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By Kirk Nobis

Develop a Risk Management Plan for Your Mine ? Why? ? Measuring ? Managing ? Conclusion

Jan 1, 2006

Kenneth M. Payne RMCMI PRESIDENT 1994-1995 on behalf of the RMCMI Board of Directors and Officers of The Rocky Mountain Coal Mining Institute cordially invites you and your family to attend the 91st Regular Meeting and Convention to be held June 25 thru 27, 1995 Crested Butte, Colorado

Jan 1, 1994

Jan 1, 1927

Marcie A. Greenberg RMCMI PRESIDENT 1995-1996 on behalf of the RMCMI Board of Directors and Officers of The Rocky Mountain Coal Mining Institute cordially invites you and your family to attend the 92nd Regular Meeting and Convention to be held June 30 thru July 2, 1996 Durango, Colorado

Jan 1, 1995

By Michael A. Berdine

Twentymile Coal Company?s first longwall face in the late 1980?s was oriented approximately 45 degrees to the major coal cleats and 45 degrees to the primary horizontal stresses. This combination of stress and coal cleating resulted in frequent violent bursts of coal along the longwall face. The bursts created particles of sufficient size and force with the potential of causing injury to employees and occasional damage to shield components. Partial web cutting was subsequently developed in an attempt to relieve the stress on the coal face and required the shearing machine to travel to the tailgate and back for a full 36 inch web. The partial web cutting pattern is focused on first cutting the lower 90% of the seam to relieve the stress as the shearer travels from the headgate to the tailgate. The web depth during the headgate to tailgate pass is typically in the range of 70% to 80% and varies with conditions to maximize production rates. The top and bottom of the seam in the remaining 20 to 30% of the web are then cut out to allow the shields and face conveyor to advance. 100% of the web is cut at each gate end for a distance of approximately 19 shields. This paper addresses some general mine geology and the procedures and benefits of partial web cutting with respect to safety, production and maintenance on a high production longwall face.

Jan 1, 2004

Jan 1, 1929

The 71st Regular Meeting of the Rocky Mountain Coal Mining Institute convened at the Steamboat Village Inn, Steamboat Springs, Colorado, and was in session at 10:00 a.m. The session was called to order by William W. Grant, Assistant to Manager of Navajo Mine, Utah International, Inc., Fruitland, New Mexico. Mr. Grant was delegated to open the meeting due to the untimely death of Past President A. F. Geiger. Mr. Grant introduced President Roy Coulson, President and Director of the Kemmerer and Gunn-Quealy Coal Companies, Frontier, Wymoing. His biography follows: Jan. 7, 1922 Born to Jean and Joseph Coulson, Ernest, Pennsylvania 1940 Graduated - Indiana High School, Indiana, Pennsylvania

Jan 1, 1975

Jan 1, 1938

The ninth annual Mine Rescue Evaluation was held in conjunction with the RMCMI 2000 convention at the Sheraton Tamarron Resort, Durango, Colorado June 25 thru 27. The purpose of the mine rescue evaluation program is to provide an opportunity for mine rescue teams to learn new skills and improve their existing ones in a non-competitive environment. Several staged "disaster" scenarios were [ ] held where the teams are called upon to exhibit their life saving abilities. The evaluators meanwhile are offering suggestions, both verbal and written, to help the teams better understand the situations presented them. This non-competitive environment allows the teams to work together and share their knowledge with fellow mine rescue teams providing everyone with a positive learning experience. Mine Rescue Chairman Bill Balaz was in charge of coordinating the events. Seven teams consisting of seven to ten members each (totaling 63 members) participated in the two-day event. Each team was required to respond to three different real-life scenarios plus a written general knowledge test daily. This year's four professional evaluators included Art Saenz (Hazardous Materials) of Western Envi¬ronmental Associates; Guy Horton (Ropes), Guy Horton Rope Rescue; Mary Bailey (Medical), MBA Training and Ron Lauer (Confined Space) also lassos Western Environmental Associates. They cash prov- [ ] ided three different challenging mock situations per day per team. The teams had no prior knowledge of what the scenarios would be as details were provided only as they arrived. Ten volunteer victims added much drama and excitement to the event. Their realistic enactments, complete with false blood makeup and severed limbs, made for some very tense scenarios. The Mine Rescue Teams participating this year were BHP LaPlata, BHP Navajo, BHP San Juan, all from Farmington, New Mexico; Bridger Coal Co., Rock Springs, Wyoming; Sabine Mining, Longview, Texas; Solvay Minerals, Green River, Wyoming and Western Energy Co., Colstrip, Montana. Many new [ ] friendships were made and much knowledge shared. A swap meet was held Saturday afternoon for the teams to exchange miscellaneous equipment, hats, shirts, etc. The teams were asked to evaluate the program and the evaluators. Then responded with many positive suggestions that will help improve the upcoming events in the years to come. Culmination of the Mine Rescue program was a Tuesday morning awards breakfast where the teams were presented with plaques. The participating victims and evaluators were also commended for their outstanding efforts. Sponsors for the Mine Rescue program were Big Sky Coal Company, CMC Rescue, Magnum Metals, Inc., and Rocky Mountain Electric. Many hours of volunteer time and effort from various family members of participants helped make the 2000 event a huge success.

Jan 1, 2000

Jan 1, 1974

Jan 1, 2006

The 77th Regular Meeting of The Rocky Mountain Coal Mining Institute convened at the Marriott's Mark Conference Center, Lionshead Village, Vail, Colorado, and was in session at 10:00 a.m. Past President, Loren V. Linville, District Sales Manager. Industrial Products Division. Uniroyal. Inc., Denver. Colorado, called the meeting to order. He introduced President, Edward F. Ziolkowski, Senior Vice President and General Manager, Energy Development Company, Hanna. Wyoming. A biographical sketch follows: Ed Ziolkowski is a 1953 graduate from the Colorado School of Mines with a degree in Engineer of Mines. His mining career began with Pickands Mathers Company in Gogibic Iron Range in Northern Wisconsin and Michigan. In 1961 he joined Texas Gulf Sulphur Company as Shaft Mining Engineer for their Cane Creek Potash Project near Moab, Utah. After serving as General Mine Foreman. Mine Superintendent and General Superintendent at Cane Creek, he was transferred in 1969 to Green River. Wyoming as Project Manager of Texas Gulf Black's Fork Trona Development. In 1971 he joined Allied Chemical Green River Works, as Resident Manager. In 1972 he joined Energy Development Company, an Iowa Public Service Company Subsidiary, as General Manager of their Coal Development. He currently is Senior Vice President and General Manager of Energy Development Company, and serves on their Board of Directors as well as the Boards of several other subsidiaries. This past April he was elected to Iowa Public Service Company's Board of Directors. Ed, his lovely wife Pat and children live in Hanna, Wyoming. He has been a member of the RMCMI since 1973. Is a staunch supporter of his community and the mining industry.

Jan 1, 1981

?Go for the Coal? Simulator Training Outline ?Training Adult Learners ?Benefits of Simulator Training ?Simulator Training at Kennecott Energy -Training Priorities -Data Utilization ?Questions

Jan 1, 2004

Jan 1, 1953

MR. DICKINSON: There is an increase of dust in machine loading, especially with the McKinlay loading and cutting machine which was extremely dusty. MR. FORRESTER: Declared more dust must be expected because when loading by machinery, the coal is shot harder in order to make it easier for the machine to pick it up. He believes however, that there was less hazard because of the closer supervision possible by reason of the concentration of operation. MR. McAULIFFE: Machine loading more dusty than hand loading. D. HARRINGTON: The hazard is greatly increased by modern methods of loading. Not only do the methods increase the quantity of dust, but they also increase the rapidity of mining and the increased quantity of coal broken down causes large quantities of gas to be released. The number of motors on loading machines and conveyors add to the hazard. No more dangerous places can be found for such motors than at the working face where there is excessive quantities of pure coal dust and where there is more gas than along any other point. Regarding Mr. Herres remarks that the machine loading was safer on account of the concentration and possibility of close supervision, Mr. Harrington said he believed concentration likely to prove a source of danger rather than its preventive. At Dolomite, Alabama, a number of men had assembled, and as a result what was a relatively small explosion killed a large number of men. Concentration is not without its dangers to mine operations. MR. McAULIFFE: These arguments do not appeal to me. Few places are better sprinkled than the working places in a machine loading mine. There is. more effective supervision, and there can be more ventilation. I believe machine loading will increase safety by that very concentration that Mr. Harrington deplores.

Jan 1, 1925

The 74th Regular Meeting of the Rocky Mountain Coal Mining Institute convened at The Mark Conference Center, Lionshead Village, Vail, Colorado, and was in session at 10:00 a.m. Past President, Ralph Moore, Vice President, Operations, Westmoreland Resources, Hardin, Montana, called the meeting to order. The membership was asked to stand and pledge allegiance to the flag. He welcomed members and guests and thanked Park Lamborn, the Program Chairman, for the excellent speakers and program he engineered. He mentioned the cancellation of our golf tournament due to the conflicting dates with the Annual Jerry Ford Invitational Golf Tournament. He thanked all of the committees with a special "thank you" to Loren Linville and Gussie Whiteside. He introduced President, Shirl C. McArthur. President and General Manager, American Coal Company, Huntington, Utah. A biographical sketch follows: Mr. McArthur, a native of Huntington, Utah, began his coal mining career shortly after graduating from North Emery High School and worked his way up through the ranks, having worked at every job available underground. For example, he dug coal with a "banjo" at the Independent Coal and Coke Company in Kenilworth. In the summer of 1941, he worked at Straight Canyon Mine as a timberman and advanced to section foreman in four years. He was face boss for part of the time. In October 1946, he received a call from the LDS Church General Welfare Board (presided over then by Marion G. Romney) and took over as superintendent of the Church Mine. He operated in that capacity until the mine became privately owned in 1971. In 1961, Mr. McArthur formed Castle Valley Mining company, and in 1970, he organized American Coal Company, which he presently owns and operates.

Jan 1, 1978

Jan 1, 1987

The second annual RMCMI Mine Rescue Performance Evaluation was held in conjunction with the 1993 RMCMI Convention at Beaver Creek. [ ] Six teams participated in this year's evaluation; BHP Minerals, Navajo Mine, Fruitland. NM; BHP Minerals - LaPlata Mine. LaPlata, NM; BHP Minerals - San Juan Mine. Waterflow. NM; The Coteau Properties Company - Freedom Mine, Beulah. ND; Cordero Mining Company, Gillette, WY; and The Falkirk Mining Company - Falkirk Mine. Underwood, ND. The Western Energy Company of Colstrip, MT was represented through observers and evaluators. [ ] Realistic industrial related scenarios, closely simulating the stress of actual rescue incidents, were provided by members of the Eagle Valley Ambulance Service. Five different scenarios were presented to each team on the first day of the evaluation and three on the second. Each team was given the pertinent information to solve the problem as they assembled at the scenario site. The scenarios were going on simultaneously and each team was unaware of the circumstances until they entered the scene. Interested onlookers were afforded the opportunity of viewing the actual simulated rescue operations as they occurred. The teams received valuable pointers and direction from the ream of evaluators following each scenario. They were are also given the opportunity to observe the other teams in action and to meet with the members of all the teams to share information and ideas during team meetings per the predetermined schedule. The primary goal is to recognize current rescue skills, knowledge, and abilities of participating teams. In doing this, each team was provided with individual evaluations and a path for improvement as needed. Each team was recognized for their efforts at an awards breakfast on the final day of the evaluation. New innovations in rescue equipment were introduced and demonstrated for interested teams following the awards program. The importance of progressive training such as what we are witnessing at evaluations during the RMCMI conventions cannot be stressed strongly enough. These teams are the providers of immediate rescue and medical care for victims of accidents at their respective properties. Every mining operation has the potential for very serious accidents due to immense size of equipment and mining logistics. These rescue teams must be prepared to act with the most immediate, professional and knowledgeable actions to save lives and prevent further injuries. Safety is a primary concern of every mining operation and the mine site rescue team is an integral part of that safety effort. The evaluation program is very appreciative for the financial support of the following businesses to enable this program to continue: Safety Master, Acme Welding, North American Coal, Triune. Cummins, OK Tire. Modern Industrial, The Industrial Company, Mine Safety Appliances (MSA), Biomarine, Personal Safety Enterprises, Inc., and Blattner Construction, Thank you again for your much needed assistance. Plan to be a part of next year's Mine Rescue Evaluation Program as a participant or an observer. You will be amazed at the skill levels of the Rescue Teams. See you next year! Linda G. Ash The falkirk Mining Company [ ]

Jan 1, 1993

By F. M. Van Tuyl

The oil industry had its inception in the United States in 1859 when the first oil well was drilled by Col. Drake at Titusville, Pennsylvania. From, a production of 2000 barrels for that year there was a slow but steady increase, with some fluctuations, up to 1901 for which year the output was approximately 69,389,194 barrels. Since that time the production has increased with leaps and bounds due to the rapid rise of the automotive industry, the widening use of oil as a fuel under boilers and the development of the. Diesel engine. The production for 1921 is estimated to have been 469,639,000 barrels. During the same year more than 125 millions of barrels were imported from Mexico. The oil industry, including the production, transportation, refining and distribution of petroleum and its products, is now the third largest in the country. Present Condition of the Industry During and immediately after the war the demand for petroleum exceeded the domestic production plus the imports from Mexico with the result that our storage oil was heavily drawn upon. Prices for crude exceeded all previous levels in the history of the industry. Pennsylvania crude sold for $6.10 per barrel and Mid-Continent crude for $3.50. Such prices stimulated wildcatting greatly with the result that several important new oil pools were discovered. Then as production increased the depression came which caused a large falling off in consumption. Pennsylvania crude fell to $2.25 per barrel and Mid-Continent to $1.00. Large oil companies such as the Standard, Sinclair and Empire took advantage of the situation, erected additional storage tanks and bought up millions of barrels to hold until better prices returned. Prices have already improved owing to a better market, but the domestic production coupled with the Mexican importations is still in excess of the demand with the result that the surplus is being stored. At the close of the year 1921, the U. S. Geological Survey estimates that there were 183,890,000 barrels of crude in storage in this country, the largest stocks in the history of the industry, yet an amount sufficient to supply the country for only 119 days at the present rate of consumption. Price reductions are again anticipated in some quarters but in view of the probable falling off in the Mexican output in the near, future due to the rapid rate of exhaustion of several of the most important pools and in view of the expected increase in consumption of gasoline and kerosene during the spring and summer months it is more likely that the present price level will be maintained. Present Sources of Domestic Supply Seven major oil fields are recognized by the U. S. Geological Survey in the United States. These are the Appalachian, Lima-Indiana, Illinois, Mid-Continent, Gulf Coast, Rocky Mountain and California. Two of these, Mid-Continent and California, supply about seventy-five per cent of the present total domestic output

Jan 1, 1922

By Hugh McLeod

To make the statement that coal mine operation has been entirely revolutionized within the last ten years is a mild statement. This has been entirely due, of course, to the almost universal introduction of mechanical loading in coal mines. Under the old system of contract loading too much was left to the individual miner's judgment and willingness to do the right thing. Each miner regarded the place in which he worked as "his place," and depending upon the judgment and ability of the miner, conditions as found in these places largely reflected that man's individuality or personality. Many men kept their places well timbered and in such condition that they were not only able to load their turn but were able to take advantage of any surplus cars that might be available in their particular entry. These men were often regarded as "coal hogs." However, these men's places were usually found to be well timbered and well maintained. Supervision under this old system in a strict sense of the word amounted to casual visits to the man's working place by the foreman or his assistant once each day as required by law.

Jan 1, 1938