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By Robert H. Peters

This U.S. Bureau of Mines report identifies the types of serious accidents that occur most frequently at small underground coal mines and describes the strategies that could help prevent these accidents. A wide variety of methods for improving safety are suggested, including improvements in the design of equipment, work procedures, work schedules, safety programs, and emergency response plans, as well as techniques for diagnosing the potential hazards associated with new technologies and work procedures. Some of the papers in this volume focus on preventing specific types of mining accidents--ones associated with materials handling (primarily back injuries), equipment maintenance, improper machine guarding, and ground failure during retreat mining. Although the recommendations in this volume are heavily influenced by research performed at underground coal mines in the Appalachian coalfields, most of the papers contain advice that is equally pertinent to almost any type of mine.

Jan 1, 1994

By P A. Tilyard

There have been enormous changes in mineral processing in the past four decades. For example grinding mill power has increased by an order of magnitude, regrinding is done to -10 microns and flotation machines are 100 times bigger. Operating staff have unprecedented opportunities for online monitoring and performance control of mineral processing plants. Sophisticated instruments can provide a plethora of data characterising the mineralogy and surfaces of particles. Digital computers allow complex calculations on huge amounts of data including modelling and simulation of machine and plant performance. However, all these changes have not necessarily lead to better metallurgical results. An analogy can be drawn with the thoroughbred racing industry in Australia. Significant advances in scientific knowledge in animal genetics, physiology, biomechanics and nutrition applied to the business have resulted in only a two per cent reduction in winning times for the Melbourne Cup and Caulfield Cup since the 1920s. A critical look at some mineral processing metrics suggests similar failures to improve performance despite putting in more resources. In fact certain parameters such as operating times and plant start-up performance are considered to have remained static or even deteriorated. There has been an emphasis on 'process' at the expense of 'outcomes'. The industry's strength has been in finding technical (or 'hardware') solutions while its weakness has been at the people end of the business in maximising and consolidating the gains from the technologies. Some trends in plant design over these years have exacerbated the apparent deskilling of operating and technical staff. Despite unparalleled options for communications, some staff are embarrassingly uninformed about technical developments in their fields. The 'boom and bust' cycles of the industry, together with trends in tertiary education and the effects of fly-in, fly-out (FIFO) operations, raise serious questions about the sustainability of human capital in the mineral processing sector. This paper by two experienced mineral processing engineers, with contributions from other senior practitioners, reviews these trends. While there may be an element of 'the older we are, the better we were', it is an attempt to identify the issues and propose solutions.

Jan 1, 2009

This Workshop was held at the Doubletree Inn, Seattle, Washington from September 26 to 28, 1997. Run under the auspices of the Deep Foundations Institute (DFI), it was co-funded by the newly formed Japanese Association of Micropiles (JAMP), and the Federal Highway Administration (FHWA). The Workshop was jointly organized and facilitated by Fujita Research Corporation and ECO Geosystems, Inc., with close support by Donald B. Murphy Contractors, Inc. DFI kindly consented to publish these Proceedings. As is clear from the list of attendees, 42 specially invited engineers from all aspects of micropile technology were present, representing Japanese, European and American practice. This proved to be a most friendly and interactive group of people, who freely exchanged ideas, views and close comradeship, not only during the technical sessions, but (and especially!) during the numerous social events. Perhaps the best illustration of this came in Day 2 when the attendees were divided into five competing teams, each comprising representatives from the different geographic groupings. These teams had to quickly devise solutions to two technical problems (using standard data previously provided. A team of "referees" (who also acted as "coaches") later determined the most apposite response, based on constructability design concept, cost, schedule and so on. Not only were the winning team very liberal in distributing the prize (vintage California champagne) among themselves, but the whole Workshop soon benefited from their generous division of the spoils of victory.

Jan 1, 1997

By Oliver Bowles

The term" sandstone" is applied to a rock composed of mineral grains smaller than pebbles, cemented together more or less firmly. "Conglomerate" is the name given to a rock composed of pebbles, or pebbles and bowlders, of various sizes cemented together. If the pebbles are large and well rounded the rock is sometimes called " pudding stone." Although the term "sandstone" includes all varieties, certain specific terms are applied to types characterized by particular compositions, colors, or uses. "Quartzite" is a variety in which the individual grains are so firmly cemented together with quartz that the rock will fracture as easily through the grains as through the cement; "ferruginous sandstone" is one rich in iron as cementing material, or as grains, or both; "micaceous sandstone" is one in which mica is prominent; " arkose" is a feldspathic or granitic sandstone composed of angular grains; "calcareous sandstone" is one containing considerable calcium carbonate; and" argillaceous sandstone" is one containing considerable clay. The term "flagstone" is used for a rock that splits readily into sheets suitable for flagging; "freestone" for rock than can be cut or carved readily, and with equal ease in all directions; and" ganistel'," in the United States, for sandstone suitable for the manufacture of refractories. Others are named from their characteristic colors such as " bluestone," " redstone," or " brownstone."

Jan 1, 1917

By George H. K. Schenck

Diminishing returns in management's fight to lower manufacturing expenses have added luster to savings that can be achieved in delivered costs through creative management of the distribution function. This is especially true for companies engaged in the production of bulk commodities, for which transport costs may represent 25 to 50% or more of total delivered price, A. E. Cascino, vice president of International Minerals and Chemical Corporation, recently gave an example of why top management in his firm is concerned with distribution: "The price of a ton of phosphate rock, f.o.b. mine, is about $7. The cost of warehousing, freight, and handling frequently totals an additional $11 . . . . If one of our competitors . . . discovers a way in which he can cut his distribution costs by $3, we're dead! Even if we wanted to offset our competitor's more efficient means of shipping with reduced f.o.b. price for our product-we don't have that much profit margin . . . ." In a special report on the revolution now occurring in transportation of goods, Business Week stated in its September 24 issue: "Moving and storing goods on their way from mine and mill through various sub-assemblies to their final markets costs anywhere from $50 billion to $75 billion a year- $100 billion if paperwork costs are included.

Jan 1, 1967

By Graham Speirs

La minería del siglo XXI requiere que ingenieros, consultores y proveedores brinden apoyo a promotores, desarrolladores y operadores para lograr una extracción y procesamiento de minerales segura, eficaz y con el menor costo posible. Este artículo técnico muestra el diseño, construcción y mantenimiento de un eje vertical, con una forma más rápida, económica y productiva de izar con cables guía, buzones de aluminio y sistemas de izado diseñados con tecnología de vanguardia.

Sep 30, 2017

This Department handles all ores prior to blast-furnacing, the object of the operations being to mix the lead-bearing material with fiuxes, eliminate sulphur from the mixture, and produce a homogeneous sintered product which is chemically and physically suitable for treatment in the blast furnaces.During the financial year ended the 30th June, 1937, the tonnage of charge treated was 458,960 tons, containing some 183,470 tons of lead and 8,504,000 oz. of silver.The quantities of the principal components of the charge treated were as follow:-

Jan 1, 1937

By Shigeru Nishitake

The Earth Pressure Balanced (EPB) shields designed by Mitsubishi Heavy Industries, Ltd., are recently more enthusiastically accepted by tunnel boring specialists. This company having built 1,000 tunnel shields utilizes its vast experience to resolve the problem to excavate through big boulders scattered in rather soft alluvial soil. Several types of EPB shields which can cope with large size boulders are described. Such shields are equipped with both drag bits and rolling disc cutters on the cutterheads. Previously removal of boulders has presented safety problems for workers while in the muck chamber, or venturing in front of the shield. This report describes the problem and how the equipment was modified to deal with the problem.

Jan 1, 1987

By Fookes R. A, Bunch K, Gravitis V. L, Watt J. S

The combustible volatile matter in coal mine roadway dusts (CVM) has been determined using x-ray backscatter techniques. The correlation between x-ray and chemical techniques is reasonably good for the 92 samples from collieries on the Bulli seam, and the maximum error expected at the maximum level of 11· 5 weight per cent CVM permitted in the N.S.W. Coal Mines Regulation Act, 1912, as amended, is about ± 2·5 weight per cent. This x-ray technique can be used only when the combustible volatile content of the coal matter (cvm) varies within a limited range, and a separate calibration is required for each coal seam.Portable equipment based on a radioisotope x-ray source ahd digital ratemeter makes possible simple and rapid analysis, and with adaptation to use in coal mines should lead to much more comprehensive testing- ofroadways and hence improved overall prevention of coal dust explosions.

Jan 1, 1977

By Mark S. Sanders

The purpose of the present study was to develop and test improved Type V workvests for use on dredge operations. The goal was to design workvests that would be more comfortable to wear, would interfere less with task performance, and would better meet the needs of dredge workers. It was hypothesized that by attaining these goals, the resulting vests would be worn more often and would be kept buckled more of the time than traditional vests. The study involved three major phases. In Phase I, visits were made to dredge operations and a definition of the problem was developed. Problems with current vests were identified and working conditions and tasks surveyed In Phase II, prototype vests were developed and laboratory tests were per-formed to assess comfort and interference. In Phase III, the prototypes were modified and field tested with actual dredge operators and workers.

Jan 1, 1985

An evaluation of blasting procedures in surface mining operations was undertaken to determine means for improving safety. The objectives of the study were to: 1. Develop guidelines for safer blasting practices 2. Specify changes or additions in regulations concerning the use of explosives 3. Identify areas in which additional knowledge needs to be developed. As a basis for the evaluation, an idealized blasting cycle was prepared. Developed in the form of a scenario of surface mining operations, this synthesis of good mining practices served as the standard against which observed activities were compared. Blasting hazards were divided into two categories: those known to exist and those which are potential. Known hazards were identified in terms of situations which have actually resulted in explosives-related accidents. The evidence for known hazards was obtained primarily from MESA records of mine accidents. Potential hazards were identified by observation of mining activities and consultations with mining, explosive industry and government regulatory agency personnel.

Jan 1, 1977

By Engelmann. William H.

In pursuit of innovative methods to improve mining productivity, the Bureau of Mines is investigating the use of inorganic salts as drilling fluid additives for penetration enhancement. Laboratory diamond drilling tests were performed on Westerly Granite with aluminum chloride solutions and on Sioux Quartzite with aluminum nitrate and aluminum, calcium, sodium, and zirconium chloride solutions as drilling fluid additives. These drilling results were compared with the average drilling performance using distilled, deionized water on Sioux Quartzite (12 replicate tests) and Westerly Granite (3 replicate tests). Maximum in-creases in penetration per given time and bit life were obtained when drilling with zero point of charge (ZPC) concentration solutions of each additive. For Sioux Quartzite, maximum increases in penetration and bit life ranged from 96 to 115 pct and 64 to 99 pct, respectively. For Westerly Granite, maximum increases in penetration of 155 and 165 pct and bit life of 109 and 136 pct were obtained at or near ZPC aluminum chloride concentrations of quartz (7.3 x 10-7 mol/L AIC13) and alkali feldspars (1.1 to 1.5 x 10-6 mol/L AIC13), respectively. This simultaneous increase in penetration per time together with extended bit life should result in increased productivity and reduced bit costs.

Jan 1, 1987

By M I. Roberts

Corporate and workplace culture, as many owners, directors, executives and managers know, is by far the most powerful determinant of productivity. It’s much more significant than buildings and equipment. Yet although no one today would build a building or machine without a plan, few leaders have a plan for building and sustaining a safer and more productive culture.Using practical ways, culture can be planned and shaped as desired. Success requires implementing a project plan for changing the systems that drive behaviours that in turn shape attitudes. The combination of behaviour and attitude together with leadership largely shape culture.To improve performance, leaders need to:1. improve the organisational systems that drive behaviour2. action a project plan for improving specific performance metrics 3. demonstrate leadership that is conscious, disciplined, committed and passionate for purposeful use of human energy.This paper explains all three factors in practical ways with operational and corporate examples. It details understanding and applying the power of fundamental statistical analysis tools to recalibrate, focus and drive proactive leadership that takes responsibility for process improvement, supporting people and ensuring accountability.Experience and practical understanding of human and organisational behaviour confirm that the Measurement ? Analysis ? Reporting system combined with conscious leadership is by far the most powerful driver of behaviour. This wisdom produces profound changes in leadership style and behaviour. It develops outstanding leadership to create and sustain a safe and highly productive culture reliably producing consistently high quality products. It is the key to developing accountability, employee retention and a sustained competitive advantage.CITATION:Roberts, M I, 2016. Building safe, productive cultures and leadership, in Proceedings International Mine Management Conference, pp 163-178 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By K. A. Stanley, N. A. Karl, D. R. Wilburn

"This summary of international mineral exploration activities for the year 2014 draws upon information from industry sources, published literature and specialists in the U.S. Geological Survey (USGS) National Minerals Information Center. The summary provides data on exploration budgets by region and mineral commodity, identifies significant mineral discoveries and areas of mineral exploration, discusses government programs affecting the mineral exploration industry and presents analyses of exploration activities performed by the mineral industry.Three types of information are reported and analyzed in this annual review of international exploration: 1) budgetary statistics expressed in U.S. current dollars provided by SNL Metals & Mining (SNL) of Charlottesville, VA; 2) regional and site-specific exploration activities that took place in 2014 as compiled by the USGS and 3) regional events that affected exploration activities including economic, social and political conditions, which were derived from published sources and discussions with USGS and industry specialists. Commodity and regional compilations are presented in this summary. Because multiple sources are used to develop these compilations, statistics may differ depending on the source and type of data that are being reported.The SNL data summarize planned company budgets for worldwide exploration activities in 2014 for 19 nonfuel mineral commodities based on company surveys. Research focused on precious metals (gold, platinum-group metals and silver), base metals (cobalt, copper, lead, molybdenum, nickel, tin and zinc), bulk commodities (iron ore, phosphate and potash), and specialty mineral commodities (diamond, lithium, niobium, rare-earth elements, tantalum and uranium). Information on uranium exploration activities was included for the first time in 2007. Data on lithium, niobium, phosphate, potash, rare-earth elements and tantalum were compiled for the first time in 2010 because of their increased significance. Since 1999, companies with exploration budgets of $100,000 and greater were included in the SNL compilations. SNL budget estimates exclude bauxite, coal and oil and gas. Exploration budget estimates for iron ore have been compiled since 2011 but reported separately. The 2014 SNL company survey is reported by SNL to cover an estimated 95 percent of the world’s nonferrous, nonfuel mineral exploration budgets. The 5 percent that is not covered includes companies that chose not to participate in the SNL survey, private companies that do not publish their budget data, and government-funded exploration activities"

Jan 1, 2014

By Cornelius F. Kelley

DURING the war, events moved with unprecedented rapidity. Situations, industrial, economic and financial, arose over night that stressed to the uttermost the ingenuity and ability of those who dealt with them. It was essentially a time demanding action rapid and concentrated, and not one for discussion, either academic or polemic. As a result, matters of importance were necessarily transacted without the desirable opportunity being afforded of enabling a general understanding to be gained as to the relative merit or demerit involved, and in some instances, legislation essential to enable the consummation of an important matter was passed without attracting the public attention then deeply engrossed in the larger aspects of the situation. The result was that so long as the public mind was occupied, little or no concern was given to questions that ordinarily would have invited immediate attention; and in some instances, only when as an aftermath of war a particular subject has become a matter of discussion, criticism not altogether fair is made without first obtaining accurate knowledge as to the conditions that prevailed, the purpose sought to be accomplished, or the results obtained by the action taken.

Jan 1, 1921

By H. Gerry Stephenson, Devin Castendyk

"One of the most important environmental issues associated with contemporary openpit mining is the closure of mine pit lakes, and the perpetual legacy these lakes can potentially generate. Ideally, successful pit lake closure includes the following:• The water quality within the pit lake, plus surface water and ground water discharging from the pit lake, meets premining or other acceptable water quality conditions of the receiving environment. • The termination of all active treatment processes.• The return of the pit lake to the government for long-term care and maintenance.• The release of the mining company from all future liabilities associated with the pit lake.• The return of the environmental bond to the mining company.• The reuse of the pit lake for some post-closure, beneficial purpose.The achievement of these goals is known as walk away pit lake closure.Peer-reviewed publications of successful walk away, pit lake closure provide mining companies with the ability to address public concerns regarding the safety of pit lakes which commonly occur during the permitting, operations, and closure phases of mining. To date, most published work on walk away, pit lake closure work has occurred in the coal mining sector in Germany and Australia (McCullough et al., 2009; Jones and McCullough, 2011; Kumar et al., 2013; Schultz et al., 2013). In North America, examples of walk away, pit lake closure are not widely discussed in the literature despite there being excellent examples from the coal mining sector in Alberta, Canada (e.g. Pleasure Island, Black Diamond, East Pit, Sphynx, Robb, Lovette, Siltstone and Sterling), and from the iron mining sector in Minnesota in the United States (e.g. Portsmouth Lake, see MNDNR, 2018). Although seldom included in discussions of pit lakes from the metal and coal mining sectors, the aggregate and fabricated-stone mining sectors also produce pit lakes, and there are numerous examples throughout North America where these pit lakes have been successfully closed and transformed into post-mining resources (Vandenberg, 2018; Crossman, 2019). The difficulty of finding these good examples in the literature makes it challenging for companies to respond to public and regulatory questions regarding pit lake closure and reuse. As such, there is a pressing need to document the motivations and approaches used in examples of successful, walk away, pit lake closure in North America so that the mining industry, at large, can learn from these examples and can better address public concerns."

Aug 1, 2019

By W. J. Wiehagen

The Work Crew Performance Model (WCPM) seeks to define performance variability within similar tasks of an underground work crew and relate observed variability to a cost consequence. Performance variability is described using work site observations to determine the adherence to job elements con¬tained within a standard operating procedure. Key components of the WCPM include (1) job definition through task analyses and the ranking of job elements by perceived cost consequence, (2) observational techniques for establishing performance baselines by measuring adherence to safe and proficient job procedures, and (3) cost linkages between adherence to task procedures and measures of consequence for noncompliance. Data presented within this report were obtained through the study of shuttle car operation in an underground mine in Appalachia. Observed adherence to safe and proficient job procedures by opera¬tors matched well with the consensus profiles (measured through a nominal group technique) with min¬ing personnel. It was also found that experienced operators consistently outperformed less experienced, incidental operators. These findings imply potential use of the WCPM as a practical procedure for thinking systematically about the choices available to reduce performance variability. Field application of the model can offer useful data to evaluate training and financially support performance improvement strategies that can be tested for their ability to reduce human error.

Jan 1, 1994

By Raymond B. Ladoo

Toward the end of 1920 , the average grades of ground feldspar offered to the pottery industry were so poor and so generally unsatisfactory that many of the largest consumers decided to take active steps for their own protection . A few of the potters made arrangements to grind their own feldspar , while others asked the Bureau of Mines to make a detailed study of the problem and to suggest methods of improvement . Accordingly such a study was undertaken, the partial results of which are outlined in this preliminary report . The outstanding features of the present feldspar industry which are of interest in this connection are stated below. (1 ) Many grinding companies do not own or control all or even a major part of their sources of crude material , but buy in job lots from many sources . (2 ) There is great need of more adequate engineering and chemical control over mines and mills . ( 3) ~ Out of date , inefficient methods and equipment for mining and grinding are in common use . (4) Little or no cooperation exists between feldspar producers , but on the contrary many feldspar companies are exceedingly secretive . This tends towards (a) preservation of obsolete methods ; ( b ) want of knowledge of the essential features of production , market requirements , and the relation between total milling and consuming capacities of the country; ( c ) inefficient and often mistaken trade practices ; ( d) unprofitable and even ruinous competition in dull periods . (5) The small size of many feldspar deposits precludes maintenance of an efficient organization at each individual mine . ( 6 ) Many of the best deposits of feldspar situated close to railroads are becoming depleted , which results in gradual lowering of grades , and increase in cost for better grades . (7) There is a lack of exact mowledge of the ceramic properties and behaviour of feldspar by some consumers , which results in ( a) purchase of feldspar on the basis of price alone , thus encouraging low production costs at the expense of quality , and ( b) inefficient and expensive cross- hauling of both crude and ground feldspar .

Jan 1, 1922

"The National Mining Hall of Fame and Museum (NMHFM) announced the class of 2019 National Mining Hall of Fame inductees. This year’s inductees, selected by the National Mining Hall of Fame’s Board of Governors, represent exceptional financial acumen in assembling several operations that formed the basis of a successful American mining company; conception and development of equipment which contributed to improved efficiency and mine safety; and unrelenting advocacy for the U.S. mining industry and its workers. These individuals, selected for being determined, forward-thinking innovators, doers and leaders have propelled the industry toward vastly improved safety and social responsibility.The Prazen Living Legend of Mining Award, named for renowned mining artist Gary Prazen, will also be presented at the ceremony. This award recognizes an individual or organization for significant and sustained commitment to educating the public about the relationship of mining to our everyday lives through educational materials, programming, and outreach.2019 National Mining Hall of Fame inducteesFrank Calandra, Jr. has devoted more than 50 years to the mining industry and he is an icon in ground control technology for the mining, tunneling and civil construction industries.From the ground up, his passion, sweat equity and shrewd business acumen have grown Frank Calandra, Inc. (FCI) and Jennmar from a single plant in Pennsylvania to a world-class enterprise with 25 plants employing thousands globally. As evidenced by Calandra’s more than 20 patents on ground control devices (not to mention the additional 80 patents his companies hold), his innovation and commitment to safety have made underground mining safer and more efficient. In the late 1970s and early 1980s, Calandra was instrumental in upgrading American Society for Testing and Materials (ASTM) standards in roof control for both state and federal regulations. Through his work with industry associations such as the National Mining Association, National Coal Council and Center for Energy and Economic Development, among others, Calandra has contributed his time, expertise and financial support to ensure a balanced political and regulatory climate for mining. Calandra is an inductee of the West Virginia Coal Hall of Fame."

Aug 1, 2019

By P. L. Russell, M. E. Volin, F. L. C. Price, D. H. Mullen

Tin deposits in Catron County, New Mexico, were explored by the Bureau of Mines under authority of the Strategic Minerals Act of August 1939. The investigation covered both lode and placer deposits and was later extended to deposits in Sierra County. Six of the known deposits were examined by E. D. Gardner, supervising engineer of the Southwest Experiment Station of the Bureau of Mines, and S. G. Lasky, a geologist of the Federal Geological Survey, in June and July 1939. It was recommended that the more promising occurrences be explored by test pitting, trenching, and sampling. Field work, under supervision of M. E. Volin, began in September and continued through December 1939. The area was mapped by Carl Fries, Jr., of the Federal Geological Survey, in 1939 and 1940. The La Cruz Development Co. acquired control of the Squaw Creek placer claims in 1942 and began active sampling and development preliminary to large-scale operations. The result of this work showed a considerably higher tin content than that found by the Bureau of Mines in 1939. Because of this report and reports from other parts of the district that large-scale operations for the production of tin from lode deposits were possible, it was recommended that the Bureau of Mines resample parts of Squaw Creek and conduct a mill test of lode material to determine whether a concentrate could be made that was high enough in tin and low enough in iron to be acceptable in American smelting practice. This work, under the supervision of Paul L. Russell, was begun in November 1942 and completed in January 1943, during which time the Sierra Metals Co. acquired control of a large area in Sawmill Canyon. At the suggestion of the Federal Geological Survey and the War Production Board, which had reason to believe that a great deal of commercial material existed on certain flatlands and gully slopes, the project was extended to include test pitting and sampling of those areas. This work was completed in February 1943.

May 1, 1947