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By G. P. Larson

We define a specialized mineral market as follows: Specialized markets occur where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach than bulk or commodity markets for traditional minerals. Specialized markets are differentiated by several characteristics as listed in Table 1. [Table 1-Characteristics of Specialized Markets 1. Long-term sample evaluation 2. Small volume markets 3. Highly controlled properties 4. Customized specifications 5. Technical selling effort] Many of the specialized markets require long term evaluations before sales can be made. This can vary greatly depending on the type of industry and ultimate end-use of the final product. In some cases, complete evaluations may take from several weeks to years. Length of sample evaluation has no relationship to size of market. That is, the total market may be quite small or fairly large (e.g. from a few hundred pounds to a few million pounds). Uniformity of value added minerals from lot to lot is an extremely important characteristic for these markets. Variations that are of no consequence to one industry (or application) cannot be tolerated in another. This has led to customized specifications and test procedures for specific markets and applications. Because of the greater uniformity and customized specifications, the need for greater technical selling effort is required. This is particularly true in the initial developmental phases and contacts as well as in maintaining the account after the initial order. A small entrepreneurial organization can be used to advantage to achieve goals of sales and profit to these types of markets. The large commodity or bulk producer's sales and marketing organizations are not ordinarily equipped to give the necessary service or technical assistance to the specialized markets. The organization usually required for this type of marketing is given in Table 2. [Table 2- Specialized Marketing Organization Requirements 1. Flexible approach to technical and marketing problems 2. Versatile background in a broad range of industries 3. Laboratory backup when necessary 4. Marketing expertise 5. Technically competent management] In developing specialized markets, a flexible approach to both technical and marketing problems is necessary in understanding the needs and requirements of the industry and the applications involved. This flexibility is also helpful in adapting existing products to new market areas. Having knowledge of a range of industries as broad as possible can be very helpful. It often happens that a product developed in one area or industry can lead to its application in a different area with excellent results. Laboratory assistance for a wide range of tests and test procedures is an important asset in any development program for specialized markets. Laboratories can also assist in competitive evaluations. Marketing expertise and a management with some degree of technical understanding are necessary in to assign proper cost/ benefit ratios to a proposed new product or application of existing products. This is important since the total market volume can be small and the time required for initial contact to first sale can often be lengthy. Also, management's technical and marketing expertise is required in evaluating all possible options that can be considered viable when an application is presented. Once an organization of this type is in place, it is then possible to determine the needs of the marketplace, including when various minerals might have to be customized to fill those needs. There are generally two methods of marketing, as noted in Table 3. [Table 3- Method of Marketing 1. Product Driven -Develop a product with certain desirable properties and try to find a market to utilize those properties. 2. Market Driven -Know market well enough that when a need arises, it is possible to identify a product that will satisfy the need.] These approaches are not mutually exclusive and can be used at the same time. Marketing a value added mineral generally requires the "market driven" approach. Hence, the importance of a knowledgeable management as outlined above. To determine where needs and opportunities exist, several approaches can be used. Table4 lists some of the methods employed.

Jan 1, 1993

By Donald W. Gentry

Introduction The mining industry is perhaps best characterized by the numerous and abnormally high risks associated with the business of mining and by its most basic assets - ore deposits, people and technology. At the most fundamental level, it is the quality and effective utilization of these basic assets that determine a mining company's ability to compete efficiently in the international market place. The gold industry has received much attention in recent years and especially in recent months, for good reason. This commodity serves as an excellent platform for the subsequent discussion of these three basic assets and their role in mining's future. Facets of the gold industry The fate of this noble metal in recent times illustrates some of the various risks associated with the mining industry and the importance of high-quality assets, whether they be ore deposits, people or technologies. The following comments pertaining to the gold industry help place proper focus on subsequent discussions. All monetary amounts given are in US dollars. Throughout 1997, falling gold prices broke record after record: first hitting three-year lows, then a 12-year low in July and finally an 18-year low at year's end. From Jan. 1 through Dec. 31, 1997, the price of gold fell by more than $2.57/g ($80/oz), or some 22%. The decline in gold-mining profitability and stock prices was even more dramatic. At the beginning of 1997, the 20 largest gold producers in North America had a market capitalization of approximately $44.5 billion. At year's end, this market cap had fallen to $26.2 billion, a reduction of 41%. The total market cap of all the world's gold companies fell from $71 billion to $46 billion, a 35% drop (Serwer, 1998). Analyses suggest that, at a spot gold price of $9.65/g ($300/oz), only one, or possibly two, North American gold-producing companies can make money when break-even or "total costs of production" are considered. While strong hedge positions mitigate this situation in the short term, clearly, this is an industry in desperate straits. For example, write-downs for North American producers in 1997 were approximately $2.5 billion. Speculative short positions in 1997 were near historical record highs and generally exceeded long positions by factors of 9:1 or 10:1. Much of this is driven by some US commercial banks, hedge fund managers and commodity speculators who can significantly move gold prices sharply over short periods of time by selling gold they do not own in the expectation they can buy it back at a lower price before they have to deliver. These signifcant short positions are likely to continue as long as central banks are willing to sell or loan gold to financial institutions that in turn make the gold available to speculators who hope to capitalize on price fluctuations. The Far East accounts for approximately 26% of the annual demand for gold. Including India, the region accounts for 43% of total demand. More than 85% of the physical demand for gold is for investment jewelry in Asia and the Middle East. This demand is extraordinarily price sensitive. The fairly recent turmoil in Asian markets and economies, combined with currency devaluations throughout the region, have made gold more expensive (30% to 50% in local currencies) for those peoples most likely to treat gold as a safe investment haven. Higher interest rates also have reduced the amount of money they have to spend on consumer goods such as jewelry. All of these recent Asian events are deflationary in nature. Deflation, if coincident with rising unemployment, could result in significant dishoarding of gold. There is one key fact to remember when analyzing

Jan 1, 1999

By G. E. Erdman

The total attitude of the industrial minerals producing company is a most important factor in how they regard quality control, technical support for their customers, and procedures used in mining their minerals products. This philosophy of the producing organization directs their action along certain courses. For instance, one producer might see itself as a mining company with its major goal mining efficiency to make it exceedingly price competitive in the market place. Another producer might see itself as a wide spectrum multi-mineral producer that furnishes a reputation for a complete line of products. Another producer might see itself as a specialist in one specific industrial mineral and bet its whole bankroll on providing the very best of quality with the goal of becoming the largest producer of the mineral commodity. Each perception can have a different impact upon the producer's operations and its regard for quality control. Minerals Being Produced The specific markets being served will have their own influence on how mineral product quality is regarded. Ceramic raw materials, for instance, have a very low tolerance for iron which is the cause of low fired color. Thus, industrial minerals for use in glass and ceramic markets must be won from deposits with a very low iron content. A high iron silica sand might be sold to a manufacturer of good old beer bottles. That is a solution to one particular quality facet, but eliminates selling to a significant market in clear glass, porcelain enamel, ceramics whiteware bodies and hobby glazes. Thus, there is a need for sound research in the industries expected to be served before the product is brought to market.

Jan 1, 1987

By M. Bleeck

Calcium carbonate (CaCO3) is one of the most ubiquitous and versatile minerals found in the earth's crust. Its availability, attractive physical properties and relatively low processing cost make CaCO3 the most widely used filler material today. It is mined in three different forms - chalk, limestone and marble. Each physical form of CaCO3 has different qualities due to differences in postdepositional geology. But the chemical composition remains the same, with CaCO3 an inert component of the finished product. In the past, the paper industry largely left CaCO3 by the wayside, as it cannot withstand the acid-based papermaking process. But conversion to an alkaline system by many US mills changed this picture. Carbonate suppliers have put time and effort into research and development, demolishing barriers and creating new possibilities for what is a simple, natural product. By controlling particle size, size distribution and particle charge, the industry uses ground calcium carbonate (GCC) as a performance enhancer and as an extender for more expensive ingredients. It is estimated that the United States uses 3.6 to 4.1 Mt/a (4 to 4.5 million stpy) of CaCO3. Consolidations and mergers are taking place in the industry. Of the 12 major GCC producers in operation nine years ago, seven are left. Mineral Technology (US) is the dominant precipitated calcium carbonate (PCC) producer with more than 50 satellite plants worldwide. Other producers include Georgia Marble (French); Franklin Industries (US); OMYA (Swiss); J.M. Huber (US); ECC (English); and Filler Products (US). Global Stone PenRoc (Canada) is the only newcomer. In addition to this group, there are three small producers left in North America, each with a capacity of less than 100 kt/ a (.110,000 stpy). The trade organization operating as the Pulverized Limestone Division of the National Stone Association renamed itself the Pulverized Mineral Division, to increase its membership pool. The US paper industry is a predominant GCC con¬sumer, using approximately 800 kt/a (882,000 stpy) at an approximate cost of $130/t ($1.43/st). European paper mills pioneered alkaline papermaking. In the early 1960s, they began using GCC as filler and soon thereafter added GCC to their coating formulations. A decade later, the North American paper industry followed suit. The conversion from acid to alkaline paper production benefits the economic and performance aspects of the industry. Less pulp is needed, paper machine maintenance and effluent treatment costs are reduced, and sheet strength, opacity and brightness are increased. Perhaps most important to the reader, the sheet is desensitized to ultraviolet light, extending the paper's archival ability. CaCO3 can provide the papermaker with additional control of his paper. For example, PCC has long supplied the tobacco industry with a means to slow down the burning rate of cigarettes. Due to enhanced performance with regard to bulk and opacity, filler PCC use has risen to 1,500 kt/a (1,650 stpy) in the United States, at an approximate price of $130/t ($143/st). The majority is produced onsite at the paper mill, using "satellite plants." This concept reduces freight cost because only quicklime (CaO) is shipped to the mill, not CaCO3 slurry. The future of CaCO3 is encouraging. The amount of natural ground CaCO3 used is expected to double by the year 2005 to approximately 8 Mt (8.8 million st) worldwide. Acid papermaking practices will feel an increasing pressure to convert to an alkaline process as larger volumes of GCC containing paper enter the recycling market. CaCO3 reserves are plentiful. They will supply the ever growing demand for increasingly sophisticated paper. The plastics industry is supplied with almost 900 kt/ a (990,000 stpy) GCC at an annual growth rate of 4% to 5%. The price of a functional, inorganic filler, surface modified for the plastics industry, has an average selling price of $220/t ($243/st). GCC represents the most common filler, creating a product with higher gloss, better dielectric properties, impact resistance, weatherability and shrinkage control. CaCO3-filled plastics surround us - auto hubcaps and dashboards, shower enclosures, floor tiles, wire coatings, microwave dishes and Tupperware. The caulking and sealant industry is an enormous GCC user, with annual consumption requiring 1.13 Mt (1.2 million st) at about $44/t ($48.50/ st). Caulking and sealant may be highly filled with GCC yet undergo no adverse flow effects, with a narrow particle-size-distribution filler decreasing the binder demand. The CaCO3 industry, as well as the carpet industry, are more or less tied to the growth rates of the construction industry. It is estimated that the carpet industry uses some 680 kt/a (750,000 stpy) of GCC at about $25/t ($27.50/st). The paint industry uses approximately 300 kt/a (331,000 stpy) at a 1 % to 1.5% annual growth rate. Here, too, GCC is the dominant filler. It is used to enhance flow characteristics and color uniformity. It also extends costly titanium dioxide, creates sheen and controls roughness, hardness and tack. More CaCO3 should be used in the future as industry shifts from solvent-free or water-based formulations that can accommodate higher GCC volumes. CaCO3 is not imported or exported in any great quantity. Most areas have reserves of their own and the selling price is relatively low. Even so, quality varies from deposit to deposit. As our needs become morespecific, it remains a challenge to provide varying industries with a fitting product.

Jan 1, 1998

By T. S. McGahey

The southeastern region of the United States has long been a major market area for coarse and medium particle size natural ground calcium carbonate fillers. The primary market for calcium carbonate in the southeast traditionally has been as fillers in building materials such as carpeting, joint cement and roof shingles. In these applications the economic value of the calcium carbonate in the final product is weighted more toward lessening the cost of the final product, as opposed to contributing any desirable physical characteristics. For example, in carpet backing applications the calcium carbonate filler does little more from a physical standpoint than add weight and body to the backing adhesive. The important factor in the use of calcium carbonate in carpet backing is that it can be used at high loading levels to replace the more expensive latex binder, thus lessening the cost of the final product. It is estimated that calcium carbonate producers in the southeast sell in excess of 200,000 tons (181,436,000 kg) annually for use in latex compounds for carpet backing applications.

Jan 1, 1986

By Henry E. Reed

This presentation is about a small company, Industrial Mineral Products, that was formed in 1972 with one product and one customer and by a series of value-added changes avoided disaster and increased sales many times over. The principal of the company stopped by my office in Seattle looking for industrial mineral opportunities in the Northwest. We got together and went through all the minerals in Ladoo's "Industrial Minerals" from Abrasives to Zircon to see if we could find something available on the vast holdings of the Burlington Northern. At that time one of our lessees was operating a silica sand mine near Ravensdale, Washington and indicated that he might be interested in selling out. This sounded interesting to my client and within two weeks the transaction was completed.

Jan 1, 1990

By Nate Ober, Heath Rushing

"Mining companies want to be in a position to move quickly and seize a favorable market or to keep their key staff productively busy. One of the problems for these companies is the time required to compensate for unavoidable impacts that the mine will have on the natural environment and to gain environmental permits. All too often, circumstances that were favorable when the project was proposed have become less favorable by the time all the hurdles have been cleared.Accordingly, many mining companies are interested in ways they can inject more predictability into their timelines for gaining environmental permits, shorten those timelines, and be more certain of getting the permits they need to carry out their next project.One increasingly popular way to do this is through a relatively new kind of service — the mitigation bank.Mitigation banks purchase property or easements through property that has been impacted by agricultural, industrial or resource activity. They then turn it around from an environmental point of view. This might include restoring streams and wetlands so that fish and aquatic organisms can survive, and animals have habitat and food to flourish.Appropriate native species of plants including trees and shrubs are planted, and steps may be taken to introduce wildlife to the new habitat. In some cases, a special focus is placed on creating habitat for rare and endangered species of plants or animals.The property is inspected by regulatory authorities, coordinated through an interagency review team (IRT). If the property is determined to be effective as natural habitat, the mitigation bank is then issued credits that it can then sell to development projects that are creating an unavoidable permitted environmental impact elsewhere. A mining company, for example, would buy credits to offset the aquatic impacts due to construction of a mine, access roads and other infrastructure — as required by the Section 404 Clean Water Act permit that governs those unavoidable aquatic impacts. The mitigation bank used for offset must have an IRT-approved service area that includes the location of the impacts."

Jan 11, 2017

By M. S. Davis

The Tek Process can produce masonry products such as bricks, roof or wall tiles, and block from virtually any inorganic waste. In the process the aggregate raw materials, portland cement, water and common chemicals are first mixed together; then mechanically subjected to several thousand pound pressure per square inch. This causes a novel chemical reaction between the cement, chemicals and water; producing the "patented" Tek adhesive binder which holds the aggregate together in a stone-like mix. Simultaneously, the desired product shape is formed. The building modules can have strengths of 8000 p.s.i. (pounds per square inch) with completely sound aggregates utilizing air curing for a period of 28 days. With most aggregates, 3000 p.s.i. is achieved within 24 hours. Eventual strengths usually exceed 5000 p.s.i. with almost any raw material. Water absorption ranges from 5-7.5 percent. Both absorption and strength figures are superior to the most rigid of any and all A.S.T.M. specifications for the highest quality bricks. In most locations, the product (when brick shaped is called Tekbrik) can be produced significantly more economically than can comparable grades of clay or other bricks, be- cause almost any inorganic waste materials or pollutant can be used as a raw material. The process results in a lower manufacturing cost as compared to clay bricks; fuel cost to operate a clay kiln represents a substantial portion of the total cost. Capital expenditure for a Tek plant also is lower due to the large investment in clay kilns. Transportation savings also are important, clay brick factories must be very large because the kilns are uneconomical unless they are large. Most bricks are manufactured at the sites of clay deposits in relatively uninhabited areas. The cost of transportation to the job site represents a considerable percentage of the selling price.

Jan 1, 1974

By R. M. Geisenheyner

We are in the midst of a transportation revolution. From the Wright Brothers to the SST. From the Toonerville Trolly to the 120-mile-an-hour Northeast Corridor train. From Christopher Columbus to Neil Armstrong. There is another side to this revolution and it is going on every day at our mines and factories. We call it bulk distribution. Perhaps ordinary sounding, but every bit as exciting as those other transportation innovations. Basically, we have gone from bag to bulk, and in the process reached that Last Frontier in manufacturing cost savings. By revitalization of our distribution system, we have made it possible for our mines and factories to realize fully the vast economies of spage-age manufacturing techniques and accomplishments. The pacesetters in this distribution revolution have been you gentlemen, the producers and shippers of dry mineral products. In this area bulk distribution grew up. And here most of the current innovations are being introduced. Management of your industry was early to realize the economic advantages of bulk distribution. Distribution costs of your products comprises a sizeable, portion of the selling price and management is sensitive of any developments which may even slightly reduce the cost of transportation, marketing or the exploration of new frontiers.

Jan 1, 1969

By Peter B. Lilly

I appreciate the opportunity to tell you something about Kerr-McGee's Galatia Mine in Southern Illinois. This new underground mine was a departure for us since our previous experience had been gained in large surface mines in Wyoming. Although we were new, we did have the corporate experience in the operation of deep uranium and potash mines in New Mexico and Wyoming, and an earlier underground coal mine in Southeast Oklahoma. In arriving at our final design, we evaluated numerous concepts and finally settled on a two seam mine sharing a single shaft and slope. The mine, in turn, would be supported by a heavy media processing plant designed to optimize the yield from either seam. Further, we wished to be able to keep the two seams separate so that we could sell either seam separately or in a blend. Due to the thickness of the coal, the practical area dedicated to the mine provided forty to fifty years operations at the selected mine capacities. It was important, therefore, that our design and selection of hardware and systems provide for long life and low maintenance in order to compete in today's competitive markets.

Jan 1, 1984

By P. Moyo, S. Dixon, R. Norcross

The separation and recovery of copper from cyanide solution has been investigated since the early 1900s. The precipitation of copper using sulfide ion was patented in 1911 by Williamson, published by Leaver & Woolf of the USBM in 1931 and Cyanamid in 1960s. The current practice of sulfide precipitation is used in various processes such as “SART" for cyanide regeneration and copper recovery. The precipitation of copper sulfide requires the pH of the clear solution to be in the range of 4-6. The precipitated copper sulfide can be sold to smelters. Alternatively, copper cyanide can be precipitated from clear solutions in the pH range of 2-3. However, selling copper cyanide is challenging because of its cyanide content. Past work has focused on the use of boiling sulfuric acid to convert copper cyanide to copper sulfate as published by Seracini in 1991. This paper describes a simple process to convert copper cyanide to copper oxide using sodium hydroxide at ambient temperatures. The cuprite can be sold to smelters or used as a feed to an electrowinning circuit to produce copper cathodes. The process provides an effective method to recover copper from cyanide solutions with a lower capital requirement.

Mar 2, 2022

By Alexander N. Winchell

"Location. The copper mines of Michigan are all in the northern part of that state on the Keweenaw Peninsula, which extends from the (Michigan) mainland for about seventy miles northeasterly toward the middle of Lake Superior. The mines occur in a belt or zone occupying the central portion of the peninsula from end to end.. The most productive mines for many years past have been those located not far from the city of Houghton in' the central part of the zone, in a section extending about ten miles southwest of Houghton and fifteen miles northeast. The most important mines in order of location, from the northeast to south¬west, are the following: Mohawk, Ahmeek, Allouez, North Kearsarge, Wolverine, South Kearsarge, Centennial, Calumet. and Hecla, Osceola, Franklin, Quincy, Hancock, Isle Royale, Superior, Baltic, Trimountain, and Champion. The first three named are in Keweenaw county and all of the others are in Houghton county. Still farther to the southwest are the Lake, Mass, Adventure, Michigan, Victoria, and White Pine mines. These are in Ontonagon county.History. The exploitation of these copper mines extends back into prehistoric times. There is little evidence that the American Indians carried on mining operations in this region in the period shortly before the advent of white men, but there is abundant evidence that the ancestors of the Indians, •or some earlier inhabitants of the region, carried on primitive mining operations. For example, Mr. S. O. Knapp, Agent of the Minne¬sota Mining Company, in the winter of 1847-48, made the first discovery of prehistoric mining. This event is described as follows by Foster and Whitney :"

Jan 1, 1920

By Don Reining

The sand and gravel industry in Southern California has made a sizeable contribution to the construction development of the 15 County area in this part of the State. Facing this mineral extraction industry, in the next decade, is a problem of meeting the market demand. The question is, "how can sand, gravel and rock operations be made compatible with goals for sound and attractive community development?" Three basic principal characteristics of the land needed for this-mining industry are: 1. The land must have workable sand, gravel or stone deposits. 2. The land must be properly located for transportation purposes close to the market in order to sell the aggregate at a minimum cost. 3. The land must be zoned so that it will be permissible to mine.

Jan 1, 1967

By Fred A. Glover

It's a pleasure to be included with this group. I am not here to sell my services, but rather to share with you some ideas and considerations on using environmental consultants. Environmental consultants have developed some problems as well as created new costs for companies that are as legitimate as engineering costs. Each day the mining industry is becoming more affected by the proliferation of environmental regulations and their interpretations by federal and state agencies. How does a modern mining company cope with all the demands for environmental consideration by regulatory agencies and special interest environmental groups-- yet produce a product and make a profit? One way is to make efficient use of environmental consultants. But, as everyone here knows, this approach has been fraught with seemingly inherent frustrations, difficulties, and much justified criticism.

Jan 1, 1979

By Jerrold J. Marcus

United states reserves of oil and gas have been steadily declining while consumption of petroleum products has continued to increase. The nut result has been an ever increasing shortfall between supply and demand. This imbalance has been made up by imports of both oil and gas causing a strain on the United States Balance of Payments. To complicate the situation further, exporting nations have recently formed a cartel and dramatically increased the selling price of petroleum products. To meet U.S. energy demand, increased attention has been drawn to the production of synthetic oil and gas from coal. To date, considerable research has been conducted and is continuing on various processes for liquefaction and gasification of coal. Some of these processes are now in the pilot plant stage and at least one demonstration plant has been proposed. The coal conversion complexes envisioned will be very large, requiring substantial capital investments and abundant reserves of coal. Coal production to feed these proposed complexes has been estimated on the order of 75,000 tons per day. With the viability of these projects becoming economically attractive, the Office of Coal Research initiated a contract with Fluor Utah to determine and define the problems of surface mining coal at very high mining rates, under varied physical, geographic, and climatic conditions. The flow of recent events in the Middle East has created a greater sense of urgency for this study.

Jan 1, 1975

By V. O. Tenorio, A. M. Sanzana

"INTRODUCTION This report summarizes a research about mines which are transitioning from surface to underground mines. It is a guide to make strategic decision in these increasing amount of mines. Capital and operating costs are linked with major strategic decisions in the exploitation of an ore body. This is the reason to analyze costs related to this transitioning world trend. There are multiple reasons for transitioning from Open-Pit (OP) to Underground (UG) mining. The primary economic incentive for going UG is that the cost per unit of ore from OP mining eventually exceeds that from UG extraction. This is due to the excessive amount of waste that must be extracted when the depth of the pit increases. In addition, the reduced footprint of UG operations contributes to diminish the environmental impact on the surface. Furthermore, it becomes more difficult to find new, easily accessible ore deposits. Then, a cost model helps to guide strategic decisions in the transition from OP-to-UG mines. Objectives • Propose a methodology to guide strategic decisions in the transition from OP to UG mining. • Create an integrated cost model based on existing OP and UG individual cases. • Identify and characterize a group of mines transitioning from OP to UG. • Analyze operating and capital costs of a particular transitioning from OP to UG mine. MAIN CONCEPTS Open Pit Mining (OP) The main decisions in OP mines are: Cut-off grade, Stripping Ratio (SR), equipment size, stockpiling, pushback sequencing and processing capacity. The stripping ratio is measured as the tonnage of waste required to be removed to reach and extract one tonne of ore. The material extracted from an OP exploitation can be classified as waste and ore. This classification depends on the cut-off grade. The cut-off grade indicates the minimum amount of material with economic value in a block. The waste from the mine is going to the waste dump and the ore is going to stockpiles where will be store and then going to the processing plant (leaching or concentrator). The waste of this process is going to the tailing pond big pools. And the product is sell in the market. Another important issue is the mining capacity which is going to define the investment in mining equipment. Underground Mining (UG) The first decision to be made in order to open an underground mine is selecting the mining method. Caving methods are the more productive and have lower operating costs. There are three caving methods: Block Caving (BC), Panel Caving (BC) and Sublevel Caving (BC). The access development could be an horizontal adit or a straight or downspiral decline. A shaft could be used for inclined or vertical access. Other key issues are: equipment capacity, cut-off grade and production sequencing."

Jan 1, 2016

By G. T. Austin

This is an overview of the gemstone industry with special attention on particular states within the united states. The U.S. Bureau of Mines, Department of the Interior compiled and analyzed the information contained in this report. The report should be viewed as a current "still photograph" of a dynamic system. The information presented on a specific gemstone or for a specific state can and will change with time. This overview presents historical and reference information on the principal gemstones and their production in certain states. The report is not a definitive work on gemstones within the select states or United states.

Jan 1, 1995

By A. Singh

"Considering the dominant role of fertilizers in global phosphate production, it is evident that with the ever increasing development in agriculture there will be a growing demand for phosphate beneficiation. With the rapid depletion of high quality reserves, investigations into more complex and lower grade ore bodies are required. The Minerals Processing Division at Mintek has been involved in process development and flowsheet design projects on phosphate resources since 2003. This paper will discuss the processes that Mintek has explored and employed to upgrade various phosphate ore bodies (>30% Phosphorous Pentoxide (P2O5)) in preparation for end user application. These are aimed at an improved understanding of ores in terms of their varying mineralogy and the development of appropriate process routes to meet product specification. OVERVIEW OF MINTEK Mintek is a state owned science council that undertakes R&D, consulting and sells products and services into the minerals beneficiation industry. Mintek has been in existence for 83 years with a current permanent staff complement of 750 of which 300 are professionals with a tertiary education. Being a non-profit organisation, the majority of funding comes from state grant and earmarked funding. All research is needs-driven exploring innovation through technology and process optimisation trends. Owing to a solid base of expertise, extensive laboratory and pilot facilities, and a historical database of knowledge, Mintek is well positioned and equipped to execute projects on a scoping, feasibility, prefeasibility and bankable level. USES OF PHOSPHATE Phosphate is the component in fertilizer essential for root and stem development in plants as well as rejuvenation of harshly depleted soil for which there is no agricultural substitute. Phosphate rock is essential for global food security with 87% used in the production of fertilizers. In agriculture as fertilizer, phosphate is one of the three primary plant nutrients in addition to nitrogen and potassium. In former times, it was simply crushed and used as is, but the crude form is now only used in organic farming. Normally it is chemically treated to make Single superphosphate (SSP), Triple superphosphate (TSP), or Mono-ammonium phosphates (MAP) and Di-ammonium phosphates (DAP), which has a higher concentration of phosphate and is more soluble, thus more suitable for plant absorption."

Jan 1, 2018

By A. V. Castelli

The provinces of Guangxi, Guizhou, Hubei (and most recently Fujian) were the prime exporters of barite during this period. Guangdong and Shandong were exporters too but not major participants. These are all primarily agricultural areas so there existed a sufficient labor force willing to work in the mines to supplement their income from farming. During the early years, barite export pushed the existing transportation systems in these provinces to operational capacity. The mines from which this barite is extracted are located about 250 to 1,400 kilometers from the sea ports. Transportation of the ore from the mines to the ports follows a net-work that includes trucking to various rail-heads where it is then shipped via freight trains to ports for loading into seagoing vessels. in some instances, the barite travels by truck or train to the Yangtze River where it is then barged to an ocean port.

Jan 1, 1990

By Henry F. McCabe

The principals of McCabe Industrial Minerals, Inc., have been involved in the mining, processing, and marketing of nonmetallic minerals for more than 40 years. In addition to marketing nonmetallic minerals produced by other companies, McCabe Minerals owns and operates three plants that produce headlap-roofing granules, with 25 employees and annual sales approaching $6 million. During its 22 years of operation, the company has developed many different markets, and a list of factors that is used in making our marketing and feasibility studies. These criteria (Table 1) are used extensively by the company in all of its projects, and we present this and other data about the company in this brief report. HISTORY OF THE COMPANY A brief outline of the history of McCabe Industrial Minerals follows: I. McCabe Industrial Minerals, Inc. (Formerly McCabe-Woody & Co.). A. Founders: 1. Henry F. McCabe (experience): a. Heart of Texas Sand Co., Brady, Texas (1959-67) b. Delta Mining, Mill Creek, Oklahoma (1967-76) 2. A. H. Woody (experience): a. Heart of Texas Sand Co., Brady, Texas (1961-65) b. Featherlite Corp.-Light-weight aggregate

Jan 1, 1999