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Jan 1, 1938

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Jan 1, 1946

Executive JOHN M LOVEJOY, Chairman ERLE V DAVELER G B WATERHOUBE WILBER JUDSON WILLIAM WRAITH J V W REYNDERS, Consultant Finance HENRY KRUMB, Chairman PAUL D MERICA R M ROOSEVELT H G MOULTON, Consultant Admissions RALPH M ROOSEVELT, Chairman GEORGE D BARRON, Vice-chairman JOHN L CHRISTIE PHILIP KRAFT W A SINSHEIMER

Jan 1, 1937

David THOMAS 1871 R. W. RAYMOND 1872-1874 A. L. HOLLEY 1875 ABRAM S. HEWITT 1876 T. STERRY HURT 1877 ECKLEY B. COKE 1878-1879 WILLIAM P.SHINN 1880 WILLIAM METCALF 1881 RICHARD P. ROTHWELL 1882 ROBERT W. HUNT 1883 JAMES C. BAYLES 1884-1885 ROBERT H. RICHARDS 1886 THOMAS EGLESTON 1887 WILLIAM B. POTTER 1888 RICHARD PEARCE 1889 ABRAM S. HEWITT 1890 JOHN BIRKINBINE 1891-1892

Jan 1, 1929

Executive R. C. ALLEN, Chairman ERLE V. DAVELER, Vice-chairman WILDER JUDSON R. M. ROOSEVELT G. B. WATERHOUSE Finance H. G. MOULTON, Chairman HENRY KRUMB PAUL D. MERICA H. T. HAMILTON, Consultant Admissions W. B. HEROY, Chairman GEORGE D. BARRON, Vice-chairman H. T. HAMILTON PHILIP KRAFT W. A. SINSHEIMER

Jan 1, 1937

By Robert Glass Cleland

[MINING DIVISION GENERAL WESTERN ADMINISTRATION Harrison M. Lavender, Vice-President and General Manager Charles R. Kuzell, Assistant General Manager Walter C. Lawson, Assistant to Vice-president and Genera1 Manager]

Jan 1, 1952

By C. D. Rubert, W. J. Parton

LARGE quantities of fine anthracite with associated impurities are discharged with the waste water from the coal-cleaning plants in the Pennsylvania anthracite region. Furthermore, for many years this fine material has accumulated and formed silt banks. The difficulty of removing the impurities from the fine material and the lack of adequate markets are responsible for the waste of this material. In view of a larger demand for fine coal, mainly for pulverized fuel, the Lehigh Navigation Coal Co. Inc. decided to investigate the froth flotation process for recovery of fine coal from these waste solids. A test plant was constructed and operated for six months during 1942 in order to determine the practicability of recovering coal from the waste water of a cleaning plant (breaker) by froth flotation, and to obtain operating data for designing a commercial plant if the results were favorable. PRELIMINARY INVESTIGATION Before the pilot plant was constructed information was obtained by field and small-scale laboratory tests to serve as a guide in the design and operation of the pilot plant. Size and ash analyses of a representative sample of the material discharged in the wash water from a cleaning plant are given in Table I. [ ] The refuse content increases progressively as the size of the particles decreases. The larger particles (+35 m.) are low in ash content and could be marketed without cleaning. Since these solids are discharged from the breakers with 90 to 95 per cent water by weight, the first step in the recovery of the coal was that of reducing the quantity of water so that water in excess will not have to be handled. Furthermore, it was found that the removal of most of the minus 200 mesh high-ash material was desirable to permit the most efficient flotation of the coal. Classification tests were run and showed that a hydroseparator overflow rate of 12 ft. per hour was sufficient to eliminate much of the minus 200-mesh material while allowing the coarser material to settle and be thickened.

Jan 1, 1944

Coal Division Industrial Minerals Division Minerals Beneficiation Division Mining, Geology and Geophysics Division Council Will Mitchell, Jr, Chairman (MBD), Kenneth L Cook, Vice-Chairman (MGGD). Edward L Clark (MGGD), Raymond B Ladoo (Ind Min Div), Sandford S Cole (Ind Mm Div), Norman L Weiss (MBD), C T Hayden (Coal), H F Yancey (Coal), Clayton G Ball (MED), P De Bruyn (MIED), Arnold Buzzalini, Secretary, AIME, 29 West 39th Street, New York 18, N Y Mining Branch Advisory Committee Will Mitchell, Jr, Chairman, Grover J Holt, J B Morrow, J L Gillson, Edward G Fox, S S Cole, Roger V Pierce, Norman L Weiss. H C Weed. J R Van Pelt

Jan 1, 1956

By Sidney Swensrud

ABOUT a year ago, I attempted in a general way to trace the origin and development of some of the marketing problems of the petroleum industry, and to describe certain trends which it then seemed possible to foresee. To summarize briefly, it was pointed out that the consumption of gasoline, after increasing for more than a decade at an almost unbelievable rate, was slowing down, but that the two factors which determined the supply of gasoline-namely, the production of crude oil and the percentage of gasoline derived therefrom-were tending steadily to mount. It was suggested that, while the increase in gasoline outlets began with and probably was justified at the start by the rapidly increasing demand, long after all reasonable requirements as to number of outlets had been met the number continued to increase-if anything, at a still more rapid rate-because by that time the overproduction of crude had begun to exert an impelling urge upon the owners of that crude to seek assured outlets for it in the form of gasoline. As more and more companies became integrated all the way from crude oil to marketing, there took place an ever-increasing competition among them, not only for the existing outlets but for new ones. The wide margin between wholesale cost and retail price, which is characteristic of the early stages of most new industries, persisted in the oil industry longer. than in most industries, for various reasons. The existence of that wide margin provided in large measure the means of attracting new outlets, for as the gallonage per outlet declined with the increasing number of outlets, competing companies simply offered the dealers a larger part of the total margin. The very nature of competition suggests that such a process would continue until practically all of the available margin was thus given away, and such was clearly the, tendency. It was a system that in turn produced increasing marketing expense per gallon on account of the -diluted gallonage per outlet; this increased expense might seem to have provided a justification for continuing wide margins. Economics, like its parent, nature, however, progresses by mutations and so began to throw out new types of marketers, in the form cf tank-car service stations, cut-price jobbers, and the like-heretics or

Jan 1, 1932

Jan 1, 1942

Jan 1, 1965

Jan 1, 1946