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By James M. Barker

Industrial minerals are critical to most aspects of modern society. They are pervasive in both industry and in everyone's lives (McVey, 1989; Barsotti, 1993). They are also the dominant class of minerals produced in the United States but this fact is little known outside the industry. For example, in 1993 (U.S. Bureau of Mines, 1995, table 1) industrial mineral dollar value was double that of metals ($20.86 billion vs. $10.88 billion) and employment levels were nearly so (74,000 vs. 40,000). A further difference is that transportation tends to dominate production costs (FOB end user) whereas they are much less significant in other mining ventures or other industries. Finally, metal mines are more concentrated west of the Mississippi; industrial mineral operations are more prevalent to the east (U.S. Bureau of Mines, 1995, p. 16-17). The significance of transport cost is discussed in Part 2, which is essentially Barker and Austin, 1995. Part 1 will update and expand portions of Barker and Austin (1995) and provide a more detailed discussion of import/export relationships using a China/United States reference point because of China's dramatic influence on some industrial mineral markets since the mid-1980s (barite, etc.).

Jan 1, 1996

By H. A. Zollinger

The Hallmark Distribution Center is one of the most sophisticated material handling and order filling facilities in the world. The 53 million cubic foot facility houses an ultra-modern, computer- monitored distribution complex that handles as many as 1/4 million orders per day. The Distribution Center replaces 16 leased buildings scattered through- out metropolitan Kansas City and, in addition, re-leased 4 floors in mid-town Kansas City needed for creative and administrative expansion. This new facility is the nerve center for distribution of Hallmark products in United States and Latin America. The size and gross numbers of all parts of the system is a significant accomplishment, but the purpose of this paper is to explain the technical advancements in the state-of-the-art of material handling and controls. The system iteself is made up of seven sub-systems including receiving, warehousing, picking rack stocking, towline, order filling, order sorting, and shipping. Significant techniques were used in each of these areas as well as technical advancements in the state-of-the- art. The most significant points are in 4 of the areas and are discussed in this paper.

Jan 1, 1973

By R. D. Smith

The Bureau of Mines (BOM) evaluated the technology, capital investment, and annual operating costs of emission control for further reductions of lead in ambient air at the East Helena, Montana, smelter, and the Glover, Herculaneum, and Buick smelter-refineries in Missouri. This study seeks to analyze the technology available to the domestic primary lead industry for attempting to further reduce lead emissions below 1985 levels. Through enclosure of concentrate unloading and handling areas and all lead-processing buildings, followed by venting these enclosures to the atmosphere through baghouses and the application of appropriate local controls, emissions can theoretically be reduced by a total of 2,424 pounds of lead per day from 1985 levels at the three Missouri operations. Using conventional technology, aggregated additional capital costs of $250,014,000 and annual operating costs of $18,507,800 are estimated for the four operations, resulting in a total cost of $0.063 per pound of refined lead. Continuous drossing techniques would assist in meeting OSHA standards in process areas. Continuous drossing would change capital and operating costs to $258,344,800 and $16,104,700, respectively, for a total cost of $0.062 per pound of refined lead. First quarter, 1986 open market price for refined lead was $0.184 per pound.

Jan 1, 1986

By Wladyslaw John Cieslewicz

Geologically, this region is occupied by Mesozoids, a folded belt of Triassic and Jurassic sediments and volcanics. Gold mineralization is of Upper Jurassic age. Most of the stream placers formed during the Quaternary. Placer gold was first discovered in 1916. Between 1930 and 1957, mining was carried out by the "Dal'stroi," a Russian death- camp organization. At the mines, "Dal 'stroi" exterminated 5-7 million captives taken from Russia's different colonies, each prisoner extracting 1-2 kg of gold before he died. Since 1966 the mines have been worked mechanically. About 10 mining districts are now active, producing altogether 110-135 tons of gold annually.

Jan 1, 1987

By William V. Robinson

The Iron Ore Company of Canada mines, processes and ships crude iron ore, concentrate and pellets from the rich ore bodies of the Labrador Trough area in the extreme north-eastern part of Canada, some five hundred miles from Montreal (see figure 1). There are three main sites of activity. At Schefferville, approximately 12 million tons a year of crude ore (chiefly limonite) are mined, crushed, screened and shipped to Sept-Iles. At Labrador City, 40 million tons of specular hematite are mined annually for processing into 17 million tons of concentrate. Of this, 9 million tons are converted into pellets. All product 1s shipped to Sept-Iles. At Sept-Iles, on the north coast of the St. Lawrence, a six million ton per year concentrator and pellet plant process much of the Scheffervllle ore into high-grade pellets. Also at Sept-Iles are the company's administration offices stockpiles and shipping facilities. The Terminal facilities can berth and load a 250,000 ton bulk carrier at 19,000 tons per hour.

Jan 1, 1975

By S. R. Clark

"INTRODUCTION Of all the natural resources being taxed by the needs of the modern world, perhaps the most important is the continually expanding demand for water resources. As water becomes scarcer, and increasingly important, new technologies are needed to find innovative ways to preserve this precious resource. In Chile, for example, the mining industry is investing billions of dollars to build desalination plants and pipelines; bringing ocean water as far as 200 kilometers inland to meet their demand and maintain operations. It is a full-blown crisis for that nation and a top priority for their government and economy. It has been reported that world water consumption will increase by 40 percent in the next 10 years, representing nearly exponential growth. In the U.S., as more and more communities continue to be built, more drain on the current water infrastructure is created. For 25 percent of people and operations that rely on water from aquifers, this source is being consumed at a rate that will create significant problems meeting the demand in as few as two generations.1 A PROACTIVE APPROACH When it comes to controlling dust at your operation, whether a landfill, a transfer station, a haul road or another ancillary area, what are the options? We know watering is not the answer, but at the same time, we need to prevent dust from flying to ensure a safe environment and keep our skies clear of pollution, for both regulatory requirements and neighbors. Creating a Dust Mitigation Program instead of looking to buy the first dust control product off the shelf is a first step to conserve water and, at the same time, maintain the operational demands and environmental standards for a given site. The program concept is straightforward enough. However, the process of effectively constructing and executing a program is quite involved. When undertaking a program, each manager needs to work with their team and their partners/vendors in analyzing the following elements: 1. Site Expectations—It is important to understand how to balance your internal standards with your regulatory requirements, as well as how to keep your neighbors satisfied. 2. Site Aggregate—Variations in native soil, such as clay content or gravel levels, greatly affect the approach that will yield the highest results. 3. Climate—Relative humidity and seasonal variations are critical to achieving predictable results through product choice, application frequency and timing. 4. Daily Traffic—The type and frequency of traffic is an essential variable for site management. 5. Environmental Responsibilities—If you have additional, specifically defined responsibilities, the approach to your site may vary. 6. Budget—While efficiency is the goal of any program, some sites will have more stringent restrictions than others. 7. Current Usage Rates—Document and understand where you’re starting from, both with water, supporting products, and maintenance so that effective measurement of results is possible."

Jan 1, 2018

By Milton H. Ward

The percentage of exploration dollars flowing out of the industrialized countries continues at an all-time high, and this shift in risk money is justified (Samuels, 1990; Bosson, 1977). Clearly, the odds of discovery are greatly enhanced if exploration is pursued in an untrampled and geologically more prospective environment. Unfortunately, such major unexplored areas of the developed world are shrinking rapidly, not just because the lands have already been tested, but primarily because they have been withdrawn from exploration. Experience, however, has shown that foreign investment is not without risks. These include problems that result from working in isolated areas, a lack of infrastructure, untrained workers and an absence of a solid geological data base. While the likelihood of once-feared expropriation is now low, mining enterprises still must take precautions to gain the support of their constituencies, including a variety of governments (local, provincial and central), workers, environmentalists, cultural organizations and local landowners. Is foreign exploration worth the risk? In most cases, Yes! But maintaining tenure and long-term success in a less developed country is only likely with good planning and the use of appropriate safeguards. These include measures such as buying country-risk insurance, building multinational relationships, forming joint investments, developing a broad customer base and seeking local investors in the company (Cobbe, 1979). The primary theme of this lecture is: How a company handles its constituency is critical to long-term tenure in a foreign country. Ideally, a multinational mining company would be so effective in dealing with the local people and managing its relationship with the host government that it would become a preferred employer, preferred over its competitors and over local companies. Historical overview Our earliest ancestors lived in Africa three to four million years ago. The Paleolithic or Old Stone Age, about 500,000 years ago, marked the beginning of mining in its earliest form (Gregory, 1980; Wolf, 1984). Various types of rocks and stones were used for tools and weapons, with flint being the preferred resource for implements. Initially, these materials were collected as stones (eoliths) lying on the surface. Then they came from excavations of flint in limestone beds that were exposed in river banks or naturally occurring excavations. Later, more formal mining developed. No doubt tribes of the Old Stone Age experienced conflict over rights to eoliths, food and land. The question of who owns the land and has rights to its contents and what is fair value for extraction is still the subject of intense debate and, occasionally, open conflict. As time passed, the search for useful minerals required migration from one area to another. Later, voyages from Europe to the New World and travels to other remote regions were funded and supported by absentee investors, kings and such (Rogers, 1976). The primary objective of such funding was to obtain gold, silver, food stuffs and other commodities that could be collected from the new countries. This is still the objective of foreign investment.

Jan 1, 1994

By Thomas C. Shapiro

This is the second in a series of articles on microcomputers and applications in the minerals industry. The first article (ME, Feb., page 129) discussed microcomputer terms and concepts. This article will discuss software for geology and mining. The third article will cover plant, administrative, and geotechnical software applications. Introduction Geology and exploration are areas where computers have a natural fit. Large volumes of data need to be tabulated, evaluated, and made into maps and reports that allow geologists and management to make a decision on a project or mine. Until recently, the programs that performed these tasks were cumbersome and not user friendly by any stretch of the imagination. Learning time to become an expert in these programs typically would be six months or more. The computers needed to run these programs are expensive mainframes. Several years ago, the use of minicomputers became popular because of their lower cost. Programs were adapted to fit these smaller machines and became friendlier. With the advent of micros, many programs. were rewritten and used the screen capability more effectively, thus providing a real advance in user interface. Programs and Price The definition of micro, mini, and mainframe is becoming blurred. For the purposes of this article, micro refers to either an eight- or 16-bit computer, costing less than $10,000 and, more typically, under $5,000. Mini refers to a 16- or 32-bit computer that typically costs more than $25,000. Mainframe refers to a 32-bit or larger computer that costs more than $250,000. There is a large gray area between micros and minis, and minis and mainframes. Technology and prices are changing so fast that the traditional definitions have become almost meaningless and price has become a better guide. With the arrival of the minicomputer, costs for hardware began to fall, but the programs have tended to remain unfriendly. In some cases, the minicomputer acted as a front end to the mainframe. Cost of both the programs and minicomputers could easily run a minimum of $70,000. A total cost of $200,000 would not have been out of line. The average geologist and company would have a great deal of difficulty justifying such a purchase. The advent of the microcomputer has changed all that. For $3,500 to $5,000, one can buy a 16-bit micro and a printer. Plotters with six pens are available for $2,000 that will produce a 280- x 430-mm (11- x17-in.) map. For several hundred dollars, software is available to act as a word processor, an economic spread sheet, or to perform ground water calculations. In fact, some programs are available for free. Some of these programs are relatively easy to learn. In addition, programs are being developed daily that are easy to use. More importantly, large programs that once ran only on mainframes are being converted

Jan 3, 1984

By Trevor R. Ellis

Minerals appraisers/valuers often find great difficulty in attempting to employ the sales comparison approach to the market value appraisal of development and operating stage mineral properties. An important factor generally overlooked is a comparison of net operating income (NOI) margins on a per-unit-of-production basis between mineral properties, whether these be demonstrated or forecast margins. NOI margins can vary greatly between mines or quarries that are producing similar products. Ultimately, the expected NOI margin determines what a buyer is willing to pay for an income-producing property. Here, common criticisms of the sales comparison approach by mineral appraisers are introduced. These are counterbalanced by raising some issues in the way the inputs for the income approach are usually derived by minerals appraisers and by review of some conspicuous examples of the much-too-common misuse or abuse of the income approach in market value mineral appraisals. Example transaction analyses and sales comparison analyses are used to demonstrate the author?s methodology for adjusting units of resource in his transaction adjustment tables. The examples are used as the basis for a discussion of ways to employ adjustments for operating economics and many other factors, while warning against the potential for double counting. The conclusions include a recommendation that minerals appraisers attempt to apply at least two of the three valuation approaches when appraising the market or fair value of development and operating stage mineral properties, the two being the sales comparison and income approaches.

Jan 1, 2011

By Mike Tracy

This section of the Handbook deals with general principles to be evaluated in the development of a mining operation. It addresses the major issues that must be examined to fully evaluate a mining venture. Of course, one of the main topics to be evaluated is mine planning, which is covered in more detail in other sections (13, 17) of the Handbook and should be referenced in mine development projects. The topics to be discussed in this introduction include equipment and supplies, infrastructure, utilities, and project management. In any of the aspects mentioned, the current existing conditions at or near the mine site must be evaluated. This will include assessment of current use of utilities, infrastructure, housing, equipment suppliers, etc., as well as anticipated growth, both in the supply aspect of these systems as well as projected usage on these systems. After full assessment of both these aspects, an evaluation must be made as to the requirements the project will place on these items. Assessment must be made as to any up-grades required to bring the project on line, what impact the project will have on existing or expanded systems, and anticipated future growth impacts on support systems not only of the project but of other surrounding industry and urban devel-opment

Jan 1, 2008

By David M. Abbott

This paper is a companion to, and amplification of, the ?History? section of the 2014 version of the SME Guide for Reporting Exploration Results, Mineral Resources, and Mineral Reserves (SME Guide). The need for the careful examination and evaluation of mineral deposits has long been recognized. In the book De Re Metallica, Georgius Agricola noted, ?Moreover, a prudent owner, before he buys shares, ought to go to the mine and carefully examine the nature of the vein, for it is very important that he should be on his guard lest fraudulent sellers of shares should deceive him? (1556, p.29). Agricola further stated, ?Now a miner, before he begins to mine the veins, must consider seven things, namely: the situation, the conditions, the water, the roads, the climate, the right of ownership and the neighbors? (1556, p. 30). The elements of Agricola?s seven things, much expanded, are incorporated into the 2014 SME Guide. As reflected in this quotation, veins were the primary concern of mining until 20th century technology permitted bulk mining techniques. The need for standardization of reserve descriptions arose along with the development of western mining in the United States and the concurrent development of mining engineering and mining geology as professions. By the turn of the century, debate about terminology of various classes of reserves was in full swing. Herbert Hoover noted in 1909 (p. 16-17), ?The old terms ?ore in sight? and ?profit in sight? have been of late years subject to much malediction on the part of engineers because these expressions have been so badly abused by the charlatans of mining in attempts to cover the flights of their imaginations. A large part of Volume I of the Institution of Mining and Metallurgy has been devoted to heaping infamy on these terms, yet not only have they preserved their places in professional nomenclature, but nothing has been found to supersede them. ?Some general term is required in daily practice to cover the available field of visible ore, and if the phrase ?ore in sight? be defined, it will be easier to teach the layman its proper use than to abolish it. In fact, substitutes are becoming as badly abused as the originals ever were. All convincing expressions will be misused by somebody.? Hoover (1909) noted that the common terms at the time were: ? Positive ore or ore developed: Ore exposed on four sides in blocks of a prescribed size. ? Ore blocked out: Ore exposed on three sides within a reasonable distance of each other. ? Probable ore or ore developing: Ore exposed on two sides, ? Possible ore or ore expectant: Ore in whole or in part below or beyond the range of vision. Hoover stated that these, and similar terms, overlapped and had the difficulty of failing to account properly for geologic variation in metal distribution beyond the exposed face. Certainly assuming extension of values along a vein is reasonable, but how far? Also, these definitions are for vein deposits, not all types of deposits are in veins. Hoover (1909, p. 19), therefore, defined the following terms. ? Proved ore: Ore where there is practically no risk in failure of continuity. ? Probable ore: Ore where there is some risk, yet warrantable justification for assumption of continuity. ? Prospective ore: Ore that cannot be included in the above classes, nor definitely known or stated in any terms of tonnage.

Feb 1, 2014

By James P. Connell

The Montana Operations of the Anaconda Company constitute an integrated, though geographically separated, non-ferrous metal production complex. The mines are located at Butte and consist of one large open-pit mine, two small underground mines, a precipitation plant for both underground and pit-dump leach water, and the Weed Copper Concentrator. The smelter, located at Anaconda, Montana 25 miles to the west, processes all Butte copper shipments as well as copper materials from both Anaconda and private mines. Copper and zinc are refined at Great Falls, Montana, 165 miles to the north. Other facilities developed over the years include the Anaconda Forest Products Division, the Butte, Anaconda, and Little. Chicago Water Companies, and the Montana Hardware Company. Data processing for these operations has been performed on an IBM 360 Series, Model 30 computer, utilizing a Disc Operating System. This was replaced in September 1970 with a 360 Series, Model 40 128K unit. In addition, some data processing is also done for Anaconda Company operations located at Britannia Beach, British Columbia; Columbia Falls, Montana; Yerington, Nevada; and Twin Buttes and Tuscon, Arizona. The material under discussion in this paper will be concerned primarily with the mining operations at Butte.

Jan 1, 1970

By Orris C. Herfindahl

Every few years we are treated to a battle over trade policy when the Reciprocal Trade Agreements Act comes up for consideration. In 1962 it is especially appropriate to consider the problem of mineral import -policy and the closely related problem of general import policy, for this year's struggle is different from those of the past in two ways. First, proposals have been made which are a substantial departure from past trade agreements legislation, and second, the formation and growth of the Europe Economic is Community may have an important bearing on the kind of legislation that is adopted. But this anticipates what is to come later. My task is to examine the problem of mineral import policy, although we shall find soon enough that general trade policy must be considered in order to get an indication of what is in store for minerals.

Jan 1, 1962

By Michael J. Miller

In the design of a modem mill, a stockpile storage system for raw and/or semi-processed ore has become almost indispensable. This paper discusses the benefits of such stockpile storage as well as the various types of belt conveyor stockpiling units available. Particular attention is given to large radial stackers since they offer the greatest flexibility. Stacker control systems and accessory equipment are briefly discussed. Various alternative reclaiming arrangements for stockpiles are reviewed and a discussion of the advantages and drawbacks of each arrangement is included.

Jan 1, 1979

By James E. Lawver

Part I describes the general geology of the Florida deposits. As the lucrative Bone Valley Formation is depleted, replacement production will move progressively into areas of total Hawthorn production. The reserves of the immediate future are a mixture of two distinct ore types referred to as the upper (high grade) zone and the lower (low grade) zone. The upper zone is somewhat similar to the Bone Valley Formation that has been Florida's source of production for the past 100 years and will respond favorably to present beneficiation practices. By contrast, the lower zone ore contains significant quantities of dolomite that must be removed in order to produce an acceptable grade pebble or flotation sized product. Part II reviews past practice and describes future trends in mining and ore transportation. This presentation (Part III) is confined to the problems of beneficiation, waste disposal, and environmental regulation.

Jan 1, 1983

Smart defense: that?s what the industry needs to play for the next four years, according to panelists at the 118th Annual Meeting of the Northwest Mining Association (NWMA), which met December 2-7 in Spokane, WA. The conference was well attended, with approximately 2,200 attendees, 244 booths in the two packed exhibition halls, and a rich offering of short courses, field trips, social events and technical sessions. Speakers at the packed legislative session articulated many of the frustrations felt by members of the mining community after the U.S. elections in November, and offered words of advice. Matthew Ellsworth, the new Government Affairs hire at NWMA, stated it best: ?Elections are like Christmas: you find out who?s naughty and nice ? and it?s always going to come again.?

Jan 1, 2013

By William Gleason

"Komatsu has been on the cutting edge of autonomous mining for the past 30 years and the company remains at the forefront of the technology that is changing from concept to a full-fledged reality.In 1996, Komatsu America Corp. (KAC) purchased a controlling interest in Modular Mining Systems; a move that enabled both companies to expand their product lines. It was through this effort that Modular helped to deploy the first autonomous haulage system (AHS) — the Komatsu FrontRunner system. In January 2008, the first commercial implementation of the FrontRunner system occurred at Codelco’s copper mine in Chile. Since then, Komatsu has put more than 130 haul trucks into seven sites on three continents to haul copper, iron ore and oil sands and its equipment has moved 1.8 Gt (2 billion st) of material with zero lost time incidents attributed to Komatsu’s autonomous trucks. The 1.8 Gt (2 billion st) is the most of any commercial mining autonomous haulage system and there is more to come. In November, Komatsu announced that an additional 150 autonomous haul trucks will be deployed to the Canadian oil sands over the next seven years.Komatsu has continued to pioneer autonomous haulage development, creating a range of autonomous options that includes semiautonomous and teleremote options all the way up to a haulage vehicle that stole the show at the world’s largest mining equipment trade show.In 2016, Komatsu advanced the concept of driverless haul truck to a new level when it displayed its Innovative Autonomous Haulage Vehicle (IAHV) at MINExpo in Las Vegas, NV. The concept vehicle is the first mega class haul truck designed to be fully autonomous, without an operators’ cab included on the vehicle.Unlike other haul trucks, the vehicle was developed exclusively as an unmanned vehicle designed to maximize the advantages of unmanned operation. Among other advancements, it was designed to distribute equal load to the four wheels, both when the vehicle is loaded and unloaded, and adopt four-wheel drive, retarder and steering. Komatsu said it is aiming for high-performance shuttling of this vehicle in both forward and reverse travel directions, thereby eliminating the need for K-turns at loading and unloading sites."

Dec 1, 2018

By Russell W. Hunt

The cave man of ages past took his wife-and family from the cave pointing to a fire he had built and beating on his breast said, "Look what I have done". Today man is taking his family back to a cave saying, "Come enter in because of what I have done". At the close of World War II Germany said if they had gone underground one year earlier with more of their operations, the war could have lasted four years longer with perhaps much of Britain devastated. The protection of the home front no longer rests with the soldier in actual combat. The battle will be won at home with the most careful kind of protection against missiles. After Nagasaki-Hiroshima Sir Winston Churchill said in substance "Up to now the Almighty has mercifully withheld from man the knowledge of these terrible weapons of destruction."

Jan 1, 1959

By Jasper D. Ward

The Indiana Limestone Company has developed an insulated, thin and comparatively light-weight pane 1 suitable for use as a spandrel panel in a curtain wall. The panel is about four inches thick and is composed of limestone backed with insulation. The inner surface of the insulation is protected with asbestos-cement board or a metal pan, depending on the type of insulation, building-code requirements and appearance (if the surface is left exposed). The limestone is cut to the size of the spandrel openings and the insulation and backup is applied in the mill ready to be shipped and in- stalled in the wall grid, A mortarless and waterproof joint with the metal frame components is achieved through the use of neoprene, thiokol, and caulking, The limestone is "dirt-proofed" (waterproofed) in the mill to slow down discoloration. The panel weighs more than some presently used materials. However, ILCO's architects and engineers have found that curtain wall systems capable of withstanding imposed wind loads are made up of sections large enough to carry this extra load of stone with little or no modification to the size of the metal frame. Limestone, a traditionally sound material, can be used in this new way without losing any of its natural qualities of dimensional stability, resistance to fire, and permanence.

Jan 1, 1959

By Conrad W. Steller

What is the definition of a successful construction or development project? It could be described in many ways: a project that performs as designed; a project completed on time, a project completed within budget. The title of our talk today is, "The Advantages of Applying Design/Build -Construction Management to the Mining Industry." As our talk develops, you will see that rather than tell you how to apply this concept, we will discuss the advantages and details of Design/Build so that you can independently apply the concept. Design/Build is not new, and it cannot be universally applied. It has, however, within the past ten years, carved a specific and substantial place in the overall construction -development market. The reasons for its rather recent rise to considerable prominence as a concept is due, in part, to the increasing urgency of gaining productive access of a production facility and, in part, to the inherent advantages of the concept's economics--and they are considerable. If the Design/Build concept of contracting were fully understood, it would, without exception, be the favored way for private industry to contract for its new construction and development as well as renovation work. The basic advantages are: earliest possible access and completion at the lowest cost. Design/Build is often equated and compared to "fast track" or "turnkey" methods of construction. The Design/Build concept can, in fact, be both of these or neither. "Fast track", in and 6f itself, implies that the project will be phased construction, that is to say, it will be built quickly; whereas I "turnkey" is a measure of the completeness of the project, usually meaning essentially that the

Jan 1, 1977