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By Marcus Nadler

WAGES in the United States, in spite of the wage freeze, have increased materially. Overtime payments have become standard practice in almost all industries. Now efforts are being made to place wages on an annual basis, and if this is adopted, it will result in an increase in the cost of production. Organized labor today is more powerful than ever before; union membership is large and steadily increasing, and in many instances membership in the union is a prerequisite to employment. The treasuries of many unions are strong as a result of the large membership and full employment. The unions, therefore, today are in a much better position than ever before to carry on long strikes. Politically, too, the unions are more powerful today than they ever were. On the basis of their strength, one may expect that some of the demands that the labor unions will make in the not distant future will be granted. It is, therefore, quite evident that before long, particularly when the curtailment in war production reaches about 40 per cent, this country will be confronted with a serious labor problem.

Jan 1, 1945

By V. R. Bovino

In the early 80's, the cover of a major weekly magazine proclaimed the "Death of Mining." A few years ago, mining conventions, similar to this, around the country sported the theme, "The Survival of Mining." Today, the SME announces that "Mining is Alive." Being part of an industry that is simply alive is not very exciting. We can do better! Our challenge must be to flourish, blossom, maximize our potential and expand our horizons. The pace of rejuvenating this industry is still woefully inadequate. The new generation of mining industry leaders recognizes the urgent need for bold operational changes?changes in the way we deal with our employees? changes in the way we achieve productivity? and changes in the way we reward our employees for productivity.

Jan 1, 1991

By David R. Wilburn

The U.S. Bureau of Mines investigated the resources, costs, capacities, market relationships, and short-and long-term supply of bauxite, alumina, and aluminum. The 45 evaluated mines and deposits in 14 market economy countries (MEC's) have a demonstrated resource of 8.4 billion mt of bauxite and an aluminum content of approximately 2.1 billion mt. Developed world bauxite resources and existing primary aluminum smelting and refining capacity are sufficient to satisfy demand through at least 1995, when additional properties (with higher cost levels) would need to be developed to satisfy future demand levels. It is anticipated that new alumina or aluminum production most likely would occur in developing regions with large bauxite potential, low-cost energy sources, and a close proximity to refining and/or smelting capacity. An increase in aluminum recycling capacity would help meet future demand increases. A series of network model supply analyses was performed for the period 1988 through 2000. Based on announced future production levels and assuming demand grows at the level outlined in the analyses, model results indicate there is sufficient material available to meet demand until 1998, where-upon an aluminum shortfall is projected. Additional analyses investigated the effect of a reduced growth rate of demand and regional production variations in Venezuela on the international aluminum industry.

Jan 1, 1993

By C. Patrick

Longwall face-to-face equipment transfers or moves are, for many companies, the largest single source of non-productive time in a longwall mining system. Detailed planning and resourceful thinking are paramount for economical, safe, and timely longwall moves. New equipment and innovative techniques are frequently tested in order to reduce overall move time. Determining the cost effectiveness of these ideas is difficult since the decision is influenced by many subjective factors. A project scheduling simulation model of the longwall move process was developed in order to analyze and assess the economic viability of innovative transfer methods and equipment. The model provides a project duration frequency distribution and lists of critically indexed activities and paths. It compares the monetary savings from reduced transfer time and capital costs for several innovative ideas.

Jan 1, 1994

The original and most basic relationship between mining company and explosive supplier was a simple one of consumer and product supplier. The divide between the two was quite clear-cut with neither taking much interest in the activities of the other. The explosive supplier had little understanding or share in the outcome, efficient rock breakage and therefore impact on mining and milling. Likewise, the mining company did not encourage the improvement or development of products. The transactions were limited to product and funds. This environment does not encourage any form of knowledge sharing, trust or optimisation of the mining process.Conversely, there are now a variety of relationships to the point that the mining company may simply be an asset manager whereby all æoperationalÆ aspects are contracted out. For the drill and blast aspect this takes the form of a æRock-On-GroundÆ contract whereby the explosives company takes on design, drill, load and fire responsibilities and is paid a rate per volume of broken rock. This removes the majority of risk to the mining company derived from having to produce broken rock and guarantees the cost of a portion of the overall unit cost of mining. The onus is now on the explosives supplier to break rock to a specification as efficiently as possible.There exist a number of variations between the æbasic supplyÆ and æRock-On-GroundÆ. These contracts may also include value sharing to encourage the explosive supplier to optimise the mining operation to maximise profit.This paper looks at some of the drivers for the change in explosive supplierûconsumer relationships and examines the æprosÆ and æconsÆ of a few of the options.

Jan 1, 2004

By A. Lucian Walker

SILVER is not only of paramount importance to millions of people as a medium of savings and to other millions as a medium of exchange, but it is also valuable and useful in industry. Mexico continues to be the largest producer of this metal, followed by the United States, Canada, and Peru. The largest consumers are China and India, which normally absorb about two-thirds of the world's mine production, hoarding it as savings. The imports by these countries exert a powerful influence upon the price, yet neither country is on the silver standard. China having abandoned it in 1935 and India in 1893, when the rupee was definitely linked to the pound sterling. Other nations such as Persia, Ethiopia, Mexico, and many of the South American countries either have been on the silver standard or have used silver as their chief circulating medium, and most large nations use it for subsidiary coins, this use accounting for 20 to 30 million ounces annually. The arts and industries have consumed 35 to 40 million ounces each year.

Jan 1, 1937

By H. L. Hazen

THIS is the story of the recent operations of the Standard Cyaniding Co., which owns the Standard mine, a low-grade gold property in sight of Highway 40 about thirty miles from Lovelock toward Winnemucca, Nev. The ore is mined by power shovel and cyanided after grinding to only 3/S in. A total direct cost of $1.24 was attained in 1941 on 600 tons a day. Mining operations ceased, under Government edict, in 1942, and only in recent months have been resumed. The operating difficulties of today are: (1) the high cost of supplies; (2) labor problems; and (3) Federal laws as interpreted and enforced by executive bureaus of the Government. Of these, the increased cost of supplies is the least important.

Jan 1, 1947

By T. J. Haddon

For the mining industry in general and gold mining in particular the past few years have been difficult. Economic conditions coupled with growing regulatory restrictions have led to increasingly important reasons for managing assets wisely. From a public company perspective this makes sense because it ultimately provides for an increase in shareholder wealth and that's what we're in business to do. Regardless of whether a company is public or not, assets must be managed effectively to remain a player in today's competitive environment. So, as the CEO of a gold mining company, how do we manage our assets to ensure that we are satisfying our obligations to our customer --the Amax: Gold shareholder? Let me tell you. As I said earlier, the gold industry has been under siege. We have just completed our third year of average prices below $400 per ounce. When you add finding and/ or acquisition costs and development costs to operating costs, there isn't much of a profit margin left. What this environment provides, however, is opportunities for growth. In the gold business, you either grow or you die. Today, most North American gold producers have at most a 10 year mine life. We are all scrambling to add reserves so we don't become extinct. As prices remain low, opportunities for increasing diminishing reserves abound. This is the time for the opportunistic company to take advantages of market conditions and that's precisely what we, at Amax: Gold, have done!

Jan 1, 1992

By H. Foster Bain

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

Aug 1, 1912

By Dale A. Zuck

Recovery of aluminum metal from drosses? is a major factor in the recyclability success story enjoyed by the United States aluminum industry. Today's modern dross processor uses the latest technology to maximize metal recovery at the lowest cost while complying with all environmental laws and regulations. Most dross processors, however, pay little attention to the resulting saltcake, the end residual of dross recyCling, and rely on landfills for .disposition of this material.. The alternative is to recycle the saltcake, but the success of this technology is dependent on the development of reliable outlets for each of the saltcake constituents. This paper discusses the evolution of an aluminum dross oxide processing technology that ,produces an economically attractive source of alumina for the production of portland cement.

Jan 1, 1995

By D. S. Hines

The purchase of mechanical equipment for mines is not unlike the purchase of other materials or supplies in general principle, but on account of the major part such equipment plays in the operations, and of the fact that life and valuable property are at stake, the matter demands the most careful attention on the part of the purchaser. The problems and difficulties encountered are dealt with below in their sequence in the purchasing procedure. Requisiting Although it is quite a common practice to submit a tentative specification of requirements to recognized manufacturers of equipment- soliciting alternative propositions or recommendations for study in the selection of certain equipment-as a rule the first step in purchasing procedure is the requisition. Primarily, it is the form that carries to the purchasing department the record of equipment wanted. A full and complete description or specification, and accuracy of record, are the important points to be insisted on in a requisition. Too much attention cannot be given to this detail, as this is one of 'the most important phases of purchasing work. Incomplete information, either in specification or detail, leads to delay in handling the requisition, and, if not detected in the purchasing department, may mean receipt of material which cannot be used for the purpose intended. In addition to description of material or equipment to be ordered, the requisition should also show where or what the equipment is for, whether for operating or new work. If for capital account, the number of the authority for expenditure should be given for record and distribution purposes.

Jan 1, 1930

By J. T. Crawford

The purpose of this paper is two fold. It will: (1) examine leasing analysis as a project evaluation criterion, and (2) compare the cost of leasing with other methods of financing. The use of leasing has grown extensively in recent years as a method of obtaining equipment. The computer industry has been highly dependent upon leasing from its earliest days to dispurse its equipment to the customer, while airlines and railroads acquire large segments of their aircraft and rolling stock by leasing. Over the last few years the mining industry has leased haulage trucks, bulldozers and other equipment of similar nature.

Jan 1, 1974

By G. Atesok

Turkey?s EU affairs started in 1963 with the Ankara Treaty. On 31 December 1995 the Customs Union between Turkey and the European Union came into effect. In order to achieve the Copenhagen Criteria?s, Turkey, made laws parallel to the Framework Programs. On 3 October 2005, with the confirmation of ?Membership Framework Document? the negotiation process of Turkey has started. Coal had important role in the industrialization of EU and it is directly related to Energy and Environmental subjects. In this point many restriction became with the some protocols, in last decades. European Union composed Energy and Coal Policy, therefore engaged to reduce the emissions, and made new regulations. This regulations concern Turkey?s energy future, since large; but low quality of lignite reserves of Turkey, it is expected to have some difficulties with Union?s Environmental Legislation during Turkey?s congruity process. With the last natural gas import agreements of Turkey, the production and consumption of coal sunk in last seven years. However, considering environmental sustainability, the role of coal in energy production will rise up in the coming future. In this paper, in terms of Turkey Energy Sector, production and consumption problems of coal discussed and evaluated considering EU?s coal, energy and environmental rudiments.

Jan 1, 2014

By Allen D. Look

Uninterrupted shaft operations are an important economic factor in mine operation, and good shaft support is an important aid in preventing accidents and interruptions. More permanent supports can cut the hazards, costs, and delay incident to replacement of conventional timbers, especially where subject to decay. Installation of prestressed, precast concrete shaft supports in 100 feet of shaft at the Banner mine, Lordsburg, N. Mex., nave a satisfactory permanent installation in a section of shaft that had given trouble with conventional timbering. Use of rock bolts supporting gunited wire netting around the rock walls of the shaft prevented sloughing. No attempt was made in this paper to arrive at comparative costs of installation of various types of support. However, it was indicated that use of a lighter weight aggregate would be desirable in further use if prestressed precast members as placed in the Banner mine.

Jan 1, 1957

By H. A. Stoess

The Minerals Industry makes heavy demands for and on its Material Handling equipment. It also gives progressive management the opportunity for considerable savings, ad consequently increased profits. In some cases, cost of Materials Handling amounts to 40°/o of the total cost of the ultimate product. Handling costs are hidden in overhead, indirect labor, excessive maintenance, productive workers performing handling tasks, and, a great many more. Even though Materials Handling is the oldest occupation of mankind, it is only within the past twenty years that it has emerged as a specialized field. While this industry has made full use of all types of mechanical and vibratory conveyors, pneumatic conveyors in their proper application can be a distinct asset. me use of pneumatic conveyors by this industry however is limited- to a certain extent by the particle size of your products through the various phases of manufacture, as well as their bulk density. However, with increasing knowledge of the fluidization of dry materials, their use is becoming more wide spread.

Jan 1, 1962

By S P. Young, K R. Monro

Reducing metal prices have forced mining operations to become more efficient and innovate in order to do more with the existing base. Much of this effort has focused on improving the efficiency of load and haul operations. The key to this is to understand and quantify where delays and missed opportunities exist. Metrics such as utilisation of availability, efficiency utilisation and asset availability are helpful indicators of performance; however, uptime-based time usage models and performance analysis tools using productive operating time models help to identify additional improvement opportunities.Phu Kham is a copper-gold mine operated in the Lao People’s Democratic Republic (Laos) since 2008 by PanAust Limited. The mine is a single large open pit of 450 m depth, running a fleet of 51 100 t class rigid dump trucks and 300 t and 200 t shovels controlled with the aid of a fleet management system in order to achieve ex-pit material movements of 56 Mt/a.Commencing in late 2014, a range of initiatives were implemented in order to improve the efficiency of the mine haulage fleet. These include hot seating of all operator changeouts via changeout ramps, split shifting of crews to minimise queuing delays, maximising blast volumes and minimising blast event days to reduce blast exclusion delay events including opportune refuelling of equipment during blasting events, inspections of trucks during refuelling events, implementation of a dedicated haul road services team to help reduce wet weather related delays and infrastructure development for haul path efficiency improvements.These and other initiatives have allowed the mine haulage fleet utilisation of availability (UofA) to be sustainably increased from 85 per cent to 97 per cent (see Figure 1), efficiency utilisation to increase from 85 per cent to 90 per cent, and productive operating time (POT) to increase from 73 per cent to 84 per cent. The corresponding increases in efficiency of the haulage fleet has allowed an equivalent reduction of eight haul trucks from the fleet to meet continuing life-of-mine production requirements.CITATION:Monro, K R and Young, S P, 2016. Truck haulage improvements at the Phu Kham mine – the journey to 97 per cent utilisation of availability, in Proceedings International Mine Management Conference, pp 339-346 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jun 22, 2016

By C. N. Speltz

The cost of transportation of industrial minerals is frequently higher than the cost of the product. Where a minc, industrial mineral plant. or customer is served by a single railroad, that single railroad, because of lack of competition, may increase rates and/or provide inadequate service so that the economics of that mine, plant or customer are adversely affected, or so that the level of service precludes satisfactory performance. Transloading of industrial minerals from rail-to-truck or truck-to-rail in order to improve economics and sales of product is not new. However, transloading to reduce freight costs or improve inadequate service caused by a lack of competition in the rail industry, is a relatively new concept brought on by the recent mergers of many of the main line railroads, both in the eastern and western United States. For example, with completion of the Burlington Northern/Santa Fe and the Union Pacific/Southern Pacific mergers, the western United States has only two mainline railroads. The industrial mineral producer, in order to reduce the cost of transportation, or increase the level of service, must evaluate potential transloading opportunities in light of higher prices and reduced service brought on by reduced railroad competition.

Jan 1, 1998

By Thomas N. Walthier

Exploration is the systematically financed and technically oriented search for mineral wealth. Almost all established mining companies have an exploration department. The size of a company's search varies over the years as the company's profits, or the corporate philosophy change. While the established mining companies have exploration departments, they are also alert to acquiring discoveries made by others -- especially by prospectors and small companies without the resources to develop their find. The emphasis in some large companies stresses self-generated discoveries while others rely heavily on acquisitions; again, over the years the emphasis may alternate. In the last analysis, essentially all new mineral wealth was found through someone's exploration effort. Before we discuss how exploration is financed, it will be informative to analyze how discoveries have been made and by whom. Recently, the author conducted a survey of randomly selected major mining companies to answer these questions. Most companies responded and many went to considerable effort to give complete and detailed answers. I thank all for their help and cooperation. The questionnaire is attached as Appendix I. Appendix II is a list of the 400 companies that replied in a complete enough manner and format to be analyzed here. The results of the questionnaire are given in Table 1. Over 57% of the new orebodies acquired by 40 major mining companies during the past quarter of a century were generated

Jan 1, 1977

By Clinton H. Crane

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

Jan 1, 1932

By F. W. Bradley

GOLD is a large subject. One could talk about its geological or mineralogical occurrences, prospect- i11.g for it, mining of .it, its metallurgy or its marketing; but I have decided to limit my discussion to gold as a business-that is, to its production and marketing. In the production of gold, it is necessary to consider the many possible sources, the quantities available, the capital and operating costs and the chances of price-breaking competition. So in the following remarks I shall endeavour to point out that though gold is found in every formation constituting the earth's crust, though it is possible to-find it free in great concentrated placer deposits on the surface, though there are still large unprospected areas of both the surface and the crust, though it may be possible to produce it by the cheapest labor on earth, and by processes not as yet developed, it still has an unlimited market at a definite price. There is no reasonable fear of disturbance by the finding of bountiful deposits, or by cheapening the cost of production due to devaluation, or by the development of any easy processes for direct, or for by product, production.

Jan 1, 1932