Search Documents

By Raja P. Upadhyay

An evaluation of the economics of mining the deep, thick oil shale deposits of the central portion of the Piceance Creek basin, Colorado, U.S.A. is presented in this paper. For the analysis, a modified large scale underground mining system developed by Cameron Engineers, Inc. and the Gas Combustion retorting process developed by the U.S. Bureau of Mines were used to determine capital investment and annual operating costs. A modified risk analysis computer program was then used to calculate DCFROI’s for various grades of oil shale and selling prices of partially refined shale oil. Sensitivity analyses were performed to quantify the affect of bonus bid payments, operating costs, capital investment, and all costs on DCFROI. In addition, a probabilistic evaluation was made to determine the risk involved in obtaining desired rates of return. Results of the economic evaluation indicate that for current selling prices of crude oil a high risk is involved in obtaining a DCFROI of 15%, unless only higher grades of oil shale are mined. However, mining only the higher grade oil shales, 125 l/mt (30 gpt) and above, would effectively reduce the potentially mineable resources by 90%. Risk can also be reduced through higher selling prices of shale oil. Sensitivity analyses indicate that the capital investment has a three times greater effect on required selling price than total operating costs.

Jan 1, 1977

By F. F. Aplan

Pollution control will be of utmost importance in the 1970's. In this area, the mineral process engineer has a special competence to understand and remedy many pollution situations. There is an old adage that goes, "Build a better mouse- trap and the world will beat a path to your door." Would that it were so, but the reality of the situation is such that, just as a supplier must sell his machine, a professional man must sell his competence. It is a sad but true fact that mineral processing engineers have not done a very good job in selling their extensive competence in the control of a broad range of pollution problems. Recently one of our students visited a paper pulp mill where he was shown a foam fractionator used to remove paper pulp fibers from plant discharge waters. "Foam fractionator hell, that's a flotation cell!'' was his comment. Ah so, it would appear that large numbers of technical people consider themselves experts on "foam fractionation" Or is it that we have been very remiss in demonstrating the usefulness of our equipment and processes and our professional competence to solve, these pollution problems?

Jan 1, 1970

By S. H. Ash

lowest fatal injury rate in history conferences stress selling worker on safety international safety conference beneficial

Jan 2, 1951

One of our members, in Colombia, has written the following interesting account of his experience in trying to remit his dues to the Institute. "Last year I was away at the end of the year and on my return I was unable to obtain a draft in Honda until April, I believe. To avoid delay this year I remitted cash, early in January, to a friend in Bogota who I imagined could sell or procure for me various small drafts to cover my annual subscriptions. After many weeks' delay, I was informed that he could not get them for me and was remitting the cash to Honda where they were obtainable. After another long delay, I was informed that no one in Honda would sell drafts or checks for small amounts. Eventually I found a friend who was willing to oblige me in the matter and at once forwarded the amount."

Jan 8, 1919

By Thomas J. Almy

The Ontario croppings were struck July 19th, 1872, by Herman Budden, who, together with his partners, at once began to prospect their claim. Within five weeks their development work enabled them to sell it for $30,000 to R. C. Chambers, who represented the

Jan 1, 1888

By Norman F. Patton

The subject assigned is so broad that thorough discussion is well-nigh impossible within the space allotted, and further, few specific data are available upon which to predicate conclusions concerning the efficiency of present methods of distributing anthracite. This paper treats briefly the various agencies through which both primary and secondary distribution are effected, the methods of transportation and the general interrelation of production, demand, inventories and price. Avenues of Distribution Three distinct types of primary distribution are common in the marketing of anthracite. First, though not most important, is the sale by the producer, or operator, direct to the consumer. These sales, other than to employees and the local trade, are generally confined to steam sizes for industrial uses, and are consigned to the sidings or docks of the consumer. Sales of this type often are so closely priced to compete with oil and bituminous that the addition of even a small dealer's margin is sufficient to increase the cost to the point where the business might be lost. Second, the operator sells to a wholesaler or broker for subsequent resale, either to a retail dealer for clearance through his yard or direct to large consumers. Usually this method of distribution is employed by the smaller operators, who do not find it economically feasible to maintain extensive sales organizations. In most instances, the wholesaler retains some 5 per cent for his services, paid, of course, by the producing company whose anthracite he handles. He may, and frequently does, handle the output of several different companies, suited to the varying needs of the different communities he serves. His business includes all sizes of anthracite. The third, and by far the most general method, consists in selling to retail dealers, shipments being made direct from the breakers to the yards of the dealers. In large consuming areas, such as the metropolitan districts of New York or Philadelphia, one operator may sell to several

Jan 1, 1936

By Norman F. Patton

The subject assigned is so broad that thorough discussion is well-nigh impossible within the space allotted, and further, few specific data are available upon which to predicate conclusions concerning the efficiency of present methods of distributing anthracite. This paper treats briefly the various agencies through which both primary and secondary distribution are effected, the methods of transportation and the general interrelation of production, demand, inventories and price. Avenues of Distribution Three distinct types of primary distribution are common in the marketing of anthracite. First, though not most important, is the sale by the producer, or operator, direct to the consumer. These sales, other than to employees and the local trade, are generally confined to steam sizes for industrial uses, and are consigned to the sidings or docks of the consumer. Sales of this type often are so closely priced to compete with oil and bituminous that the addition of even a small dealer's margin is sufficient to increase the cost to the point where the business might be lost. Second, the operator sells to a wholesaler or broker for subsequent resale, either to a retail dealer for clearance through his yard or direct to large consumers. Usually this method of distribution is employed by the smaller operators, who do not find it economically feasible to maintain extensive sales organizations. In most instances, the wholesaler retains some 5 per cent for his services, paid, of course, by the producing company whose anthracite he handles. He may, and frequently does, handle the output of several different companies, suited to the varying needs of the different communities he serves. His business includes all sizes of anthracite. The third, and by far the most general method, consists in selling to retail dealers, shipments being made direct from the breakers to the yards of the dealers. In large consuming areas, such as the metropolitan districts of New York or Philadelphia, one operator may sell to several

Jan 1, 1936

By Oliver Bowles

THE ADVERSE CONDITIONS that have gripped industry during recent years have to some extent submerged technical developments under the more pressing demands of economic problems. Progressive operators, nevertheless, have given attention to improvements in processes and equipment even when sales were at a low ebb. The array of facts relating to technical advancement here presented, although doubtless incomplete, is sufficient to indicate that the spirit of inquiry and research has not been quenched by adversity. During the latter part of 1933 a new element has focused interest more fully on improved methods of quarrying, mining, and preparation of nonmetallic minerals. Codes established under the NRA have fixed minimum wages, reduced working hours, and tended to establish selling prices .on a basis of reasonable profit. Labor adjustments will in many instances increase the cost of production, and stabilization of selling prices will tend to emphasize quality and service rather than price as sales arguments. These new conditions point to a growing necessity for improving technique in the interest of reducing cost of production and improving the quality of products. Thus, technology is linked with economics more firmly than ever.

Jan 1, 1934

By AIME AIME

Do you Possess, or Can you Obtain; and Will you Give, or Sell, to the Institute Library Early Volumes of the following Proceedings and Journals? American Chemical Society. American Foundrymen's Association. Australian Mining Standard. Chemical Society of London. Deutsche Chemische Gesellschaft. The Foundry. New Zealand Mines Record. Queensland Government Mining Journal. La Revue Universelle des Mines.

Jan 9, 1907

EUGENE McAULIFFE, * St. Louis, Mo.-The method employed by the Engineer's Committee in arriving at a proper selling price for coal and coke represents hard painstaking effort based on a thoroughly scientific foundation; and the United States Fuel Administration can well point with pride to the work of this committee. The results so obtained placed

Jan 12, 1918

INDEX TO TRANSACTIONS After a delay of many months, which is very much regretted, but which, it is hoped, will be one means of insuring a volume of accuracy where accuracy is very important, the Institute now has for distribution copies of the index of Volumes XXXVI to LV, inclusive. This is more than a mere index off names of authors and titles of papers. Every important topic under consideration by author or discusser is introduced under such key-word as will enable an engineer to locate the desired information with the minimum expenditure of time. This index sells for $5* in half morocco binding and $4*. in paper covers. With the index of Volumes II to XXXV (which sells for $5 in half morocco and $4 in paper covers), it forms a complete index of the first fifty-five volumes of the Institute's Transactions. These collective indexes are very valuable to members of the Institute, enabling them to look up matters in their own library; if they have the volumes to which the indexes refer, they can get the information at once, and, if not, they can readily determine whether or not a visit to a nearby public library is desirable.

Jan 7, 1918

By Samuel H. Dolbear

THE value of a mine is basically dependent on its capacity to yield profits. Since the ore must be mined, treated, and sold, some of it in various future years, there is a risk involved as to future costs, selling price, and working conditions. It cannot be expected that the economic condition existing at the time of valuation will continue unchanged for long periods in the future.

Jan 9, 1953

By Salinger, Herbert

WITH the large amount of metallurgical re- search work now being done and the constant effort of the engineer to effect economies of operation, I think it is a safe prediction that the next few years will see a great change in the handling of mine products. The well-managed mine, with sufficient ore reserves to warrant the necessary plants, will increasingly call upon the metallurgist and chemist for the solution of its problems. Shipping sorted ore or concentrate to the nearest smelter will not be the course followed. From ore to metal, or at least to a product directly salable to the consumer, will be the practice followed. As a consequence, mine managers will be increasingly interested in metal trade problems. By metal trade I mean the buying, selling, shipping, handling, and all the practices, forms and customs that go to make up the trade.

Jan 1, 1928

By Clinton H. Crane

IN October, 1925, J. R. Finlay delivered an address entitled, "The Future Price of Lead." Lead was then selling at 8.85c. and Mr. Finlay and most of the rest of us were concerned about the shortage. Now, a little more than six years after, lead is selling for 3.55c., and nobody is worrying about the difficulty of getting plenty of it. For 1931 the U. S. G. S. reports United States produc¬tion as 390,000 tons of recoverable lead in ore. Our estimate is slightly higher than this; nearer 400,000 tons. This is the smallest production since 1911 and 1912, but in spite of this, stocks for the year-have increased nearly 50,000 tons. Our estimate for the production outside the United States is 1,120,000 tons, or more than double the production of either 1920 or 1921, and 30 per cent more than in 1913. Stocks abroad probably have not increased more than stocks in the United States. In other words, foreign consumption is double what it was in 1.920-21, whereas domestic consumption is substantially less. It looks as if Mr. Krueger, president of the Swedish match trust, was right when he said that "This country had better stop worrying about Europe and think a little bit more about its own affairs."

Jan 1, 1932

By James L. Poole

INTRODUCTION Companies in the mining industry are subjected at times to currency exchange rate risks and interest rate risks. The former occurs any time a firm deals in more than one currency. The latter occurs anytime a firm is financing itself with borrowings that have a floating interest rate (although a fixed rate can be a problem at times). FOREIGN EXCHANGE RISKS There are two general reasons why exchange rate risks (FX risk) can occur: First, a firm may be building a mine or plant in another country where financing for the plan is denominated in funds other than the country hosting the plant. For example, if a Canadian firm is building a smelter in another country which is being financed with Canadian dollars, the C$100 million for labor, which must be paid in the local currency, has subjected the firm to a C$100 million FX exposure risk. If after the cost estimates were made the local currency appreciates 30% against the Canadian dollar, the cost of labor has increased to C$130 million. (Of course, the local currency could also devalue during this period making the labor cost component less than estimated.) The other reason exchange rate risk arises is due to the fact that the costs of production in one country producing minerals may be incurred in one currency while the production is sold in another currency, such as coal being exported from Canada to Japan under contracts denominated in Yen. In this example, the Canadian firm is exporting coal to Japan and being paid in yen in 30 days at a contract price of 100 Y per ton. Furthermore, assume that the mining firm anticipates a depreciation of the yen against the Canadian dollar of 5% in the next 30 days. Therefore, the mining firm stands to lose 5% of the value of its shipment in a month's time not including carrying costs. In both cases, the mining company risks an adverse change in the exchange rate, that is, the currency the company holds may decrease in value relative to the other currency. There are a number of ways to mitigate the exposure to foreign exchange which can be utilized by the mining company. Optimally, a company should try to match all their inflows and all their outflows in the same currency. For example, if a Canadian firm has mining costs and debt service costs both denominated in Canadian dollars then 100% of their receipts would need to be in Canadian dollars. If a Canadian firm has 70% of its cash outflows in Canadian dollars and 30% of its cash outflow in American dollars in the form of a loan amortization then their receipts would need to be 70% in Canadian dollars and 30% in U.S. dollars. This general principle of matching cash receipts and cash costs in the same currency works fine in a perfect world but what of the real world when these cannot be matched? In actual practice, however, the financial markets have developed a number of ways in which foreign exchange risks can he managed or reduced. FORWARD MARKETS One method is to use the forward markets which are made on a world-wide basis by the commerical banks for foreign exchange. If a firm wanted to lock in the current exchange rate for the receipt of a foreign currency at some point in the future, they could do so by contracting on the forward market with a bank selling that foreign currency at the current rate at the future date. For example, assume that a Canadian firm is exporting coal to Japan which would pay yen in 90 days. If a firm wanted to lock in today's exchange rate they could contract with a bank to sell on the forward market yen in 90 days. When the yen was received the contract would be executed by selling the yen to the bank and receiving the previously agreed upon number of Canadian dollars. Generally speaking, the forward market can be used to sell forward about 12 months. The costs of selling (or buying) forward

Jan 1, 1985

By William Hilliard

IN any manufacturing business, it is of vital importance that the management should know the exact cost of the units of production. Without such knowledge, a company can sell blindly in the open market, obtaining the best prices it can in competition with other firms, and manage perhaps to continue in business for a time; but at any moment, and especially in a period of falling prices, such a firm is at a loss to know exactly at what point it can sell at a profit and exactly how much it is losing per unit if it sells below that point. Furthermore, it is necessary not simply to know the exact total cost per unit, but to know definitely all the different-factors which enter into that cost. A firm manufacturing pocket knives had been doing a profitable business for many years when it began to earn smaller and smaller profits, until there was scarcely any profit at all being realized. Being unable to determine exactly what its future policy should be, it called in experts who studied the past records carefully and followed out for a period a better cost, system. Investigation then showed that on several different kinds of knives in common use, a small profit per unit was being made. On a number of special kinds of knives, of which the firm was very proud, it had been forced to cut prices under the pressure of outside competition and had believed that a small profit per unit was still being made on that product, while a detailed cost analysis showed that a loss was being incurred on each knife of that kind produced. It then became clear that the company must either give up the special line and concentrate wholly on the cheaper knives and extend their sales to territory not yet developed; or expand its plant and produce more of the higher grade knives and thus lower the cost per unit enough to make money on the higher grade knives also, if conditions warranted such expansion. Investigation revealed that the market for large quantities of the high-grade -knives was decidedly uncertain and that the most promising move would be to manufacture only the less expensive knives on a larger scale. That plan was carried out and the concern began again to make a better profit.

Jan 1, 1932

By Moshe Sheinkin, Burke O. Trafton

This paper describes the use of a computer in analyzing the expected return on a mining venture. The computer program is designed to incorporate all aspects of a mining project, including the mine, mill, smelter, and refinery. Data input may consist of the operating variables in each phase such as the mining rate, grades, reserves at the mine, and the technical operating characteristics of the mine, mill, smelter, and refinery. Detailed tax computations are shown for a domestic operating company, for a foreign company and for a foreign subsidiary. In addition, the use of the various options that are available such as expense write-offs or deferments to create tax credits during preproduction years are considered, and its effect on the DCF. The program is also constructed to accommodate changes in metal prices, and escalation of capital requirements and operating costs. Output consists of profit and loss statements for entire projects using different methods of depreciation, cash flows, discounted cash flows, net present value and returns on investment. Returns on investment are computed for equity investment, total investment, and total investment less tax credits. Allowances are made for bank and guaranteed loans. Additional financial statements can be made for the following: a) A mine-mill segment with a concentrate selling schedule b) A mine-mill-smelter complex with a smelter product selling schedule c) Profitability of the smelter separately d) Profitability of the refinery separately

Jan 1, 1969

By H. Foster Bain

(San Francisco Meeting, October, 1911.) [SECRETARY'S NOTE.-This paper, presented in oral abstract, at the San Francisco meeting, was not at first supposed by Mr. Bain to be required for publication in the Transactions; and the excursion to Japan, in which he took part, immediately after the San Francisco meeting, delayed his presentation of the manuscript. After his return to San Francisco, Mr. Bain, in view of the importance of his paper and its discussion, kindly furnished it in full. The delay in its publication (since it was received in April last) has been due, partly to the circumstance that other contributions had meanwhile acquired the "right of way," and partly to the consideration that, the situation contemplated in Mr. Bain's paper having remained practically unchanged, the paper and its discussion would not lose force or timeliness by this lapse of time.-J. S.] No acute observer of public affairs can have failed to observe a growing disposition on the part of the public to change emphasis in government from political equality to social justice. When our own government was founded it was felt to be sufficient to secure to each individual the fullest possible freedom of opportunity, and such a scheme was excellently adapted to the rapid development of a large territory having a small population. As the number of people in a given area increases, there are more points of contact and conflict; each must move in a smaller orbit, and there must be more regulation. Germany is making faster progress in industry than is any other country. The principal reason is the insistence there on team-play. In Germany there are fewer multimillionaires and more socialists (spelled with either a big or little " S ") than in any other of the leading countries; but Germany wins trade and is steadily improving the conditions of life for her citizens. To some, the change from the freest individualism is welcome; to others it is intensely unacceptable. To this fundamental difference in view-point may be imputed much of the vigor with which the controversy regarding coal-lands has been waged. That present conditions in Alaskan coal-fields are extremely unsatisfactory is generally recognized, but there are wide dif-

Aug 1, 1912

By Carroll C. Bailey, William F. Boericke

Mine financing, or providing adequate capital for developing and bringing a mining property into production, is an essential requirement for a successful operation. Today it presents a different picture than even twenty-five years ago. The day appears to be gone when a mining property could pay its own way from grass roots to production. The country has been quite thoroughly combed for surface showings from which sufficient initial profit could be immediately garnered to pay for further development and production facilities. The four M's for success in mining-mineral, market, management, and money-are still essential; but doubled or tripled wage costs and steep advances in cost of equipment and supplies throw increased emphasis on adequate capital funds for bringing in a prospect and making it a producer. Consequently, the old picturesque, although seldom rewarding, grub- staking procedure where a single venturesome citizen might advance funds to a prospector on a fifty-fifty basis for whatever discovery he might find, has largely disappeared. Its place, to some degree, has been taken by the small syndicate of venturesome members who band together for furnishing funds to a group of prospectors for the same general purposes. Such a syndicate has a definite organization and is usually assured of sufficient initial funds, or flow of funds, to carry on work for several years. It is headed by an engineer-promoter who has had considerable field experience as well as personal knowledge of his prospecting crews. For the owner of a potential mining property who has ample capital, the problem is to determine (1) justification for the necessary investment in exploration and development, and (2) the economics of the enterprise as to size and degree of integration of the final operating entity. If the owner of such a property has little or no capital, he also faces these same basic problems but, in addition, must be able to present the findings of fact and persuade the prospective investor that the enterprise will produce

Jan 1, 1959

By Thomas T. Read

THE benefits derived from stabilization of industry that might possibly be attained through some scheme of centralized economic planning have been much discussed of recent months, and opinions on the subject range from those who believe that some agency like the War Industries Board would be practicable to create and wholly beneficial in effects, to those who are equally convinced that none of the suggestions so far advanced are at all practicable, or likely to be productive of more of good than of evil. The discussion has been on the general topic, but-many of those who have written or spoken on it have introduced economic problems of the pinera1 industry; for example, Newton D. Baker, who referred to the coal industry in his address on economic planning at the Williamstown Institute of Politics on July 31, and then went on to say, "Industrial progress is made by the development of new things, but new things upset the equilibrium of any plan. Who could have planned the industrial effects of the development of the railroads, or the economic changes which you have seen attend the development of the internal combustion engine. Obviously, unless we are prepared to put world economics in a strait-jacket and, like the encyclopedists, write its full history on the theory that further progress is impossible, no such plan could be made for nations which are forging ahead as is entirely rational for nations which are still catching up."

Jan 1, 1931