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By Eugene Guccione

The US mining industry today is fighting for its existence. We are plagued by the shortage of materials, of equipment, of fuels, of capital, of manpower. If we solve those shortages, we are then frustrated in our attempts to open a new mine or, perish the thought, a new smelter. If we manage to make a profit, demagogues will accuse us of stealing from consumers; and, if we do not make a profit and have to shut down, the same demagogues will accuse us of creating unemployment. Meanwhile, in every aspect of our business - from research, exploration and development, to production, marketing and selling - we are hindered in every way by the bipartisan mismanagement and crippling controls of a government bureaucracy gone amok. We are fighting a war on every front. Some of you realize that ours is a war of ideas. In order to win, our industry must make its ideas heard. But to be heard, we must have something to say - which means: we must know our case logically and consistently, all the way down to essential principles. A principle is a primary truth applicable to a great number of instances. A principle is like a road map: it shows you all the possible alternatives for getting from where you are to where you want to go. Although practically everybody recognizes the usefulness of a map and the need to consult it to find the best way' to get from one city to another, most people are not as careful in charting the course of their life, or the course of their industry, or the course of their nation. And so they act blindly, at random, by the whim of the moment, and get nowhere fast.

Jan 1, 1975

By M. Deutsch, E. González, M. Williams

"Uncertainty exists in ultimate-pit limits due to geologic variation and unpredictable economic landscapes. In this work, we show how this uncertainty affects the ultimate pit and how it can be analyzed to improve the mine planning process. A stochastic framework using geostatistical simulation and parametric analysis was used to model the effects of geologic and economic variations on ultimate-pit limits and overall project economics. This analysis was made possible by a new pit optimization implementation that can be automated and set up to calculate ultimate pits for hundreds of different scenarios in a matter of hours. Quantifying ultimate-pit uncertainty early in the mine planning process allows mining engineers to make informed decisions regarding infrastructure placement and to mitigate the possibility of incurring substantial costs to relocate critical mine facilities. Resumen ¦ Existen dudas sobre los límites del pit final por causa de la variación geológica y lo impredecible de los paisajes económicos. En este trabajo les mostramos como esta incertidumbre afecta el pit final y como puede ser analizada para mejorar el proceso de planificación de la mina. Se usó un marco estocástico con simulación geoestadística de análisis paramétrico con el fin de poder hace la modelación de los efectos de las variaciones geológicas y económicas en los límites de pit finales y proyectos económicos en general. Este análisis fue posible gracias a una nueva implementación de optimización de pits que puede ser automatizada y configurada para calcular pits finales para cientos de escenarios diferentes en cuestión de horas. La cuantificación temprana de la falta de certeza en pits finales durante el proceso de planificación permite a los ingenieros de minas tomar decisiones informadas en lo que respecta a la ubicación de infraestructura y en la mitigación de posibles costos sustanciales por causa de la reubicación de instalaciones clave de la mina."

Jan 1, 2015

By Steve Kral

For an industry that provides more than half of the nation’s energy needs, the U.S. coal industry still attracts negative publicity. However, the nation’s energy appetite continues to increase. And political leaders and the public are beginning to understand that alternative fuels will not be enough to keep up with that appetite. Does that mean the nation will now embrace the coal industry? No, according to speakers at the Rocky Mountain Coal Mining Institute (RMCMI) meeting. The industry still needs to sell the public on coal’s advantages over other fuels. And the industry must continue to develop technology that will allow coal to meet and exceed strict clean air and clean water regulations.

Jan 1, 2002

By W. Ellison

Worldwide development of commercial markets for FGD (flue gas desulfurization) gypsum is described and used as a basis for assessing potential overall market growth and regional demand foreseen in the U.S. during the 1990s. Diverse strategies are outlined for cost-effective substitution of this major supply from acid rain control retrofits (power plant scrubbers) for natural gypsum in the principal, existing markets: gypsum board and portland cement. Another focus of utilization forecasting is a key group of related. new-product advancements including floor screeds, mining mortars and various types of innovative construction products.

Jan 1, 1993

By W. C. Lacy

It is the responsibility of educators to look ahead and prepare young engineers and scientists to cope with industrial and social problems of the future. We are faced with a review of history as well as prophesy of the future. The mining industry exists in a "bubble" with little interaction or communication with the outside. This isolation must be broken down if the industry is to survive in the U.S. and Canada. The ability to communicate with the general public and public officials is essential. Many changes are occurring that will require readjustments in technology and staffing. Aging population will result in raising retirement and increasing available workforce. This may force shorter working weeks to supply additional jobs. Environmental concerns will likely direct more attention not only to these concerns during mining, but to planning for post-mining land usage. Retraining and up-dating educational programs are required to cope with these changes.

Jan 1, 1994

By Marline J. Veesaert

Urban quarries offer one of the greatest opportunities for profit in non-metallic mining with limited financial risk IF properly evaluated, planned and developed to meet market needs. Location, with respect to market, is the prime consideration. Geologic considerations and quality of rock are nearly as important. Cost factors and return on investment (ROI) are the principal financial considerations. Risk of capital is determined by weighing all factors that should be considered and how well judgements are based on information acquired. It is a simple, true axiom of business that an investment must be founded on amount of capital required with its expected return plus profit, expertise required to operate and time involved. Urban quarries generally offer excellent stone product market opportunities. Costs of land with mineral containment and processing operations are much greater than in rural areas. Environmental problems have become increasingly severe. Competition from other quarries in the market area is usually directly proportional to the profit attractiveness. Risk of capital (initial, developmental and operational) can be evaluated and reduced only by thorough analysis of the entire situation. Time and money expended on planning and preliminary investigations probably represent the most productive investment of available company resources.

Jan 1, 1977

By D. S. Yantek, C. B. Brown

The mining industry is beginning to implement lithiumion batteries (LIBs) to power mine utility vehicles (MUVs) and rubber-tired mantrips (RTMs). However, the ability of LIBs to withstand the harsh conditions for these applications has not been rigorously evaluated. Concerns with the use of LIBs in the mining environment will be discussed including the effects of mechanical shock and vibration, temperature extremes, and moisture exposure. This paper will discuss adverse effects of the mining environment on LIBs and provide an overview of scientific gaps associated with the environmental susceptibility of LIBs used on MUVs and RTMs.

Feb 1, 2024

By J. S. Aronofsky

The areas are identified where the techniques of operations research have been applied in the petroleum industry. Particular emphasis is given to the linear program models that have been used for solving management problems. Of the entire gamut of applications for linear programming, attention is focused on the models that represent underground reservoirs. Such models could be used to help schedule drilling rig operations and to schedule oil production. A framework is established for placing the model for underground reservoirs in the proper perspective along with the models which represent other facets of the oil business. One of the remarkable phenomena of this century is the rapid growth in the size and' complexity of human organizations. The mere size of modern business means that administrative decisions can affect vast quantities of capital and large number of people. Mistakes can be tremendously costly, and a single wrong decision can require years for rectification. Moreover, the pace of modern business is such that decisions are required more rapidly than ever before; the mere postponement of action can give a decided advantage to a competitor. It is not surprising that the increase in difficulty of decision making has been followed by efforts to put this activity on a more objective basis. The growing science of operations research, which relies heavily on the methods that have proved so successful in the physical sciences, is one aspect of these efforts.

Jan 1, 1962

By R. M. Rowe, T. E. Irwin

A flowsheet was developed for upgrading Climax tin concentrate to about 45 percent Sn. Bench-scale test work conducted at AMAX Extractive Research and Development, Inc., was used to design a multiple-stage tin- processing flowsheet which included screening, high-intensity magnetic separation, and high- tension (electric- static) separation. Formal engineering and plant installation was accomplished in-house by Climax mill personnel. The successful start-up operation of the facility was the joint effort of the AMAX R&D and Climax-mill staffs.

Jan 1, 1986

By J. M. King

A crucial step in the acquisition by one company of the assets of another, the acquisition of the stock of another company, or the merger of two com-ponies, is the legal due diligence which needs to be performed in order for the acquirer to ascertain or confirm the obligations, liabilities and exposures to risk that are being assumed along with the assets or corporate stock being acquired. Where the obligations, liabilities, or exposures to risk arise from existing contracts, or from pending lawsuits, administrative proceedings, or threats of these actions, those matters are relatively straightforward to discover by careful review of the files of the party whose assets or stock is being acquired. However, where a company is engaged in ongoing mining or processing operations and has operated or owned mining proper-. ties, there are many sources of liability and exposure to risk which could have major adverse economic consequences to the acquiring party and which are not revealed, or at least are not clearly delineated, by the records of the company whose stock or assets are being acquired.

Jan 1, 1990

By B. W. Cavender

"World-class manufacturing" (WCM) techniques can be applied in milling operations to substantially improve productivity and reduce costs. Through the use of "just-in-time" and "total quality control" practices, WCM methods establish an environment for continual and rapid improvement in all aspects of production operations, with particular gains in product quality, costs, flexibility, employee involvement, and responsiveness to customers. This paper examines WCM techniques that can be utilized specifically in the mill, and their influence on plant configuration, organization, and scheduling practices; equipment selection and maintenance methods; training; the role of supporting staff; and methods of data collection and analysis.

Jan 1, 1993

By J. Kennedy

Rare Earths: Understanding The United States complete failure of status and relevance in Rare Earth Oxides, Elements and Alloys. Although rare earth oxides are strategic and critical in their own right, elements and alloys are even more important for the development of "Green Technologies" and advanced weapons systems. America does not have an active domestic source of rare earth oxides. America does not have any Heavy Rare Earth Elemental or Alloy capabilities. The magnitude of this failure continues to become more apparent as the manufacture of REO based electronics and magnetic components moves eastward towards China. China has succeeded in outmaneuvering The United States and the world in its quest to control the Rare Earth Oxides, Elements and Alloys, and the many industries dependent upon REO. What can be done?

Jan 1, 2010

By William R. Hess

Volcanic ash, although a little-used Kansas resource, is available in forty counties with estimated, reserves of more than 20 million tons. It was first produced in Kansas in the early 1900?s but not until the early 1920 is did it become an important abrasive material. Total production to date is estimated at 2 million tons, the major use being as an abrasive in scouring compounds and soaps, additional uses include ceramic glazes, an additive in cement, and a filler and stabilizer in hot mix asphalt for paving. Unrecorded tonnages have also been used in construction of black-top (macadam) roads. From 1916 through 1944, Kansas ranked first among the states in volcanic ash production; peak production was about 52, 000 tons in 1923. Since 1945, production has steadily declined, primarily because materials other than volcanic ash are now being used for abrasives; only two producers operated in 1964.

Jan 1, 1965

By Thomas V. Falkie

In bygone days, the mineral engineer spent most of his/her time on the technical aspects of designing, building, and managing mineral operations. In the last few decades, mostly since the 1960s, increasing amounts of engineering man power and time are spent dealing with federal, state, and local government agencies, laws, and regulations. It is not possible to plan, design, build, or operate mines, mills, smelters, or even office buildings without detailed consideration of government regulations and permitting requirements dealing with environment, worker health and safety, etc. The four chapters of this section provide an overview of the social, legal, political, environmental, and health and safety aspects of mineral enterprise. The section sets the stage for the working engineer/geologist in industry, government, consulting, or academe and points the direction for more detailed study in each of these areas.

Jan 1, 2008

What is your assessment of the mining industry as we near the end of the 20th century? As it always has, the industry is continually changing. The recent rate of change has been hectic. Many mining-related commodities are selling at low prices. These include gold, silver, copper, coal and soda ash, to name a few. Lower prices place pres- sure on mining companies to increase efficiency through productivity, down- sizing or mergers. The short- term effect of this situation may adversely affect the individual SME member. But the long- term benefit is to build a stronger, more productive and internationally competitive mining industry. In addition, most of these metals and minerals have been historically cyclical in nature, and prices will rebound.

Jan 1, 1999

By J. I. Schoenherr, G. Schubert, F. Demczenko

The currently known and used plastics and rubber recycling or sorting processes cannot be applied efficiently and economically due to large amounts of fine bulky materials (<3 mm). These wastes are mostly given to specialized landfill sites. Starting out from classical and traditional beneficiation processes a new research project was initiated to work on certain new ways to efficiently separate plastic material mixes. First basic results show that the use of new and improved thermal beneficiation methods is a great implementation in the field of plastics separation. The results can be further increased by a suitable combination with other methods as well. This leads to high-quality and almost pure separated plastics and rubber products, easy to sell on recycling product markets.

Jan 1, 2002

By George J. Allen, Laura A. Allen

Introduction This section of the text presents a general review of the different types of concentrate marketing contracts. Too often the marketing strategy is ignored in the design phase of the project and the producer is left to the mercy of the buyer. Many items such as concentrate grade, impurity levels and moisture content of the concentrate my enhance, or severely restrict the producers ability to make a profit it. Close attention should be paid to the design of the concentrator which can improve the quality of the concentrates, thus the ability to increase the rider of potential buyers can be enhanced. Difficult at best, is the position of the miner who only has one outlet available for its production. Obviously, the trade offs must be evaluated. For example, concentrate grade vs recovery and grind/filtering capacity vs moisture of the concentrate all must be weighted against freight cost to a potential buyer. In addition, the above considerations must be weighed against the capital cost to the miner. This chapter is intended to highlight important articles that are included in short and long term agreements and to give a new miner/producer some insight into hat my or my not add value to the product. Unless the miner sells the product directly to a consumer such as a gold, or silver producer, or to a large enough operation that has a totally intergrated system to make a finished product, most miners are forced to sell to buyers who ultimately will refine and market the product. Types of Contract Agreements There are many types of contract agreements just as there are colors in the rainbow, however, most contracts fall into three basic categories. (1) Smelter Schedules: Designed for the small producer, the odd lot of concentrate, smelter flux and precious metal ore. Albeit custom smelters are becoming fever by the day, because of pollution control requirements and financial difficulties, most remaining custom smelters have a smelter schedule. A smelter schedule is a posted list of charges and conditions that the smelter will buy material from a seller. Smelter schedules exist for copper, lead, zinc, silver and gold (Handbook for Small Mining Enterprises, Montana Bureau of Mines). (2) Short Term Custom Contracts: Large mine producers frequently use Short Term Contracts where the seller has the buyer frame a contract that is tailored to the sellers’ production. The short term contract my be as long as one year. A spot sale qualifes as a

Jan 1, 1986

ShouSteel Mining Ltd., a subsidiary of ShouSteel (Group) Co., was founded in 1959 and is located in QianAn City in Hebei Province, China. ShouSteel?s pelletizing plant uses iron ore as a raw material combined with limestone, dolostone, or olivine, with bentonite as a binder. After mixing the raw materials and forming them into small, spherical balls, ShouSteel then fires pellets in kilns for hardening. The company sells the finished pellets as raw materials for blast furnaces used to produce industrial metals such as iron. ShouSteel?s handling capacity is approximately 24.5 Mt/a (27 million stpy) of ore. The company?s production capacity is 3.2 Mt/a (3.5 million stpy) of oxide pellets and 560 Mt (650 million st) of sinters. Until recently, ShouSteel Mining had not replaced its electronic scales in its series of ingredient chambers. Because of the wear and tear on these older scales, the weighing system began to encounter regular problems. The company experienced a high failure rate from the integrator, an unstable signal, weak anti-interference ability and low accuracy. ShouSteel also found that spare parts required during repairs were consistently high in cost and that system calibration was becoming increasingly frequent.

Jan 1, 2012

By Philip Morey

Large scale surface coal mining will be required to fill future energy demand in the United States. In realization of this long-term commitment to coal resources, the U.S. Energy Re-search and Development Administration sponsored a study to determine the costs and problems of large-scale surface coal mining. As a result of this study a series of computer models were developed that can be used by government and industry to: 1) facilitate mine design and equipment selection, 2) provide detailed analyses of mining and processing costs. Two types of models were developed: detailed simulation models, which provide detailed information on mining systems and equipment to assist in mine design and equipment selection1 and broad models, which provide a first-order evaluation of deposits and new ventures for an entire mining complex. The complete model series permits examination of surface coal mining under a variety of terrain conditions. Six different mining methods were analyzed and documented during the overall project: 1) Area stripping with draglines, 2) Area stripping with draglines, extended bench, 3) Contour stripping with draglines, 4) Area stripping with shovels (loaders) and trucks, 5) Mountain top removal with shovels (loaders) and trucks, 6) Multiple dipping seam mining with shovels (loaders) and trucks. Each major operation in the coal mining pro-cess is represented in these models so that the best methods and equipment may be selected and 50 that the impact of such selection will be reflected in estimates of capital investment, operating costs, and coal price. Individual models allow the user to separately analyze overburden removal, overburden drilling and blasting, coal drilling and blasting, coal loading and hauling, coal preparation and handling, land reclamation, and premining, facilities, and administrative expenses. Because it is impossible to cover all the models in this paper, only the detailed simulation models representative of the technique "area stripping with draglines," are described. The Fort Union Strippable Coal Resource Region, one of eight test cases, is used as an example to describe the models.

Jan 1, 1978

By Steve Karl

President Reagan may be "a nice guy," but he is "misinformed, misdirected, and misadvised," when the subject is the state of the US copper industry, according to Sen. Dennis DeConcini (D-AZ). DeConcini took the opportunity as keynote speaker at the Arizona Conference AIME in Tucson to fire a few salvos at the Reagan Administration&apos;s industrial policies. "American copper used to stand above the rest of the world," he said. Now 21,000 copper workers, about half of the total, are out of work due to less expensive foreign imports. "Those 21,000 are real people, not statistics," he said. US production has been cut to one-third of its capacity, he said. And the Administration shows no signs of changing its position to favor US copper protection. "Third world copper towns are booming," he continued, "while ours are dying." Regardless of profits and despite oversupply, Chile continues to produce, he said. And, while US mines continue to close, "the International Monetary Fund (IMF) is handing more than $1 billion to six copper producing countries." President Reagan wanted $8.6 billion from the IMF. "I&apos;m damn mad about it," DeConcini said. "For the life of me, I can&apos;t understand how this Administration can stand by while this industry is brought to its knees." Last year, the International Trade Commission ruled that imports were injuring domestic copper and recommended relief. The President, DeConcini said, vetoed those recommendations. DeConcini softened his tough talk a bit saying the President&apos;s image makes it difficult for people to not like him or stand up to him. "How can anyone stand up to President Reagan?" he asked. "He&apos;s such a nice guy. But it&apos;s time someone did. He&apos;s just misinformed, misdirected, and misadvised. We must take real action and we must have a president who understands this." DeConcini said he has introduced legislation aimed at helping domestic copper. It would limit copper imports to 385 kt/a (425,000 stpy). Imports now stand at about 635 kt/a (700,000 stpy). The bill would also impose a $0.33/kg ($0.15-per lb) duty on foreign copper. DeConcini called the duty a sort of "environmental equalizer" because that is the amount domestic producers must spend on pollution control devices. Foreign competitors do not have such controls, he said. "I face people who are damn mad that this country is being pushed around," he concluded. "It&apos;s time we stand up and say we can be competitive. If they (foreign countries) put an import duty on our stuff, we will do the same. It&apos;s time this country stopped being the nice guy." As if to underscore domestic copper&apos;s desperate situation described by the Senator, Duval Corp. announced about the same time as the meeting that it has nearly closed its eastside office in Tucson. Staff has been reduced from 120 to four. Spokesman Dean Lynch said the four will consist of President A. Everett Smith, a secretary, a person in environmental affairs, and another in purchasing. Duval is also selling an office and a laboratory in Tucson. Pennzoil Co., Duval&apos;s parent, has been trying to sell the company for more than a year. It began dismantling Duval in November 1984. Pennzoil took over its subsidiary&apos;s profitable sulfur operation in Texas, sold the New Mexico potash facility, and spun off gold interests in Nevada, forming Battle Mountain Gold. Northwest Mining Association - Spokane Rock Jenkins, Associate Editor The true role of minerals needs to be realized by both the policy makers and the people of the US, according to Robert Dale Wilson, director of the Office of Strategic Resources, US Commerce Department. In addition, a re-thinking of the theory of free trade and competitive advantage is necessary. Wilson made his remarks in December at the opening luncheon of the 91st Annual Convention of the Northwest Mining, Association in Spokane, WA. At a later press conference, Wilson said one of the mining industry&apos;s main problems is that its presence in Washington has been reduced in the past few years. Part of this can be seen by events within the American Mining Congress (AMC), he said. "The problem with AMC," Wilson said, "is that in 1981, when Reagan came in, no problems were seen for mining and a lot of their (AMC&apos;s) lobbyists were let go." He

Jan 1, 1986