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By William H. Langer

Large amounts of limestone fines co-produced during the processing of crushed lime-stone may be useful in the sequestration of carbon dioxide (CO2). Accelerated weathering of limestone (AWL) is proposed as a low-tech method to capture and sequester CO2 from fossil fuel-fired power plants and other point sources such as cement manufacturing. AWL reactants are readily available, inexpensive and environmentally benign. Waste CO2 is hydrated with water to produce carbonic acid. This reacts with and is neutralized by limestone fines, thus converting CO2 gas to dissolved calcium bicarbonate. AWL waste products can be disposed of in the ocean. Feasibility requires access to an inexpensive source of limestone and to seawater, thus limiting AWL facilities to within about 10 km (6 miles) of the coastline. The majority of U.S. coastal power-generating facilities are within economical transport distance of limestone resources. AWL presents opportunities for collaborative efforts among the crushed stone industry, electrical utilities, cement manufacturers and research scientists. There is a concern that CO2 generated from human activities is contributing to climatic and environmental changes. Approximately one-third of anthropogenic CO2 emissions come from burning fossil fuels to generate electricity. Each power plant is capable of emitting several million tons of CO2 annually. A variety of other industrial processes, such as cement manufacture, oil refining, and iron and steel production, also emit large amounts of CO2. The level of atmospheric CO2 can be reduced by capturing CO2 from point-source emissions and storing or sequestering it in isolation from the atmosphere (U.S. Department of Energy, 2003). In 1999, G.H. Rau and K. Caldeira proposed a geochemistry-based method that is referred to as accelerated weathering of limestone (AWL) in a paper titled ?Accelerating carbonate dissolution to sequester carbon dioxide in the ocean ? geochemical implications.?

Jan 1, 2009

The theme of the 2012 North American Tunneling conference (NAT) was ?Tunneling: Driving Value.? This theme best reflects where the tunneling and underground construction industry is to-day. Major advances that have been made in technologies have provided tremendous improvements in productivity, which, in turn, have allowed the industry to deliver more cost-effective and less disruptive solutions to the nation?s infrastructure needs. Despite a weak economy, domestically and globally, cities and states continue to spend billions on infrastructure improvements. For the underground construction industry, that means more transportation and water, wastewater, storm water projects and other underground structures. And, for each project completed, underground construction and tunneling technology grows. The NAT conference, put on by the Underground Construction Association (UCA) of SME, provides an outlet for technology transfers among professionals. This year?s conference, held in Indianapolis, IN June 24-27, attracted 918 attendees, up from 803 at the last NAT in 2010. The accompanying exhibit also featured 116 exhibitors occupying 140 booths. That was up from 108 booths in 2010. So, the meeting continues to grow as underground construction professionals throughout the world seek to learn from their peers.

Jan 1, 2012

From a vast army of workers to gargantuan machines to immense volumes of material being moved, almost everything about the Port of Miami Tunnel (POMT) project points to tunneling on a massive scale. Almost.The star of this underground and underwater show is a Herrenknecht tunnel boring machine (TBM,) nicknamed ?Harriet? by a local Girl Scout troop. With her 12.9-m- (42.3-ft-) diameter cutting head and a total length of 139 m (457 ft), Harriet is boring through thousands of cubic meters of clay, dirt and sand, which is often mixed with coral and other materials, to create two 1,280-m (4,200-ft) traf?c tunnels connecting Watson Island and the Port of Miami (Dodge Island) beneath Biscayne Bay, FL. But in the midst of all of the oversized equipment and machines, a strong contender for the best supporting nod goes to a relatively tiny machine: the Brokk 400. Bouygues Civil Works Florida crews are using the compact, remote-controlled and electric-powered machine to excavate five cross passages between the twin traffic tunnels. The pas-sages will be essential to the safety of people who drive their vehicles under the bay every day.

Sep 1, 2013

By Bruce Cavender

Historically, the processing function has been regarded as efficiently managed as long as production costs were kept low, recovery was adequate and sufficient plant capacity was avail-able. In this paradigm, processing is viewed as capable of making only a limited contribution to a company?s competitive advantage. However, the processing function can provide a primary vehicle for building critical competitive capabilities. Processing organizations should be encouraged to become so accomplished they generate new opportunities for other functional groups and thereby influence a company?s overall strategy. This requires a deep shift in processing?s role, in its self-image and in the expectations of it held by managers in other functions. Specific plant improvement techniques ? total productive maintenance (TPM), loss control, etc. ? should be viewed primarily as means for building strategically valuable processing capabilities. Different improvement strategies create different kinds of capabilities and present new strategic options. Broadly speaking, a mineral-producing company seeks competitive advantage through two principal activities: the development of new mineral production and reserves and the optimization of existing operations. These lead to increases in ore reserves, production levels and cash flows that are manifested in increased profitability and, hopefully, increases in the price of the firm?s stock. The profitability of a minerals company is a function of the overall profitability of the industry sector in which the company participates and the firm?s competitive position within that sector relative to those of its competitors. Competitive advantage within the industry comes from two sources: the ability to maintain lower prices than competitors for the same product (cost leadership), or from the sale of products with unique properties that justify higher prices (product differentiation; Porter, 1980). Most mineral companies produce fungible commodities that are sold to anonymous customers, and sustainable cost advantage is the only long-run strategy available to these companies to enhance profitability.

Jan 1, 2008

By Vincent Tirolo

The proposed Second Avenue Subway is a new two-track subway line running from 125th Street and Park Avenue at the north, east along 125th Street to Second Avenue and south along Second Avenue to the Financial District in lower Manhattan, NY with 16 new stations and 13.6 km (8.5 miles) of track. The project has been broken into four construction phases. The initial Phase 1 operating segment includes three new stations (96th, 86th and 72nd Street stations) with a connection to the existing Broadway line at the 63rd Street Station at Lexington Avenue. Rehabilitation of the 63rd Street Station is also included in the scope of Phase 1. Subsequent phases extend service north and west to 125th Street (Phase 2), south to Houston Street (Phase 3) and finally to Hanover Square (Phase 4). The DMJM Harris/Arup Joint Venture (DHAJV) prepared the Contract Documents MTA for Phase 1. Parsons Brinckerhoff is providing the MTA with construction inspection services for Contract C-26002. In April 2007, NYCT awarded first Phase 1 for $337 million to S3 Tunnel Constructors, a tri-venture comprised of Skanska USA Civil, Schiavone and Shea. Contract C26002 is for the construction of the tunnel boring ma-chine (TBM) launch box and the mining of the TBM tunnels from 92nd Street to 63rd Street. The major part of the contract is to construct a shaft, commonly referred to as the launch box, from East 92nd Street to East 95th Street having dimensions of 244-m- (800-ft-) long by 18.9-m- (62-ft-) wide and a depth of 19.8 m (65 ft), including more than 91,000 m3 (119,000 cu yd) of soil and rock contained within its walls. The launch box will ultimately become the southern half of the 96th Street Station. The focus here is geological conditions at the launch box and existing structures along the launch box. These geologic conditions and existing structures had a major influence on the selection and design of the support of excavation system (SOE), the SOE bracing system, construction staging, the ground movements, dewatering and other challenges of constructing the launch box (Fig. 1).

Jan 1, 2013

By Jeremy Morris

The city of Indianapolis has more than 25,000 homes currently on septic systems. Many of these systems do not function well because of their age and surrounding soil conditions. As Indianapolis has worked to eliminate septic systems and install sanitary sewers in large unsewered areas on the north-west side, capacity of the existing Belmont North Interceptor (BNI) became a concern. The BNI system currently services an area of approximately 80 km2 (31 sq miles) located within the northwest quadrant of the city (Fig. 1). Monitoring of the existing interceptor indicated portions of the sys-tem flowing half- to two-thirds full during dry weather conditions and surcharging during some wet weather conditions. Further analysis of the BNI based on growth projections coupled with increased sewershed yield resulting from the city?s septic tank elimination program (STEP) indicated dry-weather flows could potentially triple over the next 20 years. Based on these modeling results and current wet weather capacity issues, the city determined further STEP projects could not be performed within the BNI service area until

Jan 1, 2011