersection point is then found by subtracting the hole depth from the collar elevation. These three points now define the plane of the vein. A similar set of three points will define a second vein, and it is our object to show analytically their intersection if it exists."

Jan 1, 1983

By Robert B. Parsons

"The junior mining company's bank account is depleted, but there are high hopes for the company's property. Where to get the necessary development funds is a common problem facing many juniors.This month, Tax Notes discusses briefly the principal income tax implications of several alternative development plans that are typically available to the junior mining company and its shareholders.IntroductionAt some point in time, many junior exploration companies face a common dilemma-a promising prospect has been proven up and is read y for further development, but alas, the company is flat broke! In this situation, a number of alternatives is available to the company, including the possibility of ""going it alone"" by raising capital through a public offering, or by striking a deal with a ""major"" or some other substantial investor.This article focuses on the latter possibility, and discusses in broad term s the main income tax implications of various arrangements between a typical junior exploration company and a larger public company for the development of a particular property. It will be appreciated that a discussion of other important considerations, such as those pertaining to securities exchange regulation s and company law requirements, is beyond the scope of this article.Jointly Owned CorporationPerhaps the simplest way of dealing with the problem of financing the development of a property is to sell the property outright, pocket the proceeds, and run! Clearly, though, this alternative is unacceptable to most prospectors and developers, who are predictably reluctant to completely relinquish their equity interest in a promising property. An additional strike against such an outright sale is that the sale could trigger an income tax liability. Generally speaking, in the case of a simple sale of a mineral property, for income tax purposes the proceeds are applied to reduce the taxpayer' s unclaimed balance of Canadian development expense (""CDE""), with any unapplied excess being brought into income and taxed at ordinary corporate tax rates."

Jan 1, 1983

By D. W. I. Griffiths, J. C. Bélanger

"La Division Matagami de Minéraux Noranda inc. a profité de la construction de sa nouvelle mine (Isle-Dieu) pour continuer sa modernisation.L'utilisation d'automates programmables (PLC) s'est intensifiée pour contrôler et automatiser de plus en plus d'équipement dans ses minessouterraines, au concentrateur, dans les atelierset bureaux.Tous les PLC comrnuniquent entre eux et les IBM PC sont utilisespour exterioriser l'information et faire Ie lien entre Ie personnel et les automates. Le système Central IBM 36 emmagasine les donnees traitees par lesPLC (a travers les PC). Ces donnees sont transmisesau programme d'entretien de chaque equipement et compile les heures, cycles, tonnes, etc., fait imprimer automatiquement les feuilles d'entretien préventif ', etc.Les principales realisations adate et en progrès pour la mine Isle-Dieu sont:• automation complète du système de remblayage du concentrateur ala mine Isle-Dieu situee a2 km de la mine principale;• automation du fonctionnnement des ventilateurs qui comprendra la position des portes de ventilation, Ie chauffage, Ie débit, etc.;• automation des pompes, surveillance des sous stat ions électriques, concentration des gas (CO, SO2) à chaque niveau en tout temps et du propane à l'entree d'air frais;• tonnage et cycles par Ie treuil; et• contrôle d'autres équipernents à differénts niveaux. D'autres travaux furent egalement effectues par les employes, tels que:• la conversion d'un Scooptram ST5A de diesel à électrique;• I'installation complete de systèmes de depoussierage a I'eau (scrubber) pour le concassage secondaire;• I'installation d'un marteau hydraulique avant les concasseurs coniques;• la rénovation des cellules de flottation ; et• l'installation d'un système de gardiennage par caméra. D'autres projets seront effectués ou étudiés:• automation d'un Scooptram"";• automation d'un marteau hydraulique;• récupération de Scooptrarn; téléguidé:• gestion de l'énergie, contrôle de la demande, surveillance et contrôle de l'équipernent de machines fixes(compresseurs, boulloires, pompes à vide, génératrices, débits et pression d'air, eau pour diagnostiquer les problémes, analyser les coûts;• concasseur portatif pour fabriquer de la pierre concassée pour utiliser dans les chemins sous-terre, et• utilisation de micro-ondes pour transmettre les images captées par camera."

Jan 1, 1990

By W. J. Mcgaughey, R. G. McCreary, S. C. Maxwell, R. P. Young

"Seismic tomography is a process for obtaining images or maps of seismic velocity or other seismic properties of a rock mass. Seismic velocity images reveal variation in elastic moduli which, in tum, are related to several properties required in the geological or geomechanical assessment of a rock mass. Seismic velocity is sensitive to lithology, discontinuities, and in situ stress. Spatial or temporal variation of these properties may be indirectly assessed. Tomographic measurements are sensitive to volumes of ground, rather than determinations at points, or along lines or surfaces, as in conventional geological or geomechanical measurements or mappings.Tomography surveys are complementary to conventional measurements as they have the capability to interrogate a substantially larger volume of ground. They are thus useful in discerning trends or patterns in regions between or surrounding conventional ""point"" measurements of lithology, rock quality, stress, or other parameters of interest. Seismic velocity images give broad indications of trends in velocity; their spatial resolution of ground properties is typically on the order of five to ten per cent of the nominal survey dimension.Research in seismic tomography has been carried out for several years, and the capabilities and limitations of the technique in mining environments are beginning to be understood. This report reviews the present capabilities of seismic tomography surveys in mining, emphasizing rock mechanics applications. Six case studies are used as examples to demonstrate the capabilities of the method in assessing lithological variation, density and orientation of discontinuities, and the effects of stress."

Jan 1, 1994

By H. Ikeman

"The highly specialized communication systems used in the mining industry place exacting demands on equipment and transmission media. Safely and reliability of services are perhaps the two most important factors. Fibre optics is ideally suited 10 meet these stringent requirements. Aside from being an intrinsically safe, non-sparking and EMI/RFI immune medium , fibre optics offers greater reliability , higher quality of services and superior flexibility over conventional copper or radio-based communication systems.This paper wilt show how fibre optics can be applied in mining industry applications. Emerging trends and concepts will be presented to show how fibre-optic-based integrated service communication networks and local distribution systems can be implemented.IntroductionCommunication requirements in today's mine s are varied and extensive. The communication system must be rugged , safe and reliable, yet provide an ever increasing amount of high quality services. Presently, these systems are implemented using conventional copper cable. As mining method s and technology advance and the demand for better and more communication services increases, traditional systems quickly reach their limitations. It is under these circumstances that we turn to fibre optic communication systems.Fibre optics is a mature technology which is finding its way into more and more applications worldwide. A fibre optic communication system can provide a level of performance unattainable by conventional cable systems yet ca n be cost competitive. As is well known, fibre optics provides a noise-free, noise-immune, high -capacity communications channel. Glass fibre, being dielectric and non-sparking, is an intrinsically safe communications medium. Clearly, it is ideally suited to the harsh environment present in a mine.From a communication systems point-of-view, the topology of a deep mine is unique. The objective of the systems engineer is to implement a total communications capability throughout this wide spread area. Ideally all classes of services should be accessible throughout the network-an integrated network concept. Recent advances in communications technology combined with fibre optics make this realizable."

Jan 1, 1984

By G. R. Haiden, E. Henderson

"An LHD teleoperation and guidance system, developed at the Ontario Division of Inco Limited, has been demonstrated in operation at Copper Cliff North Mine (CCNM) since late September, 1993. The tests performed to date have evaluated the feasibility and production viability of multiple LHD operation, from surface by one operator.The systems technology required to accomplish this consists of an electronic monitoring and control package mounted on the LHD; a high bandwidth mining computer network capable of providing radio frequency coverage; and an operator control console which provides an operator workstation for multiple LHD operation.This paper discusses the systems required to accomplish the task of LHD teleoperation and guidance, the benefits of multiple machine operation and future research and development directions. IntroductionSince underground mining began, persolU1el have entered the mine workings to mine ore. Today, however, the rapid advancement of modem telecommunications, computer hardware and software technology has opened the door to remote mining technology that was considered unfeasible a few years ago. This paper discusses the ingredients of remote mining technology that have been developed at Inco Limited.Figure I represents an historical view of the application of electronics to LHD operation at Inco Limited. In 1980, the first radio remote controls for the operation of LI-IDs in large open stopes were tested. The successful application of this technology at Inco went hand-in-hand with the development and application of the Vertical Crater Retreat mining method. The combination of these two advances had a very positive effect on the productivity in the mid-eighties at Inco. In 1991, the Mines Research Department of the Ontario Division advanced remote control technology by developing a high capacity underground mining telecommunications system. This system is capable of moving voice, data and video information throughout the mine workings. The system is based on broadband communication technology found in most automated factories, with the added benefit of providing the information to and from mobile equipment through radio interfaces. The first test of the system consisted of an operator teleoperating a single LHD (on the 3000 ft level) from the surface. The next test on September 13, 1993, demonstrated the first production application of multiple LHDs being run from surface with a single operator."

Jan 1, 1994

By Randy Billing, J. Fraser Wilson

"IntroductionThe job of designing and implementing effective environmental management sounds like what one executive, assuming responsibility for a very sick organization with lots of potential described as, ""an insurmountable opportunity"".Effective environmental management is an opportunity, no doubt. Its an unusual, if not unique opportunity. Insurmountable? Maybe not! Indeed, in the authors' experience, the keys to unlocking this opportunity are not in new or complicated technicalities; they are in the existing strengths and successful experience that one has in managing other complex and exacting management issues.To begin, it is necessary to understand what these issues of sustainable development mean to business. What is the nature of this opportunity? What makes it look unsurmountable?New Games: New RulesLawyers have described some of the new rules companies are facing and there is a new game being played; a game characterized by unique challenges.Take two, for example: • The ecological problems to be faced are Mother Nature's business, the political solutions required are our business. This combination of natural problems and political solutions requires the development of new management mechanisms, to bridge the gaps among us, as individuals, as professions, as interest groups and so on; indeed, even as countries;• and gaps there are : about as many gaps as the people involved : many of them with new and changing expectations, often mutually exclusive and not negotiable.The challenge of these relationships and communications among so many different interests is one of the keys to effective environmental management.Like any game, this one has rules and they are new, too. These rules are evident not just in new legislation - tough legislation with draconian penalties; they are also evident in new and exacting business policies, value driven and just as unforgiving of poor performance. Senior management of many companies are speaking about the role of enlightened corporate policies and how important it is for everyone involved that these policies drive and reflect business practices. Absence of day to- day behaviour which evidences the words in action, the policy on the wall of a corporate office or published in an Annual Report is first evidence for the prosecution , not the defence.The challenge of practical policies is another key to effective environmental management.This is a new game, with new rules: the challenge of change."

Jan 1, 1991

By R. Carpenter, H. Muntanion, P. Kleespies, E. Flood, M. Tansey

Abstract - BHP Minerals discovered the Archean lode gold ULU deposit on the western margin of the High Lake Volcanic Belt in 1989. The greenschist to amphibolite facies mafic volcanic and sedimentary rocks on the property are folded into a 5 km-long anticline. There is a close spatial association of Au-As zones to the trace of this F2 ULU anticline. The largest of these auriferous zones, the Flood zone, is localized at the core of the fold. The southeast-trending Flood zone consists of several anastomosing lenses that have been traced for 435 m on surface. Overall, it dips steeply (70° to 80°) to the southwest and has been intersected to depths below 600 m. The hosting high-iron tholeitic basalt displays a lower amphibolite mineral assemblage of ferrohornblende + plagioclase + ilmenite with accessory quartz and epidote. Alteration minerals include biotite, chlorite, hornblende, actinolite-tremolite, and potassium feldspar (microcline) with minor calcite, epidote, tourmaline, and titanite. The highest gold values occur where brecciated basaltic wall-rock clasts are replaced by acicular arsenopyrite + quartz + K-feldspar. BHP Minerals completed 54,783 m of both exploration and resource development drilling before selling the ULU property to Echo Bay Mines in 1995. Development of ULU as a satellite deposit to Echo Bay’s Lupin mine began in 1996. A -15% ramp was extended to the 155-meter level, and 16,011 m of underground drilling were completed before the decline in gold prices forced a suspension of activities at ULU in August 1997. The current owners, Wolfden Resources Inc., drilled 18,569 m in 2004 to increase confidence in the resource blocks. Following this drill program, a revised resource calculated by an independent consultant determined that the ULU deposit contains an inferred/indicated mineral resource of 1,130,000 t grading 11.34 g/t gold (373,748 oz) to the 360-m level. The portal was re-opened in 2005 and a prefeasibility study is underway.

Jan 1, 2004

By Godfrey W. McDonald, Dennis E. Fredrickson

"Commercial coal mining has been recorded in Nova Scotia since 1863 and during this period an estimated 60,000,000 short tons of mine discard containing 10 1030% coal has been accumulated, Approximately 70% of these dumps are in the Cape Breton region and most are owned by the Cape Breton Development Corporation (CBDC), formerly DEVCO.The explosion of oil produced energy costs which created an increase in thermal coal demand as well as the desire to rehabilitate abandoned mine dumps encouraged coal reclamation. CBDC was receptive to a proposal from the Selminco Joint Venture and encouraged the building of the Princess Recovery Plant (1980) and The Summit Plant (1982).The mine dump contains scrap, waste rocks, coal and substantial quantities of fine shale. The scrap and oversize are removed and the remaining material slurried with water to a density of 1.45. The slurry is cycloned to separate the saleable thermal coal from the rejects which are returned to designated areas of the dump for contouring and revegetation.BackgroundThe recorded coal production in Nova Scotia from 1863 to 1980 was 390,000,000 short tons. This extraction was associated with an estimated 60,000,000 short tons of discarded material. This mining discard and coal washing plant reject are located in numerous, varying sized dumps throughout the mining areas. Approximately 70% of these dumps are in the Sydney coal field region of Nova Scotia. The coal content of these dumps varies from 10 to 30% coal with an average of 18%.Energy CostsThe explosion o f energy costs in the mid-1970s greatly increased the sale price of thermal coal which made recovery of coal from some of the dumps economical. The environmental benefit of these operations will be the rehabilitation of the dumps upon cessation of the coal reclamation operation."

Jan 1, 1983

By Scott L. Ewart, William M. Bryden, Donald E. Wakefield

"Osler, Hoskin & Harcourt develops commentaries from time to time on topics of legal interest. These may deal with new legislation, changes or developments in government policy or recent judicial decisions of importance to its clients. The commentaries are, of necessity, general in nature. Because the law which they deal with is often new and untested, it is hard to arrive at precise statements of the way in which the principle s discussed in a commentary might be applied in specific circumstances. When further guidance is needed , consult a solicitor.The purpose of the Bill is to simplify, modernize and standardize the regulation of mineral exploration and development in Ontario. Many of the changes proposed by the Bill are of an administrative nature and move much of the detail with respect to staking, assessment work, prospecting work, surveys, quarry permits and leases contained in the existing Mining Act to the Regulations contemplated under the Bill.The Bill will undergo revision and be re-introduced and therefore it is not the intention of this present article to detail the specific changes contemplated by the Bill; however , its more significant changes are as follows:1. Provision is made for a lifetime prospector's licence with the elimination of annual renewals;2. Perimeter staking of a block o f claims is permitted to reduce the cost of staking;3. Assessment work requirements are expressed in term s of dollars spent rather than days worked;4. Persons doing exploratory work are required to furnish notice to owners of surface rights of intention to perform assessment work;5. Annual work summaries will be available to the industry to lessen duplication in exploration work;6. The option of continuing assessment work rather than applying for a lease is provided;"

Jan 1, 1984

By Tony Lipiec, Ian Orford

"A key part of plant design is the selection of the design tonnage which is the hourly tonnage target that the equipment selection is based on. Its selection is critical for ensuring that the nominal tonnage which is critical to the financial performance of the project will be met. With deposits being developed at lower grades, higher tonnages and a higher degree of hardness variability, it is essential to ensure that the design process selects the comminution equipment which will be able to deal with the impact of this ore quality variation.Ore hardness and its variance are key factors to be taken into consideration for the selection of the design tonnage. It is well accepted that for the nominal or name plate tonnage to be consistently achieved, it is necessary to base the design tonnage on a hardness value greater than the average ore hardness of the deposit to be mined. The question is how much greater should this design value be to ensure that the nominal tonnage is met to the satisfaction of the project financial model. Standard industry practice is to set the design tonnage by:1. Select an ore hardness percentile that is greater than the average ore hardness to be the basis of the nominal tonnage. Typically either the 75th or 80th percentile value from the data set will be selected.2. Selection of a design factor to multiply by for determining the design tonnage, i.e. the design tonnage = tonnage (based on the average ore hardness) multiplied by design factor.This paper discusses the selection of the design ore hardness through the use of modelling or the use of a design factor. It further shows the impact of ore hardness variance on the capacity of the process and its ability to meet the nominal tonnage. Insight is provided as to what ore hardness percentile value should be selected balancing the shortfalls of tonnage for ores harder than the design value versus the above target production achieved for ores softer than the design ore hardness."

Jan 1, 2016

By H. K. Fredrickson

"Midwest Joint Venture (MJV) owns a high-grade uranium deposit in northern Saskatchewan. The deposit is located too deep below surface to be mined economically by open pit methods, and as a consequence, present plans are that it will be mined by underground methods. High-grade uranium ore of the type at MJV, encased in weak, highly altered ground and with radon-rich water inflows, has not before been mined by underground methods.The test mining phase of the project, completed in 1989, had three objectives: 1. to evaluate radiation protection requirements associated with the handling of large quantities of radon-rich water and mining highgrade uranium ore in an underground environment; 2. to investigate the quantity and quality of water inflows into the mine; and 3. to investigate ground conditions in and around the ore zone as an aid in determining the production mining method to be used.With information gained from the test mining project, a mining method for the production mine has been devised. Level plans have been drawn up, ventilation system designed, pumping arrangements made and methods of ore handling considered. All this is to be done in a manner that will be safe for those doing the work underground. Some of the mining methods planned are felt to be unique in that they are designed to cope with mining problems not known to have been encountered before. New problems underground have required new methods to handle them. Remote drilling, blasting, mucking and backfilling form the basis of the planned mining method."

Jan 1, 1992

By Denni Nikols

"Planning for coal beneficiation in the electric utility industry is relatively complex, involving the coordination of experts and specialists in a broad range of fields, as well as compliance with a wide variety of government regulations.This paper examines the role of the planner, reviews possible benefits of coal beneficiation, identifies potential problems and illustrates a typical planning schedule.The steps involved in the planning process are:Step I-Bench- and pilot- washability studyStep 2- Wash plant designStep 3- Power plant and boiler designStep 4-Mine designStep 5-Major environmental and technical problems to address.IntroductionElectrical utilities and coal have a long and intimate relationship . Cleaned coal is becoming an increasingly popular fuel with the utilities for a variety of reasons. Generally, the greatest impetus to burn a cleaned or prepared coal fuel comes from the need to control airborne pollutants.Long-range planning is a standard practice for electric utilities, forecasts of demand must be made well into the future. Since the lead time required to provide new facilities is often as long as 10 years and the cost very high , planning becomes an important task.For a utility that owns and directs the operation of its coal mines, the mine planning or fuel acquisition planning takes on the magnitude of other corporate planning functions. It is from this perspective that a utility would view coal preparation. Except for the interaction of a coal-fi red plant on the actual mine design the planning considerations o f a beneficiating facility for a captive mine or a contract raw coal supply are about the same. Because TransAlta Utilities is currently supplied from captive mines, this discussion will tend to focus in that direction.It is the role of a planner to plan. This is easy to say but it is not always easy to do. Often we are working within a context that resembles the geological time scale. Frequently the objectives are not clearly defined when we begin and ultimately our plans are tested in the waters of government regulations and cost benefit analyses .Planning for beneficiation of Plains coal, or any coal, provides just such a test. The planner's role in this endeavour requires a wide vision. While parts of the process may be amenable to classical methods of project scheduling, the broad range of subjects and interaction of seemingly unrelated tasks is sure to obscure some of the considerations that must be made. Therefore, the planner's chief role is coordinating the work of many experts and specialists toward the final objective.Among the specialists are combustion , geo technical, mining, civil , and mineral processing engineers , geologists, hydrogeologists, soil, and reclamation experts to list a few.When one considers coal beneficiation, the planning part o f that consideration is probably more complex than any other single engineering function. Due to the company's location in the Alberta Plains and the proximity o f the mine to the thermal generating station, this paper will tend to emphasize that situation.Beneficiation may offer some advantages over run-of-mine coal to the power plant opeator. Some of these advantages are: removal of a contaminant, power plant efficiency gains , lower plant capital costs (for new plants), possible lower mining costs."

Jan 1, 1984

By Leonard A. Wolff

"The 1980sfor the mining industry can be characterized as the survival of the fittest. High interest rates, low commodity prices, foreign subsidized competition and decreasing ore grades have contributed to a streamlining of the domestic mining industry in the United States, leading to the shutdown of operations or large cutback of work forces. The purpose of this paper is to look at the impact of a layoff on the employees of what was once a major uranium producer in south central Wyoming, twenty months after the final layoff and mine shutdown. INTRODUCTIONDecember 19, 1985, was the date of the final of three successive layoffs over a two-month period, leading to the complete shutdown of Petrotomics Company, a subsidiary of Getty Minerals Company. The final shutdown was due to a combination of depressed U3O8 prices and the takeover of Getty Oil Company by Texaco in January 1984.The layoffs affected 104 employees and included mine personnel, mill personnel and staff. Both hourly and salary workers were involved. The operation was considered non-union, however, a few mill hourly employees were unionized. At the completion of the layoffs. only a handful of employees remained for administrative and miscellaneous functions.For Getty employees, the terms of the merger agreement provided a generous level of separation benefits. The terms that were insisted upon by Mr. Petersen, Chairman of the Board for Getty Oil, stipulated that employees receive one month of severance pay, for each full calendar year of employment up to a maximum of two year's pay. This was the forerunner of what is now commonly known as the ""tin parachute”. All but the union employees of Petrotomics received these separation benefits. Union employees were covered by their separate, less generous, contract.Much of the literature that has been published in recent months has centred around the effects of layoffs on remaining employees, or the psychological effects on the severed employee. This study will emphasize the economic impact and ramifications due to a layoff, using the Petrotomics employees as a case example."

Jan 1, 1989

By C. W. Eggert

"The idea for this talk came to me last year when I was attending the Canadian Gold Metallurgists Meeting. I talked about it to a friend of mine who is an authority on mineral dressing, particularly the theoretical end of the business. He remarked that this was an excellent technical note, why don't you write it up. This is what I have for presentation this morning. I hope in presenting this type of idea in this way it is in keeping with the tradition of the Canadian Gold Metallurgists which was to function on a not too sophisticated level and where operators could get together and trade ideas in an informal way.My basic thesis is that it should be possible to evaluate screen analyses by the application of the standard statistical probability theory. In any statistical analysis the sample is the first consideration. If we look at existing methods of size evaluation we find it is usually based on the fact that a given particle will pass one square aperature and not another. One system of standardizing how these aperatures will be set up is based on Rittenger' s work with the ratio of hole sizes proportional to the square root of 2. Keeping in mind the limitation we have accepted this as our method of 11 sizing"" in attempting to apply standard statistical methods to screen analysis."

Jan 1, 1968

By M. G. Lipsett

General Challenges for Mining & Mineral Processing Operations ? Capital-intensive industry ? Ongoing cost pressures ? Remote locations ? Workforce demographics ? Dynamic, unstructured, rugged environment

May 1, 2008

By C. F. Hews, P. N. Calder

"MIROC and The Mining Industry The Mining Industry Research Organization of Canada (MIROC), incorporated in 1975, is a non-profit organization sponsored by member companies from within the Canadian mining industry. The Canadian mining industry is a world leader in technological development and in organizational and human resources development. A prime objective within the industry is to retain this leadership and also improve its competitive position worldwide.MIROC is dedicated to support the objectives of its member companies and their common interest, and the objectives of the industry. In this context: MIROC's mission is to encourage the formulation of ideas to improve mining technology and methods by any source, and to foster the development and testing of promising initiatives in progressive steps from the early stages of conceptual and feasibility research through manufacture to delivery of new technology to the mining industry. In so doing MIROC plays an important role in the development of individuals skilled in mining research. Management ApproachMIROC's research program is driven by member companies who have interests throughout Canada. The board of directors approve projects that are acceptable to its members. While MIROC's basic research funding is provided by its member companies, about 30% of its annual research budget is now derived from royalties generated from previous research activities."

Jan 1, 1994

By R. H. Coloquhoun

"INTRODUCTIONDome Mines Limited is located on 3,149 acres in Tisdale, Whitney and Shaw Townships in the City of Timmins in Northern Ontario. The mine and mill facilities are two miles from the town of South Porcupine, now part of greater Timmins.In April of 1909, J.S. Wilson of Massey, Ontario headed a party of prospectors into the Porcupine region. Disembarking from the Temiskaming and Northern Ontario Railway at mileage 222, they established an initial camp on the shore of Frederick House Lake. Following the lake ""break up"" they canoed to their destination, Porcupine Lake, and established a base camp on the west side of the lake by May 23, 1909. At a point approximately two miles from Porcupine Lake the moss on an outcrop was rolled back and gold was discovered.In the spring of 1911, the first mill structure was in the process of being built and consisted of 40 stamp mills, five S'x22' pebble mills and the ancillary equipment for a 300-400 T.P.O. operation. This structure was destroyed along with much of the Porcupine Camp by the famous Porcupine Fire of July 1911. By mid-1912, a steel ""fire proof"" structure was built and utilizing the salvaged mills from the fire, supplemented by the installation of three, 8'x30"" cylindro-conical Hardinge ball mills purchased third hand from Vipond Mines, processed 75,088 tons by year's end.The mill was again levelled by fire in October of 1929, this time caused by an overheated boiler stack. This 11 fire proof"" structure was immediately replaced by a wood structure and again the three Hardinge conical mills and the five 5'x22' pebble mills were restored and utilized. The new mill operated close to its daily capacity of 1500 tons during the last two months of 1930. During the rebuilding phase, the crushing plant was remodelled and a new crusher installed. These plants were protected from fire by a 60,000 gallon water tank and an automatic sprinkler system."

Jan 1, 1984