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By G. Robson

"From monitoring gas levels and air quality in coal mines to protection from collisions for large vehicles at mine sites, SICK offers a wide range of sensors and systems to improve safety and to monitor potentially dangerous situations. SICK offers solutions for the analysis and monitoring of underground coal mining atmospheres. These systems supply the coal mine operator valuable safety and ventilation information, as well as data which identify and monitors atmospheres of those production areas within the mine which may or may not be worked, such as Goafs and sealed areas. Underground coal mines contain dangerous gases, which must be monitored and controlled in order to allow productive mining operations to take place and to minimize the risk of explosion. Underground mines are a potentially dangerous place for mine workers. These are the main reasons for using Tube bundle systems SICK has had great success in selling these systems into the Australian and New Zealand Markets and this is helped by the strong drive for mine safety from both the Mine Owners and the Regulatory bodies charged with the responsibility of ensuring Mine Regulations are met. The Australian mining industry uses Tube Bundle Systems at almost all underground sites, even after mining has ceases and the mine is placed in care and maintenance. Sick has been working in international markets for some time now but has had limited success in selling Tube bundle Systems to these markets. However in recent times there has been raised interest in Tube Bundle from China, India and Turkey as these countries strive to improve mine productivity and lessen the risk of explosion or Spontaneous Combustion. Our lack of penetration into International Coal markets has been very much based on the perceived cost of the system, not the benefits to safety and productivity. Unless a mine has had an event such as spon com or a Methane explosion they rarely consider the very low level measurement capability (20 PPM CO & 100 PPM CH4) or the long term trending benefits of the Tube Bundle system. It is only after a catastrophic event the System is considered. Real Time or electrochemical Sensors are commonly used to monitor the Mine Atmosphere, the real problems of methane build up or potential Spon Com in Goafs and sealed areas cannot be monitored using Real Time Sensors as the electrochemical cell deteriorates after approx. 12 months and in sealed areas these cells cannot be maintained or replaced. Whilst the Technique of Tube Bundle Systems is quite old SICK have spent many years redesigning the Tube Bundle System into a cost effective and real value for money product. The system uses state of the art sampling and highly accurate Infra-Red wide Spectrum Analysers."

Jan 1, 2016

By J. W. Gunnett

Abstract. The Surface Mining Control and Reclamation Act of 1977 (PL-95-87), Section 522, establishes requirements for state regulatory authorities to designate lands unsuitable for all or certain types of surface coal mining. Any party having an interest in an area that may be affected can petition for it to be designated unsuitable for mining. Section 522 could present major obstacles to the mining industry by typing up an area in an endless round of petitions. The program under development for Kentucky is examined and analyzed as an example for determining the hidden impacts of Section 522.

Jan 1, 1980

By Robert Smith

Deposits are global, said Barrick Gold's Smith. This means that the mineral industry, by necessity, is global. "Manufacturers have considerable freedom to decide exactly where they wish to produce whatever it is that they sell," he said. "What we sell, on the other hand, must be produced where nature chose to lay it down. The question is not so much, whether to go global, as when to do it and how to go about it." The timing of international expansion depends on external factors, often political, Smith said, and on internal ones that relate to the company's size and stage of development. "In deciding how to expand, a company is largely deciding how to adapt its existing business strategy to activity on the world stage," he said Barrick entered 1997 with 1.58 kt (51 million oz) of reserves, Smith said, annual production of 93.3 t (3 mil- lion oz) and cash flow of $463 million. Reserves in- creased 40% in 1996 and production will begin to rise again significantly in 1999. "We believe our fundamental strategy is responsible for our early development and subsequent success," he said. Barrick entered the gold-mining industry in 1983. Its corporate mandate was to create shareholder value, Smith said. From the beginning, the company took a different approach - businesslike, entrepreneurial, strategic and focused. "Many mining companies start out with a technical team and develop business and financial expertise thereafter," Smith said. "In 1983, Barrick had the business people, and then moved into mining." First, it acquired part interest in two small operations, one in Alaska and one in Ontario. Then, in 1984, it merged with Camflo Mines, which operated a low-cost underground operation in Quebec.

Jan 1, 1997

By E. B. Graves

I have been asked to talk to you this morning about phosphate marketing and distribution. In discussing this I will attempt to answer such questions as: What is phosphate? Where do we get it? What form is it and how do we sell it? How do we distribute it? How is it applied? And last, but not least, What about the future? To start with, phosphate is one of the three primary plant nutrients. It is the element essential for root structure of plants. Plants, like humans, need a balanced diet. Thus, the amount of phosphate required by individual plants is, in part, related to how much of the other nutrients are used. Virtually all soils contain a certain amount of available phosphates. Back at the turn of the century the most common source of additional plant nutrient, including phosphates, was from cattle manure. The use of chemical fertilizers is something that has grown significantly during the last half century, and in particular, the last 20 years.

Jan 1, 1977

By H. H. Murray

In the past thirty years, there have been a large number of ownership changes in the industrial minerals arena and many medium to large companies have made industrial mineral acquisitions. Industrial minerals are exceedingly important to the achievement and maintenance of a high standard of living in the United States and in other developed countries. In the developed countries of the world the value of industrial minerals exceeds the values of the metallic minerals. In the U.S., the value of our industrial minerals is some 2 112 times that of the value of our metallic minerals. Almost every single thing we use or touch in our daily lives can be related to an industrial mineral. Examples are the construction industry, agriculture, ceramics, paper, paint, plastics, electronics, glass, petroleum, and many more in which an industrial mineral or minerals playa functional role. Industrial minerals are exceedingly diverse in their values, properties, and applications. Sand and gravel is an example of an essential industrial mineral commodity which has a low price but moves in very high volumes. Geographic location of this commodity is critical because of transportation costs. High calcium limestone or marble has a moderately high price particularly if it is white enough for use as a pigment or extender. This moves in moderately high tonnages and location is not as critical be-cause it can be shipped for considerable distances and still be competitive. Some specialty industrial minerals such as a white tale or white bentonite sells at a high price at low volumes and geographic location is not a major factor in marketing. Prices of industrial minerals do not tend to be cyclic and generally keep up with inflationary increases. Because of the diversity of industrial minerals very careful analyses of acquisitions or divestitures must be undertaken by buyers and/or sellers in order to prevent serious mistakes.

Jan 1, 1994

By Paul B. Queneau

Formulation and commercial utilization of solid-waste incinerator slag by-product is the focus of this paper. Particular attention is given to iron aluminosilicate melts having compositions similar to that of nature's basalt The earth?s crust can be viewed as an environmental laboratory for predicting stability of various silicates; small-scale laboratory experiments are necessary to confirm findings there from. An ideal slag consumes flux additives at acceptable cost, is compatible with furnace refractory, flows readily from the furnace, and has physical properties suitable for its commercial utilization -all within the critical constraint that the slag is environmentally stable. Examples of successful solid waste slagging practice, including tonnage, utilization and pricing, are provided from metallurgical and waste treatment operations of North America. Western Europe and Japan.

Jan 1, 1991

By R. J. Sweigard

The effects of postmining land use planning are addressed in this paper. These effects may include savings in reclamation costs and increased value of reclaimed land. However, this may result in greater planning costs and possible delays in production. Therefore, an economic analysis was undertaken in an effort to determine the importance of each potential result and to quantify the overall economic impact of postmining land use planning. A discounted cash flow analysis was performed using a surface mine cost model to analyze the sensitivity of selling price to changes in various postmining land use planning parameters. As a result of this analysis it was determined that the profitability of a project is most sensitive to delays in production, particularly, if the delay occurs after major investments have been made. Many methods have been proposed for evaluating postmining land use alternatives (Sweigard and Ramani, 1981). Both quantitative methods, such as benefit-cost analysis (Brock and Brooks, 1968), and nonquantitative methods have been proposed. The application of one specific analytical method is pursued in this paper.

Jan 1, 1985

By B. A. Massey

Sooner or later, we'll encounter a subordinate, peer, or boss that will test our management skills to the limit. The chances are good that our formal educations have not fully prepared us to effectively handle the situation, and through trial-by-fire, we have learned that the management of people is often as much an art as it is a science. Assertiveness - as opposed to agressiveness - is basically positive persuation. Assertive management techniques can help combine the art and science of managment to sell ideas, accomplish goals, direct the workforce, and generally promote the corporate - as well as our own - objectives

Jan 1, 1986

By J. M. Christian

Silver has been a much maligned metal in recent years. In the last three and a half years the price has fallen from around US$7.00 -$7.80 to as low as $3.50 this spring. It has consistently under-performed most other precious metals in the past few years, and has fallen to its lowest levels since the late 1940s in inflation-adjusted terms. Perhaps this is beginning to change. Since April, silver prices have outperformed gold and platinum. While this may continue in the years ahead, key questions remain regarding the pace and timing of any future silver price advances. I want to talk about the supply and demand factors that have led silver to its recent position. Also, I will outline a possible path for silver supply, demand, and prices for the next several years. Before I dive into my discussion of the silver market, allow me to explain who I am. One of the points we always make to clients early in a relationship is that, when you are listening to someone's opinions, you always must remember who it is you are listening to, and why he might be saying whatever it is he wants you to hear. So often, people take opinions from brokers, traders, or investment advisors as gospel truth, never stopping to ask themselves two key questions: Is there any reason to believe that this person knows what he is talking about, and, second, is he trying to sell me something, in telling me this.

Jan 1, 1992

By T. Peter Philip, Erich U. Petersen, William J. Tafuri, Donald M. Hausen, Douglas N. Halbe

Scarcely a month goes by that I or someone else at Newmont Mining or Newmont Gold isn't asked to give a talk on the topic I was asked to discuss today. Investors, financial analysts, geologists, metallurgists, even our government--everybody wants to know what the future holds for gold mining. Well, you're not going to get exactly what you asked for. Today, I'm prepared to focus primarily not on what the future will bring to us, but rather on what the future will demand from us. More than that, I cannot undertake because it isn't within my scope to predict how wise and resourceful everyone in our industry will be in the future. What our future will hold, as I see it, will depend on our--and our colleagues'-- responses to these very real demands. Three critical issues stand out in my mind as to what the future will demand of us in the gold mining industry. And these demands will be for: 1. The very greatest of technical expertise and innovation. 2. The highest order of environmental sensitivity and timely accommodation. 3. Planning, planning and more planning. All of these flow inexorably today from the traditional objective of any mining company--or any company in any business, and that is, to make money. Nothing as I see it, should be undertaken by a geologist, metallurgist or even an environmental department, unless the exercises will enhance profits; and nothing may be ignored which can have consequent damage to the bottom line. Thus, the three issues I've listed for you subordinate themselves to the objective of making money, although at least in the environmental area, it might seem to some that we can only incur additional costs without even a dollar-for-dollar return. I hope to disabuse you today of any such out-of-date notion. Let's tackle the first issue-- Technical Expertise and Innovation. Newmont Gold Company this year is celebrating its 25th anniversary of successful and profitable operations on the Carlin Trend. Carlin in 1961, which is when exploration began on the "Trend" by Newmont, actually may share a lot of similarities with Carlin today. They didn't then know where the gold was and, if they found it, they had one hell of a challenge mining and processing ore at a profit because gold was selling at only $35 an ounce. Today, we know where the current reserves are. But we don't know where our future reserves lie. Furthermore, we don't know exactly how we're going to mine them, and, as everyone here knows too well, we don't know what the optimum metallurgical treatment is, even if we can find and mine them. And all that despite the abundant level of modern experience and skills within the current generation of mining companies, and the fact that, even taking inflation into account, gold sells at a higher price today than in 1965 when Carlin began operations. But, of course, I'm telling you what you already know.

Jan 1, 1990

By Simon D. Strauss

The recession that began in late 1980 has proved to be not only prolonged and severe, but in certain ways unique in its effect on the mineral industries among the periods of economic slowdown experienced in the Western world since the end of World War II. This time almost all minerals have been affected. In previous business turndowns, by contrast, some mineral sectors have with-stood economic adversity well. They experienced little or no adverse effect-thanks either to a strong secular expansion in the markets for their particular product or to specific factors that caused demand to be well maintained. For example, aluminum, molybdenum, and nickel are three metals that enjoyed extraordinary growth in applications during the years 1946-1973. These metals were little affected during the recessions that occurred in that era. Similarly, coal did not suffer a pronounced drop in sales in the 1974-75 turndown because, with the price of oil rising sharply, a switch away from oil and back to coal was clearly indicated for some energy-intensive applications. Oil itself was largely impervious to the ups and downs of the business cycle until very recently. And the precious metals, gold and silver, have often been regarded as benefiting from reduced economic activity because labor becomes more available, productivity rises, and operating costs diminish. In the current recession, however, no major mineral has escaped the broad trend. The secular growth factors that were previously so evident for aluminum, molybdenum, and nickel have disappeared, at least temporarily. The stable pricing behavior that previously characterized all three of these commodities has been replaced by extreme price weakness and apparent inability of the major producers to continue their roles as market leaders. Coal and oil both have suffered from a sharp drop in energy requirements. There are those who now anticipate a collapse of the market control over oil prices so clearly exercised by OPEC since 1973. If oil prices are no longer effectively controlled by the governments of the exporting countries, then coal prices are also certain to be affected. And the combination of high interest rates, tight money, and a change in public perceptions of precious metals put the skid under gold and silver quotations in 1981 and early 1982. Although inflation has been viewed as the scourge of most Western countries ever since the oil crises of 1973-74, prices-in constant dollars-of most minerals have not risen. On the contrary, with the exception of the precious metals and oil, for most minerals the prices that prevailed at the end of 1982 were close to the levels of the Great Depression of the 1930s in constant dollar terms. Table 1 compares prices for copper, lead, zinc, and aluminum at the end of 1982 with the average prices in 1934, stated in constant 1967 dollars. This emphasis on prices for mineral commodities reflects the fact that profits of mining enterprises vary directly with the level of prices. Manufacturing and retailing enterprises march to a different tune. They establish sales prices based on costs. Their profits tend to vary with volume. Commodities are for all practical purposes fungible, that is the advantages of known brands in marketing manufactured goods have little application in a commodity market. Thus the individual seller of minerals is unable to establish his sales prices. Except where a monopoly is present, he must sell at the going market. His option is to abstain from selling if he finds the price unremunerative. In past recessions, some mineral producers chose to do precisely that-either accumulating a substantial share of their output in inventory or, in prolonged downturns, abstaining from production. During the current recession, however, private-sector mining companies did not have the option of accumulating inventories to any great extent. Capital costs for new mineral projects or for expansion of existing facilities have escalated at an alarming rate since the early 1970s. Added to this has been the heavy cost of installing pollution control or safety equipment to comply with the regulations adopted in most industrialized countries (and particularly the United States) since 1968. The consequence has been that the financial position of most major mineral enterprises in mid-1980 was already strained. To finance increased inventories meant incurring additional funded debt at high interest costs, thus impairing the concern's credit rating. Management Choices Private-sector managements have had to face up to the alternative of either continuing to produce at an unchanged rate and marketing output at unremunerative prices or reducing output. The latter has meant either operating at a curtailed rate, with con-

Jan 3, 1983

By D. A. Newman

The accurate prediction of mine profitability is essential for success in the present minerals market as is the ability to quantify the influence/of variations in revenues and costs on cash flow. A menu based spreadsheet template has been developed to determine annual cash flow, maintain depreciation schedules, and estimate labor and operating expenses. Sensitivity analyses may be conducted to determine the effect of productivity upon mining costs and the effect of selling price escalation upon rate of return. The advantage of this approach is that it can be used by a wide variety of professionals without extensive computer experience.

Jan 1, 1988

By Trevor R. Ellis

In this paper a method is presented for estimating the specifications of sandstone-type uranium deposits which will be the minimum that can meet a company's economic requirements for investment. The method interpolates and extrapolates from available cost data for typical mines to provide the costs for a wide range of possible deposits. The range of deposits achieving the company's required discounted cash flow rate of return on investment at an estimated uranium oxide selling price is then calculated, thus giving the complete range of deposits which meet the minimum required specifications. Prospects are then evaluated by comparison with these minimum requirements.

Jan 1, 1979

By K. G. Black

When one's attention moves from the control of a process unit or from the control of a department of similar units, to the control of an entire plant, two things must change. One is the techniques of control, and the other, the goal or purpose of control. The goal is no longer maintaining a certain quality of product or maintaining a particular flow rate through a process unit. The goal becomes economic - how to make the most money out of the plant. The principal control techniques become those of optimizing, rather than regulating. It is quite common to discuss the control of an entire plant in terms of three levels of control l; regulation, supervision, and optimization. Regulation is the control of inputs to a process unit at desired values. This is accomplished by two or three mode analog controllers or DDC loops. The second level of control is the selection of these desired values, e.g., set-points of the regulation controllers. The third level is to make such adjustments or corrections to the supervisory calculations so as to optimize the plant profit. It is immediately evident that supervisory control and optimizing control are intimately related, and a distinct dividing line cannot always be drawn between the two. Some authors prefer to add even more levels such as adaptive control and management information systems, but we believe our point is well made without further division of the functions which are necessary for complete plant control. To accomplish the economic goal, that is, the optimizing (maximizing) of the profit of a mineral processing plant, the plant should ideally be operated as if it were a separate company, buying its raw materials on the open market and selling its products on the open market. While petrochemical plants endeavor to operate in that manner, unfortunately this is not true of a mineral processing plant. The plant manager has to accept the amount and quality of ore the mining department delivers to him, and the products (concentrates) are delivered to another department of the company for further refining. In some cases he may sell

Jan 1, 1972

By Paul R. Wieber

This paper describes the U. S. Energy Research and Development Administration's (ERDA) program to develop in situ coal conversion processes, especially gasification, he potential of this technology, the technical directions being explored, and the program strategy to carry the process concepts toward commercialization are emphasized. The geographic location of the U. S. coal resources and a market analysis are described. Commercially successful in situ coal processes could add over a trillion tons of coal to the U. S. coal reserves. The economics of these processes is compared with surface gasification independent studies show this process to be 25Z cheaper than surface gasification for Western coals. The major projects are briefly described. The Linked Vertical Well process is in the lost advanced stage and shows great promise. The last test produced a low-Btu gas averaging 171 Btu per standard cubic foot for average pro¬duction rates of 5.5 million standard cubic feet per day. The other projects are Packed Bed, Longwall Generator, and Steeply Dipping Beds.

Jan 1, 1977

By Duluth Engineers' Club, Engineers' Club of Northern Minnesota

"In recent years, much has been said and written on Lake Superior ores, giving the impression that the quality of the ore is deteriorating in grade and that the reserve of high grade ore is rapidly being depleted. Average analyses of ore produced in this district since 1902 show that the average quality has been practically uniform since 1910, and now closely approximates the average for the total reserves of merchantable ore.The accompanying tables and charts show the average analyses for the past ten years, weighted according to tonnage: The chart above shows graphically the average natural iron content for the old range, Mesabi, and grand total Lake Superior ore shipments since 1902.During the last ten years the decrease in iron content for shipments from all ranges except the Menominee was only' .05 of 1 per cent, while for the Menominee ores there was an increase of .052 of 1 per cent. These tabulations and the chart prove that the average quality of the total annual production of iron ore from the Lake Superior district is uniform. Mining men of the district know that all of the merchantable ores of every ore body are being mined out cleanly, and therefore the present average iron ore content of total annual shipments from the district may be expected to continue as long as the present merchantable ore reserves last. There is no logical reason to expect a decrease in the average iron content. Furnaces require ore of definite quality, and if this quality of ore cannot be produced from the natural ore bodies, it must be produced by mechanical means—that is, by concentration of low grade ores or iron formation."

Jan 1, 1920

By Phillip J. Maddex

After the presentation of a co-authored paper, "The Cost of Transporting Ores and Raw Materials in World Markets", at the February SME meeting, one questioner commented, "You have been talking about the large shipper and ship loads. What does the small shipper do?" This paper will attempt to answer that question, at least in part. Probably the questioner hoped to hear about specific new tools and new techniques that he could apply. But one paper could only scratch the surface of the vast fund of information available; so rather than talk specifics we should take basics, that is, people, management and technology.

Jan 1, 1967

By V. de Macedo Torres

There are technical and commercial limitations on using high fluorine copper concentrates in industrial copper smelters. The presence of more than 1000 ppm of fluorine in copper concentrates affects the sulfuric acid units generally integrated to copper smelters, and penalties are normally applied to high fluorine concentrate prices. Several process alternatives to this issue were studied at CVRD Technology Center (SUTEC): modifications on conventional sulfuric acid plants to use high fluorine concentrates, removal of fluorine containing minerals in flotation using depressants, selective leaching of fluorine minerals and sulfuric leach of copper concentrates. Finally, a hydrometallurgical process of removing fluorine was developed by SUTEC.

Jan 1, 1997

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By Steven A. Elmquist

INTRODUCTION R&D activities are needed, at a minimum, for a company's competitive survival followed in importance by the growth and diversification of the company. For most industrial companies, however, R&D is the business area that has been the most difficult relative to confident long-range financial commitments and effective control and relative to its value as a long-term investment. Investors look not only at the current profitability of the company but increasingly at the plans, actions, and quality of the personnel in position to improve the market position and profitability of an organization. "The strongest predictor of investment value is the degree of innovation of the 'company.' I believe this is true of both strategic planning and R&D activities." R&D is the lifeblood of a company's future. If this basic premise-R&D for survival and growth-is believed to be true, why is it necessary to "Sell R&D in your organization? My personal experience, in a number of organizations, is that R&D budget is perceived as a business element area that could be delayed or reduced to improve the bottom line during difficult business conditions. I believe the following quote speaks volumes about this subject-"There is only one thing I know for certain about research, and that is it costs money-lots of it." -Unnamed, Hard- headed Financial Executive. A business must make money and be profitable in order to maintain and create jobs, pay taxes, cover working capital and costs of goods sold, and most importantly, create value for its shareholders. The foremost element of selling R&D, therefore, is to consistently demonstrate the R&D group's contribution to the bottom line.

Jan 1, 2004