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By R. C. Freas

Composite materials are finding new applications daily, ranging from automotive parts to synthetic lumber. The variety of applications seems almost limitless. However, these emerging products bring both new opportunities and new challenges to the field of industrial minerals. One of the primary challenges is from alternative materials other than industrial minerals. Thus the question is asked whether industrial minerals will truly benefit from the growth in market applications for composite plastics. This article highlights some of the opportunities for industrial minerals while focusing on performance and competitive demands on mineral products intended for use in this developing market.

Jan 1, 2000

By M. Hamarat

Freeport-McMoRan Copper & Gold (FCX) is committed to preserving and enhancing biodiversity in the areas in which we operate. As a member of the ICMM, FCX is committed to implement the 10 Sustainable Development (SD) Principles throughout our business. FCX is also a member of the Wildlife Habitat Council (WHC), a nonprofit coalition dedicated to protecting and enhancing wildl ife habitat. In alignment with ICMM SD Principle 7 and our Environmental Policy, FCX has set a performance goal to prepare a biodiversity inventory in 2010 and land management plan by end of 2011 for all active mining sites. In 2010 FCX established a Biodiversity Task Force to assist sites in biodiversity management; optimize use of resources around the globe; implement FCX goals and targets; and align biodiversity programs with ICMM principles and guidance. The task force consists of Environment and SD Department management, scientists and engineers from FCX sites, and WHC staff. The Task Force recently issued a biodiversity inventory guidance document to set expectations and provide consistency across the sites when developing a biodiversity inventory and land management plan.

Jan 1, 2011

By Jerry D. Pfarr, Gary Loving, David G. McDowall

Introduction The Open Cut is one of the best known landmarks in South Dakota's Black Hills. It is the site of the original discovery of the Homestake ledge, or lead, in 1876. Between that time and 1945, the Open Cut produced about 36 Mt (40 million st) of gold ore, the majority of which was drawn from underground operations. In 1981, a drilling program was undertaken to determine how much ore the old timers left behind. The results of this study indicated an ore body made up of broken and caved ground, and solid blocks in pillars and crowns. Reserves are estimated at about 6.8 Mt (7.5 million st) of gold ore, grading at 4 g/t (0.116 oz per st). Total tonnage of material, including waste, is estimated at more than 60 Mt (66 million st). The mining plan is a combination open pit and underground operations. The bottom 78 m (255 ft) will be mined by the underground panel-caving method. The open pit was designed as a contractor operation up to the expected milling stage or the point of sustained ore production. The pit was designed to avoid disturbance of US Highway 85 near Lead, SD. In 1983, the South Dakota Board of Minerals and Environment approved the mining and reclamation plan. Test mining began in the north of the Open Cut using open pit methods. Upon completion of the test pit, Homestake Mining's board of directors approved an expanded mine plan. They committed an additional $27.1 million to prestrip the ore body that is expected to yield 23 t (750,000 oz) of gold. Project life is estimated at 15 years. Exploration program In early 1980, 10 diamond drill holes were drilled from the surface in the vicinity of the east side of the Open Cut. The reserves delineated by that drilling were too small to justify their development. A continuation of this study attempted to quantify the tonnage remaining in the bottom of the Open Cut in the crushed remnants of old stope-and-crown pillars. This was originally thought to be minable by improved drawhole methods using highly mechanized procedures. By early 1981, however, thinking turned toward surface mining methods. The effort to quantify minable ore tonnage ultimately involved drilling 385 reverse-circulation rotary drill holes. These were drilled from August 1981 to March 1983 in several groups of holes. Each group, or drilling program, had a slightly different immediate goal or purpose. The holes were drilled to various depths using truck-mounted Drill Tech 40 drills with doublewalled 76 mm (3 in.) pipe with 134 mm (5.25 in.) three-cone rotary bits. Initially, wet drilling was employed using a cyclone collection system. Since cutting recovery was not as high as it should have been, all subsequent drilling was dry. The cuttings were collected and deposited by way of a cyclone into the sample bag. The pickup for the cuttings using the three-cone bits was about 50 mm (2 in.) above the bottom of the hole. Overall cutting recovery for the drilling program was estimated at 75%. Samples were taken on each 1.5 m (5 ft) of hole drilled. Each sample was split into three 48-g (1-2/3 assay ton) charges. The accepted value was the straight average of the three charges. Because of the known "nugget effect," assays were nearly impossible to duplicate. Therefore, to validate the regular assays, a series of screen fire assays were run. Based on this method of assays and checks, it was concluded that 10% more ounces would be produced than indicated by mine grade. Test pit The northernmost portion of the mine as planned is known as the Terraville test pit. This portion was mined ahead of the rest and separately. It provided answers to questions on slope stability, reserves correlation, mill recoveries, mining costs, and surface mining conditions in various weather and ground conditions since many boulders and much timber were expected. The mining plan for this portion of the pit was successful. More ore was mined than was expected. Mixing of Open Cut ore with underground ore in the mill feed was successful. Impact on the surrounding communities

Jan 10, 1987

By James F. Kvitkovich, George V. Weisdack

Longwall mining techniques were introduced into U.S. bituminous coal mining operations in the early 1960s. These techniques were gradually adopted by many mines during the 1970s. By 1983, considered to be the peak of the longwall mine census, there were 118 active longwall faces in 79 coal mines throughout the United States. Beginning in 1984, longwall faces began a decline in numbers that has continued to the present day (Fig. 1). The geographic distribution of longwall faces today is shown in Fig.2 according to region. A breakdown of recent longwall mine production by region is shown in Table 1. An approximate breakdown of present longwall face installations by product (metallurgical and steam) is shown in Table 2.

Jan 1, 2005

By Rudy Scarabelli, John R. Wagner

At one time explosives were the only economical means of rock tunnel excavation. Except in relatively long tunnels in the right rock explosives are still the cheapest means of rock excavation where they can be used. Today the most economical means of rock tunnel excavation is increasingly not the choice of the contractor. A good part of our work is for public agencies in urban areas and the public today is increasingly less tolerant of the disruption caused by our efforts. Owners in many cases have to direct their engineers to write specifications which severely restrict noise and vibration levels during construction. Sometimes specifications allow drill-and-shoot for starter tunnels only or even eliminate powder by fiat. Recent advances in the use of explosives such as sequential firing have made blasting more palatable to the public but are not enough in all situations. Thus the roadheaders on construction projects. In recent work I have seen the Alpine Miners, a Paurant Miner and the Robbins Mobile Miners used in several rock formations and now believe this type of equipment has a place in the tunnel constructor's choice of equipment. Rudy and I have not attempted to present a formula for choosing the best alternative excavation method in any given case because, of course, of the variables involved. We have simply tried to describe our experiences on a particular project and hope our observations will be of some value to tunnel constructors.

Jan 1, 1987

By Jack A. McQuiston, Thomas A. Cross

Corrosion of equipment and machinery in the coal industry is usually the result of three main agents: acids, chlorides, and abrasion. Acids and chlorides are especially troublesome in coal preparation plants where soluble salts and sulfur in the coal produce a highly corrosive wash solution. Abrasion is common in all operations where coal is handled or conveyed. Together, the acid-chloride-abrasion combination results in some of the worst corrosive conditions found in any industry. The variety of equipment and structures in the coal industry calls for different corrosion control techniques. Table 1 lists the areas of concern for a number of items. Just as there is a wide variety of corrosion problems, there is a wide array of coating materials available. Tables 2 and 3 are selection charts to provide guidance in narrowing down the choices. Experience has shown that a limited number of coating systems work best on coal equipment and structures. These systems are described in Table 4. The good-better-best designation in the table refers to coating system longevity. Good indicates the least costly and shortest service life. In nearly all cases the lowest annualized cost can be achieved by using the coating system rated best, due to the avoidance of costly repaints and unnecessary downtime. The most expensive coating system, though, is worthless unless the coating system is properly applied. Field inspection to insure compliance with specifications is an important aspect, and is a service available from many coating suppliers. Even the best coating systems require periodic maintenance to achieve satisfactory results. Spot rusting from mechanical damage should be repaired annually to maximize the coatingsystem's results.

Jan 2, 1980

By J. W. Hawkins, K. B. C. Brady, K. Miller, J. Cuddeback

Remining of abandoned coal mines in Pennsylvania requires the implementation of pollution abatement and mining techniques called Best Management Practices (BMPs). Water-quality data from over 100 remining sites with more than 230 abandoned discharges were analyzed with respect to the types of BMPs employed to abate the pollution loadings of acidity, iron, manganese, aluminum and sulfate. Discharges exhibiting a significant decrease in acidity were most highly associated with sites where large volumes of alkaline materials were encountered (66.7%) or added (63.7%). The best results for iron loading were achieved with large-quantity alkaline addition (54.6%) and water handling systems (47.8%). Water handling systems (47.4%), daylighting (40.7%), and revegetation (40.2%) were associated with significantly lower manganese loadings. The decreases in acidity and sulfate loads associated with increasing the amount of alkaline material in the backfill indicates that the production of acid mine drainage can be retarded by adding large quantities of alkaline materials.

Jan 1, 2002

What decision making tools and methods are available to a project owner when there is no clear differentiator between construction alternatives? A team led by a joint venture of Parsons Brinckerhoff and PGH Wong Engineering (PB/Wong) has been providing preliminary engineering services to the San Francisco Municipal Transportation Agency (SFMTA). The SFMTA and PB/Wong team developed several alternative construction methods for the tunnels and stations of the San Francisco Central Subway Project, none of which could be judged clearly better than another using traditional approaches and metrics. The team employed a risk assessment and analysis frame-works as a means of comparative analysis, drawing upon the knowledge of industry experts in the geotechnical, tunneling and construction fields to assist in the effort. This paper presents the approach and results of a cost and schedule risk analysis for two such analyses designed to answer two different questions regarding the advisability of different construction approaches. These assessments paved the way for key decision making in the preliminary engineering phase of the project and formed the foundation for continuing risk management efforts on the project. The focus of this paper is primarily the first two stages of risk management?identification and assessment?and some of the organizational dynamic issues that arise in such efforts.

By P. van der Veen

The objective of this paper is to analyze the evolution of the strategic drivers of the mining sec-tor over the last half century, which has been guided by a varying and expanding list of motivations. While companies cannot survive for long unless they are making profits, the strategic drivers of the industry have gone far beyond profits since at least the mid-1970s when environmental concerns began to be taken seriously. For the most part, these forces have followed global trends and public opinion, but they have been shaped and magnified by the significant, often dominant role that the mining sector plays in many economies. While the mining sector used to be primarily motivated by the first pillar of sustainable development -i.e. the economics pillar-, in the 1970s the second environmental pillar became an important factor in decision making, and in the 1990s the third social pillar emerged as a major driver.1 The entrance of new strategic drivers has also had considerable impact on technological and organizational developments in the mining industry; however, technological changes, driven by cost reduction considerations, have in turn impacted the strategic drivers of the industry, resulting in the need for further technological and organizational developments.

Jan 1, 2007

By R. M. Schuster, F. M. Benavides

Samuel G. Bonasso The article by Benavides and Schuster provides an in-depth study of three transportation alternatives for a four-mine complex in western Kentucky. The examination of aerial tramways was not undertaken as an alternative solution. We feel this is an oversight since industrial ropeways are competitive with both belt conveyance and overland truck hauling. In fact, there are aerial tramway systems, operational today, which are 100 years old and operating with some original components. Maybe unfortunately, there are no fixed rules or guidelines whereby the most cost-effective means of transporting and handling material for a given situation may be selected. Each situation must be evaluated so the variables that influence the selection of the desired alternative can be clearly defined. However, there are in-place industrial ropeway systems that have proven economically feasible over a range of 1.6-50 km (1-31 miles). The more difficult the terrain, the greater the cost efficiency.

Jan 1, 1983

By David A. Brence, Andrew D. Marti, Richard P. Stahura, Ronald J. Valentine

The development of an effective belt-cleaning system for a new conveyor system seemed a fairly conventional assignment. But a closer examination of the project showed a number of “fine print” details: •High altitude location (with resulting cold weather and low humidity conditions). •Long conveyor length. •Troublesome material (very sticky and capable of hardening like concrete). •Limited water. These difficulties are spelled out the challenge of developing a cleaning system for the production conveyor2 (PC2) belt at Climax Molybdenum’s Henderson Mine.

Jan 1, 2005

By A. Tobey Yu, W. Joseph Schlitt, Alfred Weiss, Frederic L. Kadey, Louis Kuchinic

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-

Jan 6, 1984

By R. D. Sharpe

Gypsum wallboard manufacturers in the United States shipped 3.18 billion m2 (34.2 billion sq ft) of wall-board products during 2004 versus 2.93 billion m2 (31.5billion sq ft) in 2003. Following a historic high production of gypsum wallboard products in 1999, production decreased in 2000. But it has steadily increased during2001 through 2004. Wallboard production in the United States increased about 8.6 percent in 2004 from 2003. Following several years of a “building boom” of new wallboard plants and the expansion of the manufacturing capacity of several existing plants, 2004 was a relatively quiet year. However, several new plants and capacity expansions were announced or are in progress during 2004.

Jan 1, 2005

By M. J. Gula, S. S. Xue, E. P. Horwitz, J. T. Harvey

A study has been conducted to control iron in copper electrolyte streams using Eichrom Industries’s new Monophosphonic /sulphonic acid resin. The resin strongly and selectively extracts ferric ion over copper and cobalt from highly acidic copper electrolytes. The resin has a loading capacity of 27 g/L of iron and can be readily regenerated. In addition, the new resin can be easily synthesized using commercially available starting materials. This paper presents the experimental results for iron control in copper electrolyte streams using the new resin and discusses its potential applications to other hydro-metallurgical streams.

Jan 1, 2000

The 18th annual American Mining Hall of Fame Awards Banquet sponsored by the Mining Foundation of the Southwest will be held on Saturday, Dec. 2, 2000 at The Westin La Paloma in Tucson, AZ. The 2000 inductee, guest of honor and featured speaker at the banquet will be Ronald C. Cambre, chairman and chief executive officer of Newmont Mining. He will be honored for his role in positioning Newmont as an innovative and key player in the gold mining industry.

Jan 1, 2000

By Verya Nasri

The Silver Line Phase III Project is the final one mile underground segment of the new Bus Rapid Transit in downtown Boston. The project is expected to significantly reduce existing and anticipated traffic congestion. The twin one-lane tunnels and two station platforms will be built by NATM in Boston saturated soft clay, sand and till layers in proximity to several historical buildings, underpinning two existing cut and cover subway stations and several major utilities in densely built urban area. This paper presents the analysis and design of the NATM tunnels and stations detailing the excavation sequence and support system and various ground improvement and pre-support techniques used in the preliminary and final design of the project

By A. K. Dikshit, H. R. Murty, S. K. Gupta

This paper deals with the development of environment performance indicators (EPIs) for the steel industry. Environmental performance has become one of the key measures of business success. Emergence of continuing pressure from customers, employees, government and NGOs for environmental performance evaluation (EPE) of industries has led to evolve a framework for the development of sector specific environmental performance indicators. EPIs can be used by steel industry for assessing the continual improvement in environmental perfromance, selecting various eco-friendly options, benchmarking, environmental reporting, technology assessment and dissemination, evaluating environmental impacts and building EPIs based environmental management systems. The objective of this paper is to develop EPIs for steel industry and provide framework for development of environmental performance indicators based environmental management system and its integration with the overall management system. An indepth discussion has been presented concerning identification of EPIs, eavaluation of significance of EPIs, their prioritization and its integration with Environmental Management Systems. A new methodology has been proposed for implementing EPIs based environmental management systems . The material presented is derived in part from PhD studies of Rajesh Kumar Singh.

Jan 1, 2005

By J. B. Gwiazda

S. Budirsky J.B. Gwiazda's article deals with an interesting problem that has not been studied thoroughly up to now. Gwiazda has proposed a technical solution that eliminates horizontal load imposed by the supports on the roof. That load is due to a discrepancy between the trajectories of the canopy and the overlying strata. It is true that the improved lemniscate guidance system proposed by Gwiazda could eliminate the horizontal load but, on the other hand, it would represent a higher cost of the supports, and it would complicate the already complicated mechanism of powered supports. That is why we must be convinced that the proposed improvement is actually needed. From that point of view, the following questions should be elucidated. As shown in Fig. 1, the point 0 travels along the curve a, which produces horizontal load on the roof in the direction of the coal face. As stated by Gwiazda, "such a high load is capable of destroying the roof above the support, causing rock debris to be scattered around the face." The results of our measurements carried out in coal mines of the Czechoslovak part of the Upper Silesian Coal Basin show that the convergence in the modern type of powered supports does not exceed several millimeters (not more than 10) per hour. Similar conclusions were drawn from field measurements performed in the Polish part of the Upper Silesian Coal Basin (see S. Romanowicz and H. Szopka in Proceedings, Scientific and Technical Symposium Simmex'85, Katowice, Poland, pp. 73-83). The small vertical closure of the supports also induces a small horizontal displacement of the canopy. In addition to this, the transmission of forces between the roof and the canopy is influenced by the layer of debris on it, i.e., the canopy slides without imposing a greater horizontal load on the roof. This was deduced from field measurements of Voest-Alpine F 4/4500 powered supports equipped with rams instead of the common front lemniscate links (denoted as 1 in Fig. 5). In these supports, the pressurizing of the space of piston rod (1a in Fig. 5) causes the rams to close, which induces horizontal load on the roof in a direction toward the coal face. After the setting of a support unit, the pressure in the piston rod space was found to drop, frequently to zero, because the small horizontal sliding between the canopy and the debris or inside the debris caused the horizontal reaction from the roof to fall to zero, although the debris were pressurized by vertical setting load. As a consequence, there was no horizontal load imposed by the canopy on the roof. A rise of the horizontal load was recorded only after the passage of the shearer and during lowering of the adjacent units. Thorough information on the results of the aforementioned field measurement is given in the paper, "Analysis of the performance of shield powered supports installed in a thick seam," published in Mechanizacja i automatyzacja gornictwa, 1982, No. 12, pp. 38-46. An English translation of the paper is available from the author. We have deduced from our observations that horizontal load imposed by the canopy on the roof in the direction toward the coal face is useful for roof control because it limits the displacement of the immediate roof toward the gob particularly during the rise working. We came to the conclusion that horizontal load on the roof toward the coal face should be induced on purpose. Could Mr. Gwiazda prove with the results of field measurements his contrary opinion? Has the small horizontal displacement of the canopy toward the face actually had an adverse effect on the roof? As shown in Fig. 2, during the setting of a support unit, the canopy imposes a horizontal load on the roof in the direction of the gob. In this case, I share Gwiazda's opinion that the horizontal load could have an adverse effect on the roof. Nevertheless, two important circumstances were neglected - the horizontal compliance of the supports and the interaction of adjacent units. The question of the compliance was analyzed precisely by I. Krumnacker in Gluckauf-Forschungshefte, 1984, No. 5, pp. 219-223. He found that due to the clearance between the hinge pins and the eyes of the sheild and due to the elasticity of the steel structure,

Jan 1, 1987

By D. Mohapatra

The possibility of using 2,2,4-trimethyl-1,3-pentanediol dissolved in tetrachloromethane as extractant for boron recovery is discussed. The parameters optimized for this purpose are contact time, boron concentration in the aqueous phase, extractant concentration, equilibrium pH and phase ratio. NaOH is used as stripping agent for boron recovery from the loaded organic phase. Boron extraction is found to be a slow process (equilibrium time 20 minutes) compared to boron stripping, which is reasonably fast (equilibrium time 5 min). Maximum boron extraction is possible at a broad pH range from 1.0 to 6.0. Using 1.0M extractant concentration, a 1:1 phase ratio (organic: aqueous) and two stages, ~99% boron extraction is achieved. More than 97% boron stripping is possible using 0.5M NaOH at a 1:1 (organic: aqueous) phase ratio in two stages. Overall, a 95.6% boron recovery was achieved. Loss of solvent into the aqueous phase and co-extraction of Ca, Na and K into the organic phase at higher equilibrium pH are two major concerns in his process.

Jan 1, 2008

By William R. Yernberg

The combined 80th Annual Minnesota Section of SME Meeting and 68th Annual University of Minnesota Mining Symposium was held April 17 and 18, 2007, in Duluth, MN. About 350 mining industry professionals attended the conference, including engineers, executives, mining managers and suppliers from the United States, Canada, Australia, Finland and Brazil. This year’s theme was “Consolidation – Growth – Technology.” The 80th Annual Minnesota Section of SME meeting included concurrent technical papers sessions, a keynote session that featured two distinguished speakers and a general managers session in which taconite mine operators provided updates on their operations. The Minnesota Section meeting also offered an SME short course titled “Control the Feed, Control the Mill.” More than 50 individuals at-tended the short course.

Jan 1, 2007