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By E. W. Garner

THE greatest problem confronting business managers in modern times is not production, but distribution. It would be easy to expand productive output, but it is difficult to find markets for all that is produced. The fundamental source of economic difficulty, in the view of many observers, is a lack of proper balance between productive capacity and consumptive capacity. The studies conducted by the Brookings Institution on the general subject, "The Distribution of Income in Relation to Economic Progress", have led to conclusions of far-reaching significance, which may be summarized briefly as follows: (1) We have never lived beyond our economic means or capacity. (2) We have not been suffering from general overproduction. (3) We have not as yet reached a stage in our economic evolution at which it is possible to provide adequate standards of living for everybody. ( 4) It would require less than a 25 per cent increase in purchasing power among the masses to absorb our full productive capacity. (5) Production-curtailment programmes-whatever their merit in meeting temporary maladjustments-can only lead to national impoverishment. (6) Our inability to find markets adequate to absorb the full output of our productive establishments is explained by the unequal distribution of income and consequent restricted flow of purchasing power through consumptive channels. (7) The slow rate of growth of consumptive demand serves to retard the rate at which new capital is constructed, and hence the rate of economic progress. (8) The primary need is a rapidly expanding total income, and a broader diffusion of this income among the masses of the people. (9) A broader diffusion of income can best be achieved by reducing prices as rapidly as increasing efficiency will permit. That is to say, the benefits of technological progress, mass production, and low unit costs must be promptly passed on to consumers in the form of lower prices-giving more for each dollar.

Jan 1, 1936

By A. P. Fletcher, K. Croteau

The intent of this paper is to cover some aspects of preventive maintenance methods which have come into wider usage in recent years as a means of increasing operating efficiencies. Particular emphasis is placed on lubrication and related servicing.

Jan 1, 1967

By C. P. Bowie

"It is well known by all who are familiar with the oil industry in America that the oil pipe line is as fundamentally a part of this industry as the railroad is of most other American industries. The oil pipe line was first introduced about 56 years ago, and since that time has so demonstrated its superiority as a means of carrying crude oil froze the well to the refinery, that this method of transportation has largely superseded all others. This has made possible the building of refineries in or near the large consuming centers, rather than at the wells, which are usually remote from the centers of population.The pipes for conveying the oil are laid on the surface of the ground, or at a depth varying from 18 inches to 3 feet beneath the surface, and the main lines are generally eight inches in diameter. The oil is forced through the pipes by means of pumps operated either by steam or by internal combustion engines. The pump stations are located from 1 1/2 to 90 miles apart, varying with the condition of the country through which the pipe lines extend, and the viscosity of the oil to be handled.Some of the larger pipe-line systems and hundreds of miles in length. It is estimated by the U. S. Geological Survey that the total mileage of oil trunk lines in the United States today is approximately 34,000, and that the gathering systems, which are a fundamental part of the trunk systems, aggregate about 11,500 miles in length, making a total of 45,500 miles.Using those figures as a basis, some general conclusions as to the investment represented will be made. At the time most of the lines were constructed, the average cost per mile based on eight-inch pipe was about $6,500. The cost of the average pump station at that time varied from $130,000 to $250,000. The cost at the present time, on account of the increase in price of labor and materials, would be much in excess of these figures. The fixed investment in pipe lines is, therefore, very extensive. It corresponds closely with the actual cost of the property, and is estimated to be approximately $500,000,000."

Sep 1, 1920

By D. J. Tooker

For the next few minutes, I will be discussing a product and category that many people laughed at for years. The product is cat box filiers or commonly referred to by the brand name KITTY LITTER. This product was introduced in 1947 by Ed Lowe using the name KITTY LITTER. From 1947 to 1964 the product was sold mainly through pet shops. Starting in 1964, the grocery trade began to carry cat litters. From that point, the cate gory began a solid growth trend. Particularly in the '7O's, cat litter has experienced the same kind of explosive growth that has characterized the entire pet market. For example, in the twelve months ending 9/21/79, cat litter unit volume grew by 15% versus the previous twelve months. The basis for this explosive growth is easy to comprehend. The cat population itself is rapidly expanding, reflecting the changing life- styles of Americans. As famiiies grow smaller, there is room for a pet. As apartment and con dominim living shrinks living space, a cat fills the human need for animal companionship more efficiently. Table I illustrates current cat litter market factors and projects major trends into the future to conclude that the cat litter market will equal $205MM in 1985. With this dynamic growth defined, it was imperative that a company such as Lowe's that was totally devoted to the commodity-priced products, evaluate the opportunities for added- value product differentiation. This process was started approximately four years ago with a search for new cat litter products and other new product opportunities.

Jan 1, 1980

By Gerhardt A. Bennewitz

The mechanism shown here (Fig. 1) may not be all that it appears to be. To many of you it may look like a hopper car, a thing of mobility, in which you would ship coal, ores, limestone, or other bulk materials. It is approximately 50 feet long, 12 feet high, and can be placed on tracks which are on approximate 14 foot centers. But far too often in the past, and all too often today, this mechanism has been made to serve as an immobile storage box, with its primary role -- the transportation of products, seemingly incidental to the storage function. Our engineering training teaches us to conserve resources, despite some of the popular and misconceived philosophies being advanced these days. Those of you who work for companies with traffic departments know that they are always striving to reduce the price which is paid to move your mine products. Today, let's consider and analyze the ways in which the cost of transporting your mine products might be reduced, based on particular reference to coal. Bear in mind that in this context, cost and price are not necessarily synonymous. Until a few years ago, most coal and other bulk materials handled by railroads moved under standard tariff rules. These rules, which still exist today, provided transportation vehicles (railroad cars) for extended periods at no added price to the shipper or receiver. "Normal" free time rules would permit a car to be held for a maximum of 48 hours without charge; however, in the case of coal, there is a rule which, subject to liberal rules as to the

Jan 1, 1972

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 K. R. Nichol

The author points out that corrosion works 24 hours a day, every day. It is an economic reality that the cost of corrosion is inevitable and that its cost should be incurred in the least expensive way. An economic evaluation technique to properly assess its relative impact is the Discounted Cash Flow Method. Various remedial and corrosion control measures are available and these, when coupled with a planned corrosion control program, help reduce the cost of corrosion.

Jan 1, 1973

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944

By AIME AIME

THE twenty-second annual meeting of the Canadian Mining Institute was held at the King Edward Hotel, Toronto, on Mar. 8, 9, and 10, and was followed on the 11th by an all-day excursion to the International Nickel Refinery at Port Colborne. The meeting was very well attended and dealt with some of the most important matters, both technical and economic, that have ever come before the Canadian Institute. The question of licensing engineers is before the Canadian members as it is before our own in this country and the attitude of the mining engineers across the border is like that of the American mining engineers, opposed to the licensing of the mining. engineer, however they may feel toward the licensing of other branches of the engineering profession. It was well pointed out that such a law, had it been in existence in the last decade or two, would probably have prevented the rapid development of Canada's mines. Whereas one civil engineer can run a line of survey as well as another, perhaps, it is only a question in his case of whether he can or cannot survey. In the case of a mining engineer employed by a man with capital to invest in a development project, unless the man with the money has confidence in the judgment of his engineer the fact that he is a professional man would carry little weight in inducing a large investment toward the development of Canada's resources. It was also pointed out that although the Institute as a whole had not passed on the matter, it would probably be opposed to legislation aiming only for self-interest, but would be heartily in accord with legislation which could be shown to be for the service of the community at large.

Jan 1, 1920

By AIME AIME

MEMBERS of the Engineering Education Committee held two meetings at Joplin preliminary to the opening of the main meeting there. The first was held on Sunday afternoon. It was attended by all who had arrived early enough and as among the dozen or' fifteen who were present the heads of a half dozen schools of mines were included it was a representative gathering. C: H. Fulton, chairman of the Committee presided and T. T. Read acted as secretary of the meeting. The chair., man reminded those present that last year there had been some discussion as to the advisability of the proposal, made by Edward Steidle, that a, separate society, devoted to education in the mineral industry, he organized. Many .people had felt that there are already so many societies in existence to demand one's time and attention, that it would be a mistake to add to their number and the counter suggestion had been made that the work of this committee could be so reorganized as to meet all the needs that a separate society could fill. He therefore presented for discussion these four' questions: (1) Shall a subcommittee .be appointed to study, and report in February, 1932, the possibility of the reorganization of the work of the Engineering Education Committee into the equivalent of an' Institute division; (2) if the work is so reorganized what shall be the relation of the work of the Committee (division) to the work of the-Society for the Promotion of Engineering Education; (3.): what are the, cardinal objectives of education for the mineral industry; and (4) what should be done as regards the movement in some institutions to plan their work-in the light of that being done in other institutions, for example, in geophysics?

Jan 1, 1931

By J. Fred Johnson

MORE ORE is mined in the Bingham District than in any other mining district in Utah. In addition to the open-pit operations of the Utah Copper Co., there have been, many large underground mines. Until recent years the principal production was from the Jordan and Commercial limestones, but in the last eight years valuable ore deposits have been developed in the so-called alphabetical or "A," "B," "C," and "D" limestones, mainly by the U. S. Smelting, Refining & Mining Co. The value of these developments has led the company just mentioned to acquire large holdings in the district and within the last year to install at the Niagara shaft a hoist capable of going to a vertical depth of 4000 ft., or 1800 ft. deeper than the present lowest level. Ore from Bingham has been the chief factor in enabling the

Jan 1, 1934

By AIME AIME

ON May 5, the Washington, D. C., Section, A.I.M.E., devoted its meeting to the many-sided and perplexing question of mineral stock-piling for peace. Opening the symposium, Harry J. Wolf, of the War Production Board, outlined the problem under six heads: (1) Technical. Mechanical, chemical, or metallurgical importance of specified materials, emergencies that might arise, relative scarcity, and critical value of stock piles during emergencies. (2) Economic. Cost to Government, influence of Government stocks on commercial relationships and markets, effect of availability of items as a con¬structive influence on industry, Administration policies now and during postwar period. (3) Legislative. Need for immediate legislative action, need for legislation on postwar conditions as well as on current requirements, a constructive basic policy to prevent political manipulation. (4) Military. Consideration of re¬quirements and supplies bearing on national safety and needed for manufacture of equipment, and adequate reserves of scarce materials for research or experimentation by military agencies. (5) International. Interests of the United Nations in contradistinction to those of the United States; effects of nonisolation policy on nature, location, and administration of stock piles. (6) Negative stock-piling. Question of United Nations' legislation to prevent stock-piling by Axis nations after the war and who shall purchase stock-pile materials and during what periods.

Jan 1, 1943

By George H. Deike

DURING the past year a survey was conducted by the Committee on the Promotion of Student Interest in Coal Mining to determine whether the program as laid down in past years was operating effectively. It is a source of satisfaction and pleasure to be able to report considerable headway among operating companies in putting cooperative scholarship plans into operation. In previous committee reports the pioneer work along this line by Eugene McAuliffe, president of the Union Pacific Coal Co., has been cited. That Company now has in its employ, in responsible positions, three men who received their education under such scholarship plans. One student under a similar plan is now studying at the Colorado School of Mines.

Jan 1, 1942

By Carl Zapffe

JUST as 85 per cent of the total ore produced annually in the United States comes from the Lake Superior region, so does one of its six producing districts-the Mesabi --dominate that region both as to production and total reserves; also in ore Treatment, Mesabi practice is dominant. Therefore, in discussing future reserves or ore treatment one may visualize one big district with five smaller districts as so many satellites. In considering the future less thought need be given to processes than to, economic policies. For thirty years experimental work has now been in progress and every possible ore-treatment process now known has been given attention. This work was started when there was no recognizable danger of running short of ore because of rapid consumption. Thirty years ago the annual production had just progressed beyond the twenty-million bracket for the first time. Today fifty million tons is considered a small production, and last year the aim was for 65 million. At the recent rate of production the life of the estimated reserves of good ore is about 35 years. All who know the local terrain are convinced that, unlike thirty years ago, the chances for discoveries of new big deposits are nil; treatment of lean ores obviously is to become an all-important topic.

Jan 1, 1938

By Arthur F. Taggart

TO all Mineral Dressers, but particularly to those in the Coal and Industrial Minerals Divisions: Ted Counselman, retiring after two years at the helm of the Milling Committee, pointed with pride to the continued growth of that committee, and sang the swan song "Why ain't we a Division of Mineral Dressing?" Our genial Secretary pointed out, handily, that, you see, the way the Institute is divided there are several blocks running across this way here, and one running all the way down here, and another running part way down here, and they all cut across each other like this, and anyway the miners want to be a Division now, so why not you Mineral Dressers be good and not upset the big Institute organizational chart? And anyway again, Divisions have vested interests, and a Division of Mineral Dressing would take something away from Coal and something from Industrial Minerals, and any good institutional man can see that a Division would never give anything up. It was all quite confusing, and apparently not too convincing, because then the Milling Committee went ahead and voted unanimously it is a good idea, let's see what the other fellows think about it as well.

Jan 1, 1944

By James E. Harding

AT just about the geographical center of the peninsula of Lower California is the El Arco gold mine. It is small and spotty, and three separate attempts to operate it in the past have failed. The only reason the present operation is possible is because of the higher price of gold and because the previous operators had spent about $300,000 developing the property with shafts, four levels, machinery, and a complete mill, all of which was acquired at a bargain price. All the known ore in the mine, to say nothing of the cost of recovering it, is

Jan 1, 1937

By Arthur S. Dwight

THE professional career of Thomas Septimus Austin, who died at El Paso, Tex., August 23, 1906, was contemporaneous with the growth of the silver-lead smelting-industry of the Far West, to which his talents and zeal contributed in no small degree. Born at Stratford, Conn., December 7, 1853, he was the seventh son in a family of thirteen. His parents were well-to-do; and he received a thorough preliminary training at the Hopkins Grammar School, New Haven, Conn., passing thence to the Columbia School of Mines, in New York, where he was graduated in 1876. His first professional work was that of analytical chemist with a Cuban sugar company. In this position he spent a year, and, whatever else of benefit he may have acquired during that year in Cuba, he gained a facility of speech in the Spanish language which was of inestimable value in his subsequent work in Mexico and the southwestern United States. In 1877, he went to the Rocky Mountains, and, under the firm name of Murphy & Austin, opened an assay-office in Leadville, Colo., which was just then coming into public notice as a rich silver-lead camp. The next year, however, he entered the service of the Germania Smelting & Refining Co. at Salt Lake City, Utah, where he remained until 1882, first as assayer and chemist, and later as Assistant Superintendent. The Germanic bears the honorable distinction of being one of the first of the large " custom " lead-smelters erected in the West. Its founders may be called the pioneers of the modern lead-smelting practice, and the Germania served, to a large extent, as a model for the many plants that sprang into existence during the next few years in Utah, southern Idaho, Colorado and other lead-producing districts. The formulation, for the first

Jan 1, 1908

By F. G. Cottrell

AS previously announced, Van. H. Manning has resigned as director of the Bureau of Mines, effective June 1, to become director of research with the newly organized American Petroleum Institute. Doctor Manning has been connected with the Department of the Interior for 34 years, having been civil engineer with the Geological Survey, from 1885 to 1910, previous to his connection with the Bureau of Mines which was organized in the latter year. Doctor Manning was appointed to an administrative position in the new Bureau under Joseph A. Holmes, its first director, and on Jan. 1, 1911, was made assistant director. On Jan. 1, 1914, when Doctor Holmes had to relinquish active

Jan 1, 1920

By C. K. Leith

THE resolution presented at the Annual Meeting of the A.I.M.E., calling on Congress to provide now for postwar accumulation of mineral stock piles under Government control, expresses, I think, the nearly unanimous view of the mining industry. As a result of the trying experiences of the first World War, Mr. Baruch, in his report of Dec. 24, 1919, to the President, urged that steps be taken at once to ensure adequate supplies of raw materials for future emergency. In the twenty years that followed, the same program was vigorously urged on Congress by many individuals and agencies, public and private, including the Secretaries of War and Navy, many members of Congress, the Bureau of Mines, the Planning Committee for Mineral Policy appointed by President Roosevelt, the A.I.M.E., the Mining and Metallurgical Society, and others.

Jan 1, 1943

By A. D. Garman

This paper presents one of a series of digests of foreign mining legislation and court decisions which is being prepared in advance of a general report relative to the right of American citizens to explore for minerals and to own and operate mines in various foreign countries . This interpretation of the laws of Nicaragua has been prepared from the best available information in Washington , but is released subject to correction and amplification , if necessary, by the proper American diplomatic and consular officers to whom it is being referred through the courtesy of the Department of State .

Jul 1, 1930