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By Preston McGrain

Geologic maps are indispensable tools in the modern search for mineral and fossil-fuel resources. They are the first essential step in understanding the lithologic nature and structure of rock units that form the land surface and that lie beneath it. They provide the basic foundation for planning mineral resource exploration programs and form the superstructure from which subsurface investigations are projected. In view of the economic application of such maps, the Commonwealth of Kentucky and the Federal Government entered a formal agreement in 1960 to map Kentucky geologically on a scale of 1:24, 000, or one inch map distance equals 2,000 feet on the ground. A 7. 5-minute quadrangle would comprise the unit map area. A resolution which urged the preparation of a new geological map of the entire State was passed by the Kentucky Society of Professional Engineers in February 1959, and was presented to the Governor of Kentucky, the Legislative Research Commission, Kentucky Department of Economic Development (now Department of Commerce), Kentucky Chamber of Commerce, and Kentucky Geological Survey with a request for support and action. The request was subsequently endorsed and actively supported by numerous civic and professional societies as well as representatives of various facets of Kentucky government, commerce, and industry. Monies to initiate the program were appropriated by the next session of Kentucky legislature; this appropriation was matched by federal funds (Hagan, 1961). Kentucky's state-wide topographic mapping project was completed in 1956, just four years prior to starting the geologic mapping program. The recently completed modern 7. 5-minute, 1:24,000 topographic maps made ideal bases for plotting areal geology. Had they not been available, it is doubtful if a geo- logic mapping program so large and comprehensive could have been undertaken.

Jan 1, 1966

By Robert J. Collins

Computer-aided design drafting systems have been employed in plant design for nearly ten years. Current and future systems will include computer-aided engineering as well. This paper will explore the history and development of such systems including computer and workstation hardware, graphics software, and plant design applications software. The paper will also address future systems and will present both the system vendor and the mine mill designer's view. Specific examples of particularly successful applications will be included.

Jan 1, 1985

By O. J. R. Baena

Mining activity in the Segovia region in NE Colombia is the main source of employment in the local economy. This has created major problems of illegality and informality mining associated with a high social and environmental impact, as inefficient technologies are used and high consumption of toxic substances required in the process of gold recovery by amalgamation and cyanidation. In this work is presented mineralogical characterization of six local mills and studied beneficiation processes developed in them. With the results presented a proposed plant design that eliminates the use of mercury by replacing gravity concentration processes taking advantage of the characteristics of the treated material. Significant results were obtained regarding the recovery of precious metals and present a methodology that can be replicated in other mineral beneficiation plants that use gold amalgamation processes. This implies a significant reduction in mercury use and decreased risk of human contamination associated with this.

Feb 23, 2014

By Dale E. Hirschfeld

The clays in Eastern Washington occur in a variety of forms and are extracted for uses in Face Brick, paper coatings, and aggregates. Not in large volumes in comparison to other areas, not even from impressive large mines. However, mans utilization of these clays has progressed from historical clay tablets to the present technically oriented manufactured products of today. White Face Brick, perhaps the whitest produced anywhere is the unique product produced by INTERPACE CORPORATION's Mica Plant from these unusual clays. It is this basic characteristic feature of the clay's in the Mica area that differentiate them from the other clay's in this belt. ORIGIN The significant properties of clay's used in Face Brick are plasticity, fired color, fired strength, dry and fired shrinkage, the PCE or Pyrometeric Cone Equivalent, and extrudability. Testing clay's for these properties is standard laboratory procedure. No two clays are alike, and seldom can one clay be substituted for another. Mica White Clays respond favorable to all these properties, but more especially, the Mica Clays fire to a brilliant white color, from almost the natural state. The geologic history of Eastern Washington is largely conjectural because of the absence of rocks representing segments of geologic time. The oldest rocks in this area are the argillaceous and arenaceous sedimentary rocks which have been slightly metamorphosed. These rocks have been correlated with the Belt Series of the Pre-Cambrian age, although some may be older. These rocks were subsequently intruded by granadiorites and related rocks that are considered to

Jan 1, 1971

By R. R. Smith

The meaning of the title, "Blank Piece of Paper," refers to the need for management to take a completely fresh viewpoint to the problems facing our industry. These problems are so severe and some so new that conventional thinking may not be adequate to resolve them. Innovation has to be a part of every company's approach to the solutions, our concept is to start with a "Blank Piece of Paper.' The objective of 'this paper is to outline steps which can be taken to improve the profitability of a mining business. This is not an examination of technical solutions to individual problems, but rather recommendations for overall change in management thinking. This philosophy is based on our actual, hands-on experience in major open pit operations worldwide over the past 25 years.

Jan 1, 1987

Obtaining financing for mining and exploration projects has been difficult for the last several years, particularly for junior companies. Today, though, the purse strings of investors appear to be loosening, leaving the industry with many questions about financing in the coming years. How have capital markets and exploration spending changed? Are there signs of improvement? Where has capital been raised in private, public markets, stock exchanges, private equity, etc.? What companies successfully raised capital in the last year? How are they spending it? How are traditional and alternative funding sources investing in mining? What are the issues mining companies need to know about when tapping alternative sources of capital? Those were some of the questions that were answered at the Current Trends in Mining Finance conference, sponsored by SME and the New York Section April 26-28. Held in New York City, the conference attracted 115 professionals who work on the finance and economic side of the mining industry. Three of the conference organizers talked with Mining Engineering about the conference and the state of financing in the industry today. Tim Alch (TA) is managing director with Behre Dolbear & Co. Alan Oshiki (AO) is executive vice president with the Abernathy MacGregor Group. Henry Weingarten (HW) is managing director with the Astrologers Fund Inc. Here is what they had to say.

By B. M. McKay

The Walnut Creek Mine was developed in 1989 to supply lignite to the Texas-New Mexico Power TNP-ONE power plant. Being new, we had the opportunity to start from scratch and rethink many of the traditional methods of managing a mine operation. We had the opportunity to create a team environment, encouraging people to get involved and make decisions. The founding philosophy of the mine, "A Quality Product by Quality People", acknowledged that the key to a productive, quality operation was the people. This paper will explore methods employed by Walnut Creek in selection of team members, building the team and the relative success of these methods.

Jan 1, 1993

By Edward J. McNamara

Sulphur as an element has been used for centuries. The technique of storing, handling and transporting it in its various forms has changed through the years. Freeport Sulphur Company, a division of Freeport Minerals Company, has produced sulphur since 1912. The first storing and transporting of this product as a liquid began in 1947. Significant environmental problems occurred in the handling of solid sulphur in the late fifties and early sixties. Since the sulphur WAS produced in the liquid form and the major customers used it in the liquid form, it became obvious that a liquid transportation system was the solution. The liquid sulphur delivery eliminated the dusty and hazardous handling problems and the contamination of the sulphur by dirt, acid, moisture and other materials. The remelting by the customer to use the sulphur is thusly eliminated with a savings in energy. In addition, this change in the mode of handling permitted a broad development of new sulphur mines in the marshy coastal area of Louisiana and offshore in the Gulf of Mexico.

Jan 1, 1978

Shallow ore deposits are mined by surface methods but a depth is reached in the case of most deposits after which underground methods are applied for the extraction of the remaining ore. The determination of this depth and its analysis is the subject of this paper. In order to determine transition depth from open-pit to underground mining on the basis of the allowable and economically feasible overall stripping ratios, an economic-mathematical equation is first introduced. Using the achieved equation and an analytical procedure on a particular two-dimensional hypothetical tabulate deposit, an effective formula is then established. The formula introduced here, together with the procedure adopted, could be used in all similar mining situations by the mining design engineer.

Jan 1, 2010

By Paul Lenchuk

The concrete block industry can trace its beginnings to the early 18th century when most of the experimental work was being carried out in England. In America, the concrete masonry industry got started shortly after the Civil War and has had sometimes a spectacular, but always a steady growth since then. From a few hundred thousand concrete masonry units made in the late 19th century, the industry today produces approximately 3.3 billion concrete masonry units making it the largest industry in the United States for masonry wall materials. There were 3500 concrete masonry plants manufacturing these units after World War II. This nwnber decreased to 1500 by 1970 although the production of concrete masonry units increased by over 100% in the last 25 years. One of the reasons for this increase in production by less than half of the plants which once existed, is the tremendous strides made in automation of production machinery. The concrete masonry plant of today is probably one of the most automated small businesses in existence. Within a few years it will be possible to push a button and the entire manufacturing process will begin with no human hands touching the units until they are laid up in a wall at the manufacturing plant and are trans-ported to the job site. No other concrete product has reached this state of manufacturing sophistication and it is one of the reasons why the price of a concrete masonry unit is not much different than it was 2S years ago. Because of automation, it is safe to say that concrete masonry will remain a highly competitive building material for many years to come. The problems that beset the continued use of this material are not related to the cost of manufacturing and delivering the product. What are some of the problems as well as some of the opportunities and is the golden age of opportunity knocking rather than a wolf in disguise? The use of concrete masonry has grown each year because a larger unit was provided at less cost than other competitive materials. Concrete masonry has had severe competition from the clay products industry as well as masons who laid the product in the wall and who resisted concrete masonry for many years. Even today

Jan 1, 1971

By B. Weaver

Every year Pit & Quarry Magazine surveys the industry to produce their annual review. Here's a sampling of some of the statistics the survey produced from the end of the year 1994 survey.

Jan 1, 1995

By E. Fidler

A recent headline in the Wall Street Journal declared, "trendy management schemes very often fail." Many of the management techniques addressed in the accompanying article are associated with quality management including reengineering, benchmarking, total quality management, and employee empowerment. The article made the point that executives, employees, and customers who are involved in such programs rate the effectiveness of these programs very low, and the programs often fail. Yet, we all know of companies that have made significant advances in their operations using these same quality management practices. Why do a few succeed while many fail? History has shown that the companies that successfully carry out quality management programs have two things in common: 1) Strong leadership committed to the success of the program. 2) A comprehensive plan for carrying out and maintaining the program. Stated another way -the reason many companies fail is the lack of committed leaders and inadequate planning. It is ironic that the title of the Wall Street Journal article is "The Best Laid Plans."

Jan 1, 1994

By William R. Oakley

In order to best-discuss the met spar industry let me take the liberty to review our involvement, that is, my company's. Our organization has been involved in the fluorspar industry for approximately thirty-five years. We started our activity in Western Kentucky as a mining company and a beneficiator of spar, that is, grinding and grading. After a few short years, the mine became contaminated and rather than invest in a flotation plant, the property was sold and our spar activity was moved, primarily to Mexico. It was decided not to establish ourselves as a Mexican corporation, so, it was necessary to take the position of backer-financier of numerous mining operations. We served in this capacity for quite some time. We also built processing plants on the border in Texas, that is, sizing, grading, etc. in order to market into the steel industry. In 1957, generally speaking, fluorspar for the steel industry was purchased as gravel fluorspar with a maximum of 10% -1/16". The price of this material was $23.50 to $24.00 per ton f.o.b. railcar at the Rio Grande Crossings and about $26.00 or $26.25 f.o.b. barge, Brownsville, Texas. Usually the material was purchased on an effective basis. As you know, 2-1/2 times the silica total, subtracted from the total CaF2 gives the effective calcium fluoride. This was normally the extent of the chemical specifications. Consequently, material was shipped with no regard whatever, to anything other than effective units. The variations in material was absolutely unbelievable. In addition to this, quite frequently, cars were shipped, as they say in the industry, topped. This being, good material placed in the top of cars or barges over bad or low grade. The entire shipment may very well have met the effective unit spec, but the complete imbalance of the sub grade vs. the high grade more or less guaranteed that the consumer was probably using a great deal of low grade and therefore, his usage had to be way higher than it should have been. He came to the conclusion, that because of these conditions and the new technology developing in the steel industry, it was just a matter of time that the entire raw material industry would have to improve. Rather than spend our efforts directed to a substitute flux, we put together a sizing and grading plant in order to ship a controlled crude product, with independent laboratory analysis confirming size and quality. The age of control was started. We began shipping 70 to 72-1/2, 80 and 85 effective with sizing 1/2" by 2", 1" by 3", and 2" by 5" with absolute control on the amount of fines. A material with no fines was a premium product. Incidentally it sold for $24.50 -60 effective up to $28.50, $29.50 for 80 effective.

Jan 1, 1978

By Thomas E. Browne

The Electric Power Research Institute Energy Supply Program is developing coal supply forecasts. By coal supply forecasts I mean the future relationships between coal price and production levels. A representative supply curve is shown in Figure l. It will make the rest of my presentation clearer if at this point I give you some background about EPRI and the Energy Supply Program. EPRI is funded by the nation's electric utility industry to develop new technologies for the production and conservation of electricity. Most of the research is conducted by outside contractors. We participate in joint projects with the Department of Energy and other organizations. The Energy Supply Program is one of three "economic" programs. The other two are Energy Demand and Conservation, and Systems. The Systems Program's main function is to provide the means to integrate the output of the other two Programs. The primary function of the "economic" programs is to provide information pertaining to future energy prices, availability, requirements, etc. to the EPRI personnel planning R&D programs. A secondary role that is becoming more and more important is providing information of direct use to the electric utility industry. I should note that the results of all EPRI's contract work are available to the general public. A "Coal Supply Analysis System" is being developed for EPRI by Charles River Associates. To the extent possible it will draw upon existing work, but much additional work needs to be done in the area of coal supply economics.

Jan 1, 1977

By G. ALBORNOZ, S. Utili, A. AGOSTI, C. VALDERRAMA, R. PELL

The steepness of an openpit mine’s slopes has a substantial influence on the mine’s financial return. This paper proposes a novel design methodology where overall steeper pitwalls are employed without compromising the safety of the mine. In current design practice, pitwall profiles are often planar in cross section within each rock layer: that is, the profile inclination across each layer tends to be constant. Here, instead, a new geotechnical software, OptimalSlope, is used to determine optimal pitwall profiles of depth-varying inclination. OptimalSlope seeks the solution of a mathematical optimization problem where the overall steepness of the pitwall, from crest to toe, is maximized for an assigned lithology, geotechnical properties and factor of safety (FoS).

By L. A. Arrington-Webb

The International Standards Organization (ISO) 9000 series of quality standards was published in 1987. First initiated by the British in the mid-1970's to assure the quality of British goods and services. ISO 9000 certification demonstrated the capability of a supplier to meet the requirements of the customer. Thiele Kaolin Company has invested considerable time and money achieving and maintaining ISO 9002 certification. Through a regimen of process control and documentation, routine audits, and a commitment to quality management, this kaolin producer continues to be a competitive pigment supplier in a world-wide market.

Jan 1, 1997

By H. G. Fleshman

?Wyoming bentonite? has become almost a world-wide trade mark for high quality sodium bentonite. Although bentonite is produced in more than a dozen U.S. states the largest producing area covers Wyoming and adjacent parts of Montana and South Dakota. Bentonite was originally known as Taylorite and later renamed Bentonite by Dr. Sam Knight, the State Geologist of Wyoming. The new name came from the Fort Benton shale member of the Mowry Formation. Bentonite is a clay consisting essentially of the montmorillonite group of minerals. Since bentonite has good ion exchange capabilities, various cat-ions are easily replaced. These cations are usually calcium and sodium; however, magnesium, lithium, potassium, and others can be exchanged. One way of classifying the clay is based on its swelling capacities when wet or added to water. Bentonite having sodium as the dominant exchangeable ion typically has very high swelling capacities and forms gel-like masses when added to water. Bentonite in which exchangeable calcium is more abundant than other ions has much lower swelling properties than sodium varieties.

Jan 1, 1987

By Grant R. Brown

The purpose of this opening paper is to provide an overview of incentives strategies. This overview includes a discussion of the different types of incentives, their advantages and disadvantages and their potential application to the mining setting. Objective The primary objectives of incentive plans are to increase worker (including management) effectiveness and reduce unit labor costs. These plans can be grouped into two major categories: 1) non-financial plans 2) financial plans

Jan 1, 1983

By Carl G. Consalus

The Kemmerer Coal Company's Sorensen Mine is located approximately 7 miles Southwest of the Town of Kemmerer, Lincoln County, Wyoming. The coal it produces is delivered via conveyor directly to Utah Power and Light's Naughton Steam Generating Plant. The Plant went on the line in the spring of 1963 and the Sorensen Mine has been producing coal since February of that year. In this period, approximately 2, 000, 000 tons of coal have been delivered to the Plant. Present Sorensen mining operations are being carried out in the upper seams of the Adaville Formation. The formation contains, in some places, up to 30 coal seams of varying quality and thickness. Thirteen seams are considered major and are given numbers; the rest are considered splits off of the major seams and are so named. The lowest seam stratigraphically is the No. 1, or Elkol seam. So far, it has not been committed to power production but is being held in- reserve. It is the thickest seam with 80-90 feet of coal as its average thickness. The other major seams vary from 10-50 feet thick, with most of the seams averaging 17-26 feet of thickness. Each major seam has been opened at least once' to obtain a true gross sample of the coal's performance in the Plant.

Jan 1, 1967

By William Gleason

The Society for Mining Metallurgy and Exploration (SME) has a long and proud history of being the world?s leading resource for the dissemination for technical information regarding the fields of mining and mineral extraction and processing. That reputation was met, and maybe even exceeded, with the programming for the Society?s 2014 Annual Meeting in Salt Lake City, UT Feb. 23-26. The meeting drew more than 6,700 attendees to the three-day conference that featured more than 90 technical sessions with 670 presentations. These sessions covered the breadth of the mining and minerals industry, but it was the so-called ?softer issues? that were discussed in the keynote session that kicked off the meeting. The keynote session, ?Community Engagement: Building Partnerships for Mining,? brought together some of the leading voices from the mining industry, as well as some of the top voices from nongovernmental organizations (NGOs) that work in the mining sector. The common ground between the panelists was their dedication to working to ensure a social, economic and environmental balance in the development of mines. ?We wanted to bring these NGOs in to begin a dialogue to see how we can work together,? said SME President Jessica Kogel. ?This is a space that SME has not typically operated in, but one in which SME can bring a technical, scientific voice to the discussion. SME wants to play a leadership role in creating partnerships between the technical, social and economic areas that are crucial to the success of any mining project.? In today?s environment, finding mineral deposits and extracting the minerals in an economically viable manner is just one piece of an increasingly complex puzzle. Earning and maintaining a social license to operate requires careful consideration of local and global impacts. The industry often comes under intense scrutiny when a new project is proposed and, therefore, it must strive to meet the highest ethical and environmental standards. Success requires cooperation and collaboration between the industry, community and NGOs.