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By Fabio Mielli

In these times of increasing costs and diminished returns, energy consumption is one source of savings that remains relatively untapped in the mining sector. Typically, 15% to 40% of operational costs can be attributed to energy in mining operations. This ?process variable? is a complex, multi-faceted variable that involves government regulations, societal pressures, cost and competitiveness. A mining company able to successfully embrace an energy efficiency program is more often than not a successful mining company. Production optimization programs, relatively common today, provide increased production, increased availability of assets and, in many cases, improved quality. They generally ignore the energy question altogether. Production Energy Optimization combines reductions in energy consumption with production improvements to reduce the cost per unit of production while improving emissions reporting. An energy strategy in mining and mineral processing operations is a critical component of Production Energy Optimization. This strategy must support the financial and operational integrity of the business. Developing a successful energy strategy requires a well structured approach such as following: ??Understanding where energy is being used and why, ??Recommending and implementing energy conservation measures, ??Driving visibility to targets and results, ??Re-evaluating continuously. The objective of this paper is to help you better understand the process, tools and technologies that enable mining organizations today to address energy and sustainability issues more tactically and proactively.

Aug 1, 2013

By H. Richard Eisenbeis, Donna M. Watkins

Many technical professionals (tp)* desire to occupy upper level management positions. But career paths for most scientists and engineers do not extend beyond their specific disciplines. This is unfortunate. Our technical frontiers are expanding so rapdily that it is difficult, if not impossible, to make sound top management decisions without understanding the technical complexities involved. Technical professionals often are not considered for upper level management positions because they lack the managerial and interpersonal skills necessary to become successful administrators. You've heard this before, but a key component of these skills is the ability to communicate. Technical professionals are often unable to communicate as well as they should with nontechnical professionals and nonprofessionals within the organizations that employ them. Communication is important for managerial success Communication is the network of interactions whereby knowledge and understanding are conveyed from one social set to another (Flippo and Munsinger, 1982). In order to be successful, managers must not only be "good" communicators, they must be "effective" communicators as well. Good communication occurs when managers are able to formulate and transmit their messages in such a way that they are received and understood. Effective communication goes one step further: It occurs when recipients accept messages as legitimate and respond to these messages in the manner desired. Before promotion into upper level positions, managers must have developed organizational skills (planning, decision making, organizing, and controlling) and interpersonal skills (directing, influencing, and motivating). Applying these skills effectively is difficult without a highly refined ability to communicate. Effective communication, then, is basic to managerial success. Nowhere, perhaps, has the importance of being able to communicate effectively been emphasized more than in Mintzberg's landmark study of managerial roles (Mintzberg, 1973). Mintzberg's results indicate that executives typically averaged 36 written and 16 verbal contacts a day. These contacts were both important and trivial. They generally occurred in a random manner. Time spent on each varied. Scheduled meetings averaged over an hour. Desk work, telephone calls, and unscheduled meetings required an average of 15 minutes or less. Why technical professionals have difficulty communicating Three reasons why technical professionals do not communicate well are: • The work motivational patterns and personal attitudes of technical professionals are not conducive to effective communication. • Students in technical professions are not encouraged by educational institutions to develop their communication skills. • Organizations do not insist that all technical professionals be able to communicate in the language of business. The work motivational patterns of most technical professionals are indicative of internals and high achievers (Hunt, Salisbury, and Whittington, 1968). As internals, they believe they control their own destinies. As high achievers, they believe that task accomplishment is a primary indicator of success. To ensure a task is completed in the manner desired, tp's attempt to structure and define work situations so they alone are responsible for results. TPs consider the task accomplished when they, and perhaps other tp's, are satisfied with the results. From the tp's perspective, the task may have been completed. From a communication standpoint, two other factors may apply. First, solving the problem required very little interaction (and thus, communication) with others. Second, the tp's, considering the task accomplished, have little concern for how their "technical" answers will be translated to nontechnical persons needing

Jan 8, 1987

By F. S. Crawford

This report deals with the effectiveness and economy of installing mine timbers treated with preservatives in long-life service locations. Early in the present century, when mine timbers and labor were plentiful, it was not general practice to install treated timbers in such places. Because national sources of good mine timber are declining steadily, the mining industry must now conserve timber. Moreover, the cost of installing and replacing mine timbers has been rising. Therefore, even the simplest of treatments can be expected to give some return on the investment when applied to timbers that are to be installed in relatively permanent locations. Better methods of treatment will produce better returns. In a service test of maple timbers treated by the hot-and cold-bath method and installed in main haulageways of the Athens mine of the Cleveland Cliffs Iron Co., Negaunee, Mich., zinc chloride-treated timbers had an average useful life of 13.3 years; borax-treated timbers, 11.2 years; and sodium fluoride-treated timbers, 7.7 years. Untreated timbers used as controls had an average useful life of 3.8 years.

Jan 1, 1950

By R. K. Carnochan

MANY improvements have been made in recent years in the milling of industrial minerals and it is the purpose of this paper to review some of the more important innovations that are now being used in the preparation of these products. Some of the observations which will be made have been prompted by what was seen on a recent trip to industrial mineral milling plants in the north and central sections of the eastern United States. The flotation plants visited were those of the Valley Forge Cement Company at West Conshohocken, Pa., the International Agricultural Corporation at Mount Pleasant, Tenn., and the Aluminum Ore Company at Rosiclare, Ill. Besides these, sand plants in Pennsylvania, West Virginia, and Ohio, coal-cleaning plants in Pennsylvania, pyrophyllite, mica, feldspar, clay, and kyanite plants in North Carolina, and a zinc mill and the Tennessee Valley Authority ceramic laboratory in Tennessee were visited. The milling of industrial minerals can be considered under three broad headings, namely, crushing, grinding, and purification. Usually there is both a separation and grinding problem in treating an industrial mineral, but the problems are distinct, although sometimes a separation is made while grinding, as in the case of a Raymond throw-out mill, which grinds and at the same time throws out most of any hard material present in its feed.

Jan 1, 1939

By H. Marshall Farrier

In the past few years the world petroleum industry has increasingly felt the weight of changes in the principal economic factors affecting pro¬fits. As a result of, these changes, it has been necessary for many oil companies to acquire certain new facilities in order to strengthen their competitive positions and thereby protect their tremendous investments in crude oil reserves, pipe line facilities, refining operations, and marketing outlets. Principally these needs have been met by new capital outlays. A supplementary, method of acquiring needed facilities, however, has been to obtain existing facilities through complete or partial acquisition of other companies.' properties. It is this method of meeting competitive pressures with which this paper is concerned. This paper presents a statistical breakdown of the mergers and acquisitions which occurred in the oil industry between January 1, 1954, and October 1, 1959, showing the frequency' with which certain types of properties were acquired in each of the years studied. In addition, it discusses the principal economic conditions which stimulated many of these property trans¬fers, comments on the effects of these mergers on the consuming public, and indicates the types of, mergers and the rate at which they may be expected during the next three or four years. The basic data upon which the statistical analysis presented in this paper is based were taken from several published sources. Obviously they are somewhat incomplete because not all mergers and acquisitions were reported However;, a careful search was conducted through, The Wall Street, Journal, The Oil and Gas Journal, Potroleum Week, and The Oil Daily with the result that the data should be reasonably complete and comparable for each of the years studied, It is believed, therefore, that the statistical analysis which' follows provides a reasonably accurate indication of the general trend in mergers and acquisitions during the period studied.

Jan 1, 1960

By James Ludwiczak

This paper consists of the conduct of a forensic criminal investigation of the components, construction, use, and functioning of two suicide bombs. As the title states, the task was to form professional opinions as to whether the bombs would work, would cause property damage, and would injure or kill. The bombs were created and installed by a defendant in a Federal death penalty case where the defendant’s daughter was killed in a shootout with the West Virginia State Police. The two black powder bombs were placed under the front seats of the defendant’s automobile and were designed to function by the use of a toggle switch connected to the automobile’s cigarette lighter. The forensic work first consisted of an inspection of the remains of the wiring system and bombs at the Bureau of Alcohol, Tobacco, and Firearms Laboratory, in Ammendale, MD. This was necessary to determine and detail the wire diameter and lengths, the lengths and size of the wire used, the type of toggle switch used, the type of containers, the type of rocket motors used to initiate the black powder, the manufacturer and amount of black powder used in each bomb, and the type, wraps, and amount of duct tape used for the construction of each bomb. Using this data, tests were conducted by duplicating the wiring system and the two bombs to insure that the system functioned properly. Each bomb was duplicated and initiated to observe the violence produced when initiated in the open air. Duplicate bombs were placed under the seats of a similar type of automobile and initiated. The purposes of the tests were to duplicate the bombs, to observe the violence of the initiation, and to observe the damages to the automobile produced by the initiation.

Jan 1, 2007

By I. AITKENS

The opal , long in disfavor because it was considered " unlucky, " has become much more popular in recent years . For variety and beauty of color the precious opal is without a peer . These colors do not come from any chemical constituent but are produced by structural peculiarities , which in varying degrees deflect the light rays entering the stone and give a prismatic play of hues .

Sep 1, 1931

The Bureau of Mines conducted a field study to assess the performance of various chain pillar configurations in terms of gate road entry sta-bility. Vibrating wire stressmeters (VWS's) were installed in four consecutive gate road chain pillars. Field data collected during panel retreat were analyzed to gain a better understanding of the mechanics of vertical load redistribution in gate road chain pillars as it relates to ground control problems. Several different pillar configurations were investigated including abutment-yield and yield-abutment-yield designs. VWS data indicate that average pillar loads were lower and appeared abutment-yield pillar arrangement was utilized. port the occurrence of severe roof and pillar to stabilize when an Data analyses also supdeterioration that was visually observed in the tailgate entries during panel extraction.

Jan 1, 1988

Development of the Davcra flotation cell has continued over the past seven years. Preliminary testwork on single cells has now been extended to a com- plete Davcra flotation circuit, to cells ranging from 5 to 400 tons per hour capacity and to cells operating on a variety of materials. Operation of both test and production units has shown the Davcra cell to be competitive with conventional flotation machines. It offers a lower capital cost installation than conventional cells and in addition has a number of. operating advantages, particularly in its adaptability to automatic control.'

Jan 1, 1971

By Steve Jones

Minor subsidence damage to the Burgettstown Junior-Senior High School building and grounds near Burgettstown, Washington County, Pennsylvania, prompted an investigation of the site in early 1985 by the Bureau of Abandoned Mine Reclamation of the Pennsylvania Department of Environmental Resources. The investigation determined that subsidence over an abandoned coal mine was occurring and that additional damaging subsidence would occur if reclamation measures were not taken. A Pittsburgh Coal Seam Mine which was abandoned in the 1920's underlies the school at a depth of sixty-five (65) feet. This sixty-five foot section is comprised of five (5) feet of unconsolidated overburden and sixty (60) feet of thinly bedded, highly fractured shale. Approximately five and one-half (5-1/2) feet of Pittsburgh Coal was extracted at the school site. A thin shale binder and one (1) to one and one-half (1-1/2) feet of roof coal were left in place. Within the Contractor's Underground Working Area (See Figure 1) approximately thirty (30) percent of the coal was extracted. It appears that the mine was just being developed in the vicinity of the school when it was abandoned for no known reason. Other nearby portions of the mine show extraction approaching sixty-five (65) percent.

Jan 1, 1986

By L. K. Smith, C. R. May, K. R. Schrag, H. Buchwald

"New contracts for 65 million long tons of coking coal valued at over $900 million, over the next 15 years, herald the rebirth of Alberta's coal industry. The industry is optimistic that export orders may reach 20 million tons per annum by the mid-1970's. Coal will be extracted from underground and surface mines and it is expected that the total labour force will double from the present 1,200 men within the next two years. Ali the health hazards associated with coal mining are likely to be encountered and it will be incombent on the Provincial Department of Health to specify the standards which relate to health and environment where no such standards have previously existed. This paper examines some of the problems which are being encountered in setting up an environmental health program and reviews the practicability of environmental monitoring methods, with special reference to respirable dust."

Jan 1, 1969

By M Berry

Many mining companies routinely use benchmarking to review their operational activities and associated costs. The aim is to measure operational performance against industry norms, and identify areas where a company is performing better or worse than industry best practice. The goal is continuous improvement.In general, mine technical services, including mining geology activities, are not routinely benchmarked. There are exceptions, such as the cost of drilling per metre and the average discovery cost per unit of metal, but generally mining geology activities are only included indirectly in mining benchmarking studies.Aspects of benchmarking can play a critical role in assisting mining geologists to improve the efficiency and effectiveness of the services they provide. Industry norms for many generic mining geology functions have not been developed and measured, and therefore it is impossible to use external benchmarking to assess performance against other mines. But when used in parallel with quantifying the value of mining geology functions and establishing strategic goals for the team, key components of benchmarking methodology can provide essential feedback on how a team is performing against these strategic goals.CITATION:Berry, M, 2014. Benchmarking – does it have a role in improving the performance of mining geology?, in Proceedings Ninth International Mining Geology Conference 2014 , pp 361–366 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

By Jr. Jones

This paper is derived from a document that compiles autogenous and semi-autogenous mill installations worldwide, through the end of 2010. Updates have been solicited from all major mill manufacturers and most have responded. A review of AG/SAG mills sold to date and in the last five years indicates that the AG/SAG mill market is very healthy and the trend is larger diameter mills with high diameter-to-length ratios. Ring motors (gearless) are the preferred drives for large mills even though the power transmitted through a gear drive is expected to near 11,000 kW per pinion in the near future.

Jan 1, 2012

Ira B. Joralemon, one of the world's most noted mining geologists, died last year at the age of 91. "His long professional career," says Donald H. McLaughlin, chairman of the executive committee at Homestake Mining Co., "covered an epoch in the history of mining that was unique in its opportunities and achievements," adding that many mining companies (Bunker Hill, Bralorne Mining, Copper Range, Anaconda, Newmont, Phelps Dodge, Homestake, etc.) greatly benefited from Joralemon's experience and wisdom.

Jan 12, 1976

By F. Sanchez, A. Mejias, C. Frias, G. Diaz

"Crude zinc oxides are the major source of secondary zinc and are produced from fuming processes like Waelz kilns. The impurities of crude zinc oxides make difficult their processing in primary zinc refineries due to mainly high chloride tenor. Washing with sodium carbonate is a costly operation and chloride removal efficiency is not good enough, so further purification steps are required. The crude zinc oxides are easily treated using ZINCEX™ technology based on leaching, solvent extraction, and electrowinning. The ZINCEX™ process is commercially available and is designed to be a perfect barrier for metallic impurities and halogens, allowing selective zinc extraction in mixed chloride and sulfate leaching solutions. Other valuable components as lead and silver can be efficiently recovered from the leaching residue using PLINT technology in chloride media. Silver is recovered as silver cement and lead is precipitated as pure lead oxide or carbonate, which can be smelted at low temperature.IntroductionZinc is a fully recyclable metal and at present approximately 70% of the zinc produced worldwide comes from primary zinc while 30% originates from secondary materials. Nowadays, the zinc recycling rate is continuously increasing mainly through galvanized steel scrap processing, and crude zinc oxides are the major source of secondary zinc [1]. Secondary zinc oxides are obtained from fuming processes like W aelz Kiln, Rotary Hearth Furnace or Primus Furnace. Waelz is the dominant technology accounting for 80% of total crude zinc oxides production worldwide. In the Waelz process, steel dust is mixed with solid fuel reductant (coke breeze) and pelletized. It is then fed to the kiln and heated to a reaction temperature of l ,200°C. In such conditions, zinc, lead, and other non-ferrous metals are vaporized into the flue gas together with chlorides and alkaline metals. Mixed oxides are drawn from the kiln with the process gases and separated to produce typical crude zinc oxides [2]."

Jan 1, 2011

By H. Herbert Hughes

ECONOMISTS have predicted that the present business depression ultimately may pay big dividends to industry through the cumulative savings resulting from technical improvements and merchandising advances that might never have been developed under normal conditions. Waste prevention is a sound medicine for economic ills. In theory, this prescription may be applied not' only to raw materials, but also to labor, fuel, over- head, and other phases of production. Actually, how- ever, regardless of the efficiency of operating practices, waste is inevitable in the production of many commodities. The problem then becomes one of profitable utilization of waste rather than prevention.

Jan 1, 1932

By Lynn Crayne

We used Glyoxal as the hardener, at a final concentration of 10% by volume and therefore 20% by volume in the A-Component. They worked pretty well what we did was we shaved the joints on each of the pipes when we assembled them so they wouldn't rip the packers and then we greased the packers very well going in. We had to replace some but we have any getting stuck or didn't lose any pipes.

Feb 10, 2003

By Robert Hamilton

Aur Resources is Canada's leading copper mining company with producing mines and development projects in North, Central, and South America. Copper production from Louvicourt Mine in Quebec, Quebrada Blanca, and Andacollo Mines in Chile had a record of 245 million pounds in 2001. Located 600 km North of Montreal, Louvicourt Mine is a joint venture between Aur Resources (30%), Teck Cominco (45%), and Novicourt (45%). Aur Resources is the mine operator with 280 employees working to produce a copper and zinc concentrate. In operation since 1994, the mine has produced a total of 12,606,000 metric tonnes of ore grading 3.6 % Cu, 1.5 % Zn, 26gr./m.t Ag, 0.9gr.m.t Au. This highly mechanized mine reached full production in August 1995 at 4,000 tpd. From 1996 to 2001, the average mine production rate was more than 4,300 tpd. The Louvicourt Mine continued its record of solid performance in 2002 and is expected to continue to do so for the balance of its 2.5 years mine life.

May 1, 2003

By AIME AIME

THE annual meeting of the Auxiliary to the A. I. M. E. was marked by the most delightful cordiality and warm spirit of welcome on the part of the members of the New York Section and an equally charming spirit of cooperation and appreciation on the part of the visitors. On Monday Mrs. Ernest H. Wolfes and Mrs. Charles A. Bohn had charge of registration and most efficiently .provided everyone with the necessary tickets and badges. The reception hall and regisfration booth were gay with beautiful flowers that reflected the welcoming spirit one found there. The smooth efficiency with which the whole program ran was due largely to the tireless efforts of Mrs. Donald M. Liddell and Mrs. Louis D. Huntoon, joint chairmen of the Ladies' Committee, and Miss Margaret Callow, chairman of the Junior Committee. After registering, the ladies proceeded to- the fifth floor, where they had luncheon with the members of the A. I. M. E. On that day Mrs. W. H. Bassett and Mrs. Lucius W. Mayer were the hostesses.

Jan 1, 1929

By Gordon O. Prickett

In two case studies we look at strategies of acceptance that the analyst can employ to gain entrance and to see his problem solution out to use. The first example comes from metal mines. The problem area was excessive usage and cost of wear parts in the concentrator and an atmosphere of crisis over frequent and unexpected breakdowns. The second case pertains to coal exploration. Better methods were being sought for representing coal quality in developing reserve tonnages. The first strategy is - Develop a detailed Human Impact Statement. The second strategy is - Write down in plain language with the keeper of the problem what he will consider as success in dealing with his problem.

Jan 1, 1978