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By T. P. Meloy

In the last decade increased and prolonged interest has been displayed in the use: of tunneling or rapid excavation to solve many of the urban and industrial problems confronting our society. There has been talk and action on the interurban rapid transit systems for major cities, and even preliminary designs for a Boston to Washington interurban transit system. Much of this interest stems from the search to the solution of our increasingly complex urban problems, where the surface area must be given over more and more to the inhabitants, and the subsurface for transit, utility and other services. While tunneling is not a panacea to urban ills it holds a real solution to many existing problems. There is also, among the tunneling experts, a growing confidence that technical problems of rapid tunneling can be solved. To solve these problems, R & D money must be invested. If it is to be money invested either by private industry or governments, there must be significant returns on the investment to justify the research and development need to bring about the breakthrough that will make tunneling a major contribution to the solution of urban problems. To make these economic studies more extensive and more accurate tunneling demand figures were needed. To this end, the Organization of Economic Cooperation & Development - OCED - included in its Conference on Tunneling a section on tunneling demand. As a result of the conference the organization for Economic Cooperation and Development issued a report entitled "The Advisory Conference on Tunneling - Report on Tunneling Demand 1960-1980. " This report was presented at the OCED Conference on Rapid Excavation, held at Washington, D.C. To obtain the data in the Report, questionnaires were sent to the OCED countries and 18 replies were received from Australia, Austria, Belgium, Canada, Denmark, France, Germany, Ireland, Italy, Japan, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom, and the United States. While it is true, that data were missing, that sometimes the definitions were confused, and that several countries provided no cost estimates at all, in general, this report contains the most comprehensive gathering of data that ever existed in the field. All data in the OECD report is expressed in terms of meters or cubic meters, and costs are in U.S. dollars.

Jan 1, 1970

By Andrew B. Cecala, Emily J. Haas, Jay F. Colinet

A sociotechnical system (STS) creates a framework that allows an examination of how social and technical factors affect organizational outcomes within a specific environmental context. STS has been rigorously studied with a primary research focus addressing worker-technology interactions. Although these interactions are important, the social processes and interactions that occur whenever any technical or environmental change is introduced into the system have been undervalued. If social processes are better understood, mining organizations could efficiently prepare and stabilize for such changes. With this goal in mind, we sought to extend STS theory through applying principles of meta-design to analyze the results of two case study interventions. Specifically, we studied the impact of an unregulated dust control technology (the Helmet-CAM) and a regulated dust control technology (the Continuous Personal Dust Monitor) on factors within an STS including employees’ knowledge of, communication about, and use of technology to mitigate respirable dust sources. The results are presented in a way that first, addresses the overarching principles of meta-design STS including organizational participation, flexibility, and communication and second, examines how technology implementation processes differ when the organization is complying with a formal, higher-level requirement. Results show that a prominent focus on the social factors within an STS framework could help reduce unpredictability on the technical side and may improve communication within the system to help reduce adoption time, especially if and when accompanying a new, formal work process.

By Raymond L. Lowrie

Deregulation, as authorized by the Energy Policy Act of 1992 (PL102-486) allows free-market competition in the electric-utility industry. As the act unfolds, though, uncertainties abound about the type, degree and direction of impacts throughout the affected economy — from fuel suppliers to electricity generators and from power distributors to energy consumers. Instead of having a familiar base of captive customers and electricity prices fixed by negotiation with state public utility commissions, utility companies are preparing for open, free-market competition. They are looking at all areas, including fuel supply, to cut costs to remain competitive. Humorous anecdotes are told about utility companies shunning insiders for senior executive positions. Instead, they are opting for people from the telephone or other industries with deregulation experience. And there are light-hearted stories about a trend away from traditional electric-company names, such as the name of a city or state followed by Edison or Power and Light, to space-age names, such as Ameren, Entergy, Illinova or Unicom. No one wants to be left behind or be perceived to be left behind.

Jan 1, 1996

By I. T. Oramah

Despite the abundance of solid mineral deposits, Nigeria only earns about 0.5-1% of its current Gross Domestic Product (GDP) from the solid minerals sector. This is as a result of the dominance of the oil and gas industry, which has negatively affected the competitiveness of other sectors of Nigeria’s economy. The dominance of this industry has resulted in unemployment, poverty, hunger, domestic price inflation, corruption, unstable government, and higher exchange rates. These impacts are typical for economies suffering from the effects of "Dutch Disease" and the "Resource Curse". Community-based small-scale mining offers hope as an economic activity that can create wealth, employment, reduce hunger and poverty, and provide basic amenities for rural communities with solid minerals endowment. This study presents preliminary results of ongoing research into the prospects of using community-based small-scale mining in a developing country like Nigeria to move towards rural sustainable development.

Jan 1, 2011

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By E. Giama, A. Macridis, A. M. Papadopoulos

ISO 14031 is an international standard that describes a process for measuring environmental performance evaluation by setting quantitative indicators and providing a structured approach for organizations to follow, independent of location, size, complexity and type of activity. It is not a standard for certification as ISO 14001 is, but it fits into the ISO 14000 series of standards and is intended to assist organizations to apply environmental management systems and obtain environmental evaluation. This case study’s main objective is to identify the interaction between ISO 14031 and ISO 14040-42. ISO 14040-42 is referring to Life Cycle Analysis (LCA) methodology. More specific, LCA is applied (based on the ISO 14040-42 standard) to stone wool’s production, the market dominating thermal insulation material, produced by bauxite and amphibolite. LCA is used as a decision making tool for the development of environmental indicators (based on ISO 14031 guidelines) and for environmental performance evaluation.

Jan 1, 2005

By Andrew B. Cecala, Emily J. Haas, Jay F. Colinet

A sociotechnical system (STS) creates a framework that allows an examination of how social and technical factors affect organizational outcomes within a specific environmental context. STS has been rigorously studied with a primary research focus addressing worker-technology interactions. Although these interactions are important, the social processes and interactions that occur whenever any technical or environmental change is introduced into the system have been undervalued. If social processes are better understood, mining organizations could efficiently prepare and stabilize for such changes. With this goal in mind, we sought to extend STS theory through applying principles of meta-design to analyze the results of two case study interventions. Specifically, we studied the impact of an unregulated dust control technology (the Helmet-CAM) and a regulated dust control technology (the Continuous Personal Dust Monitor) on factors within an STS including employees’ knowledge of, communication about, and use of technology to mitigate respirable dust sources. The results are presented in a way that first, addresses the overarching principles of meta-design STS including organizational participation, flexibility, and communication and second, examines how technology implementation processes differ when the organization is complying with a formal, higher-level requirement. Results show that a prominent focus on the social factors within an STS framework could help reduce unpredictability on the technical side and may improve communication within the system to help reduce adoption time, especially if and when accompanying a new, formal work process.

By C. A. Rowland

When studying the feasibility of using autogenous or semi-autogenous grinding, operating and engineering companies frequently request assistance from the mill manufacturers in three areas - 1. Recommendations for studying the suitability of autogenous or semi-autogenous grinding for the specific ore. 2. Mill sizing, to accomplish required grind. 3. Recommendations on mill design and operation. Rod mills and ball mills are selected by the use of bench scale standard grindability tests and established calculation procedures, of which the most frequently used are the Bond Grindability tests and the Bond Work Index equation(1). The accuracy of these have been reviewed by C. A. Rowland in his papers, showing the correlation of work indices calculated from plant operating data and laboratory grindability tests(2)(3). The selection of autogenous and semi-autogenous primary mills has not reached the stage where mill size selection can be made from bench scale tests. Considerably more extensive testing will be necessary than required for selecting rod mills and ball mills.

Jan 1, 1974

By Fredrick Fränding

In mining and quarrying operations, electric motors can fail for a variety of reasons. Some failures are directly linked to demanding production requirements and contaminant-laden environments and, consequently, are difficult to prevent. A sizeable number, however, are caused by ?offline? factors that have nothing to do with production. These include inadequate or substandard motor repair practices and improper motor shipping, storage and installation. The fact that failures are at times attributable to repair- or rebuild-related errors and problems raises the stakes when selecting an electric motor repair provider. Teaming with high-quality electric motor shops can help a company reduce failures due to offline factors, improving motor reliability and cutting downtime costs. Regardless of location or annual revenues, the best motor shops have similar business cultures and share many of the same characteristics.

Jan 1, 2009

By P. Hickey, J. Spenceley, T. J. DeMull

Development of the Batu Hijau Project was successfully completed in the fourth quarter of 1999 with the final handover and start-up of ore processing facilities. The development project had started more than three years earlier, in August 1996, when the Owner, PT. Newmont Nusa Tenggara (PTNNT), awarded an EPC contract to Fluor Daniel (FD) for design and construction of the project including: copper concentrator, port, power plant, town site, and infrastructure. PTNNT managed the development of the mine and procurement of mine equipment with its own forces. Bringing the Batu Hijau copper deposit into production was the largest mining project ever undertaken. Development of Batu Hijau was a complex project involving the work of tens of thousands of people in all parts of the world to complete engineering, manufacture and deliver equipment, supply materials, and build the plant. The ore deposit is located on the tropical island of Sumbawa in a remote and undeveloped section of Indonesia. The location and environment presented challenges for all phases and aspects of the project. To meet the challenges, the project team combined good planning and teamwork to best utilize the resources available. This approach assured continuity of personnel through construction to operations and minimized cost, resulting in completion of the project ahead of schedule and under budget.

Jan 1, 2001

One of the biggest challenges for the mining industry is, quite literally, how to the keep the equipment rolling. There is a limited amount of companies that manufacture the 4.2-m- (14-ft-) tall, 5,670-kg (12,500-lb-) tires needed for the haul trucks that are approaching the 362 t (400 st) pay-load class, such as Terex?s MT6300-AC and Caterpillar?s 797F. And, while these might be the most impressive tires, they are not the only ones that are in short supply. The shortage of tires has affected just about every kind of machine, and the demand for those tires has been extremely high for more than five years with no end to the shortage in site. American Tire Corp. (www.americantire.us) is one of the companies working to supply tires to the mining industry. It announced that the demand for its 1.6-m (63-in.) tires that have a zero failure history globally is great and that the company signed contracts worth more than $500 million at MinExpo. A relatively new player in the field of large tires for mining equipment is Titan Tire Corp., (www.titan-intl.com), a subsidiary of Titan International Inc. It shipped its first 1.6 m (63 in.) off-the-

Jan 1, 2008

By P. A. Cornejo

Blastings always generates induced vibrations through seismic wave, these are lost energy from the blasting and therefore causing the disturbance of slopes and structures near the blast source. Most of the components of an open pit mine have to reach a physical stability, especially during its closure process. Aiming to develop a vibration prediction model using the historical records from an open pit mine located on Peru, this research has two main focuses depending on the distance from the blast source to the structure: to protect the final slopes and to protect the villagers houses. Both are based on the Devine model of the Square Root Scaled Distance (SRSD) to predict the Peak Particle Velocity (PPV). The Mid field model, where is found mainly final slopes from the pit, limited by the failure criteria of McKenzie based on the geo mechanical properties of the rock mass. The Far field model ranges distances where are located the most community households, limited by the German rule DIN 4150 for highly sensitive structures. Both scenarios resulted on a distribution abacus to limit the weight of used explosives to get the best operational advantage and structure safety.

Mar 2, 2022

By K. V. K. Prasad

Forecasting mined grade variability from exploration information is a challenging task in mine planning. For effective planning of activities such as workplace scheduling, ore grade quality control etc. development of realistic numerical/simulation models of in-situ variability from exploration information is an essential first step. Geostatistical conditional simulation (GCS) is one of the well known methods to develop these simulations. Recently, stochastic fractal models based on the assumptions of scale-in variance and self-similarity have been used for developing simulations of several natural phenomena. It has been suggested that these models might permit generation of short-scale variability information from exploration data with greater fidelity when the data satisfies the attendant assumptions. In this paper the stochastic fractal models are reviewed and their relationship to geostatistical variogram models is examined. A comparison of the two simulation techniques has been per-formed using coal sulfur data from a mined out coal property. The results of this comparative analysis are also presented in the paper.

Jan 1, 1992

By Ralph W. Barbaro

In the mineral industry, the objective of a mining venture is to extract, process, and market a mineral commodity in such a manner that the profit of the venture is maximized. In a mining venture, a company normally has control over mine production scheduling, the selection and location of processing facilities (mineral beneficiation plants, smelting plants, refineries, or blending facilities), processed ore blending, and the selection of markets. The flexibility of the above factors provides many alternatives to satisfy the needs of each market with regard to quantity and quality of ore. The purpose of this paper is to present a mathematical model for determining the alternative that yields the maximum profit. Production planning is generally concerned with the best utilization of fixed resources, more specifically, with the determination of production and inventory levels to meet fluctuating demand requirements. A mine can be any source of ore such as an entire mine, a production unit within a mine, or an independent supplier. The objective of production scheduling is to determine the times at which each mine will be used and to allocate a required level of production. Production planning and scheduling problems are intimately associated with the location of new and existing mines and processing facilities. Although the location of the mines is usually fixed, there can be considerable flexibility in locating new processing facilities, in the selection of the processing plant, and in blending the ore before and after processing.

Jan 1, 1983

By Robert R. Unterberger

The purpose of this paper is to summarize the research of the past sixteen years on three distinct methods of probing into solid rock. The first method is to use radar of the appropriate frequency. The second method is to use sonar. The third method is of recent vintage and uses techniques of nonlinear sonar also known as parametric sonar. The first two concepts, that of radar and sonar, are common to most people. Very few have heard of nonlinear sonar. Each of the probing techniques were investigated in order to overcome deficiencies in the former technique. Each has its advantages and disadvantages. It should be emphasized that all of these techniques for probing (or seeing) into rock are used in mines, and generally speaking not from the surface. Only in very special cases, such as certain very dry parts of Egypt or Peru, or, for example, the surface of the moon, will these probing techniques work from the surface. The reason for the development of these probing techniques has been to alert miners to possible hazards ahead of mining. Such hazards may be (1) old (unknown) boreholes connected with high pressure water zones above, (2) fractures that might connect to the Gulf of Mexico above the mine, (3) water-filled fractures that threaten the safety of miners, or (4) the discovery of dry faults ahead that can disrupt the planning of future operations.

Jan 1, 1983

By M. A. Oskouei

Draglines are dominant machines and the most electricity consumers in surface coal mines. With the growing price of energy, environmental concerns, and the high sensitivity of mine profitability to dragline productivity, any improvement in efficiency of draglines can be beneficial for mines. Research has shown that operator skills have a significant impact on energy efficiency of loading machines. This study suggests a method to identify the key parameters that lead to differences in operator energy efficiency (responsible parameters). First, correlation analysis is used to identify parameters that are correlated to energy efficiency. Second, linear regression of a difference matrix is used to determine responsible parameters. Since this method is based on pair-wise comparison of operators, equal number of cycle is required for pairs of operators. Complete case analysis (CCA) is used to handle missing data problems. The final conclusion is made after removing the effect of random sampling and by considering all pairs of operators. Identifying responsible parameters can improve operator training programs. The suggested method is illustrated with a case study using field data.

Feb 23, 2014

By Ken Goering

"Bridgestone Americas opened the company’s first U.S.-based giant off-road radial (ORR) tire plant in November. The 139,000-m2 (1.5 -million-sq ft) plant, located on a 222-ha (550- acre) site in Aiken County, SC, will produce radial tire products, including 157-cm (63-in.) tires, used on mining and aggregate haul trucks.The plant, announced in 2011 as a $970-million investment, represents the largest investment that Bridgestone has made in the United States, and is also the single largest investment ever made in South Carolina. Although it had already been producing tires for a few months, the plant officially opened with a ceremony in November 2014, attended by South Carolina federal, state and local elected officials, as well as Bridgestone personnel from the United States and Japan. Prior to the Aiken County plant’s construction, all of Bridgestone’s giant ORR tires were manufactured at its Shimonoseki and Kitakyushu facilities in Japan.Kurt Danielson, president of Bridgestone’s U.S. & Canada Commercial Group, said the facility was built to primarily serve the North American mining and aggregate industries in a more efficient manner. "It’s a real change for us," he said of the U.S.-based plant at its opening ceremony. "This allows us to have a true global presence."The Aiken County plant is intended to allow Bridgestone to meet customer demand for ORR tires, Danielson said. "It really frees up our other plants in Japan to service the rest of the world, allowing us to serve our customers faster," Danielson said. "As soon as we build (a tire), we can have it to our customers."Tires manufactured at Bridgestone’s Japanese plants could spend up to a month in transit to the American continents; from initial mixing of the rubber and other compounds to being warehoused, tires manufactured at the Aiken County plant can be ready to ship in four to five days.Danielson said most of the tires built in Aiken County will be used by customers on the American continents. "We will export," he said, "but our desire is to use as much capacity as we can for the Americas."Ground was broken for the facility inSeptember 2011, when commodity prices were much different than today and global demand for tires had skyrocketed."

Jan 1, 2014

By T. Pool

Introduction After two decades of contraction and consolidation, the uranium industry has seen a recent major expansion. Rapidly increasing uranium prices and the ability to raise speculative capital in share markets worldwide have brought over 300 new participant companies into the uranium industry: “juniors” as they are known. These companies participated in a global land rush for known deposits as well as for prospective land positions in order to secure a “piece of the action” for their respective portfolios. Mostly publicly-traded companies, these “juniors” have captured the attention of world’s investing public with spectacular gains; as much as 1,000s of percent in less than four years. The initial phase is over, however, and these companies must now prove that they can be successful in exploration or production.

Jan 1, 2007

Caterpillar’s 797 327-t (360-st) mining truck is currently being tested at the company’s proving facilities. Mine evaluations began in the second quarter. The unit will be commerically available in North America in 2000 and worldwide in 2001. The new model is the largest of Caterpillar’s off high-way truck line. In addition, the company has replaced its 966F series II and 970 F wheel loaders with the966G and 972G models. 797 mining haul truck Caterpillar developed the 797 mining haul truck in response to mining companies seeking to reduce cost per ton in large-scale operations. The 797 is sized to work with loading shovels used in large mining operations. And Caterpillar will match the body design to the material being hauled, to optimize pay-loads.

Jan 1, 1999

By J. N. Murphy

The use of the National Science Teachers Association (NSTA) regional meetings as a forum to educate teachers on the role of minerals in our society has been immeasurably successful. Each year, on average about 3,500 to 4,000 teachers participate in each of the three regional NSTA meetings. At each of these meetings, nearly 2,000 teachers visit the “Minerals Coalition Booth” and receive free mineral samples and other educational support materials. Some rules of thumb for a successful booth at the NSTA are provided. Considering the level of effort for such a booth, are there alternatives? The NSTA also organizes a national annual meeting with attendance of about 20,000. All who have participated in a regional NSTA agree that the traditional approach of providing a mineral set and teacher materials for a substantial fraction of the 20,000 attendees is not feasible. Conceptual alternatives for minerals education at the national NSTA meeting are introduced and evaluated.

Jan 1, 2001