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By D. A. McIsaac

In these days, when mass production seems to be the watchword of all industrial companies, nothing is left undone to attain this end. Transportation, where necessary, becomes a question of very great importance. For this reason every mechanical contrivance known to man is employed, with its resultant advantages. So successful has man's ingenuity been that, offhand, we are inclined to say that practically all transportation ?On a large scale is done mechanically, that is, where speed and economy are desiderata. Granting this, one would think that to read a paper on the horse before your honourable and highly technical Society would surely be a waste of time, and that any Company employing old-fashioned 'horse' power would certainly be very much behind the time, to say the least. However, the fact remains that the biggest industry in our country today-coal mining-must use horse power to a great extent, being compelled both by considerations of economy and by necessity. For this reason,' in the production of coal under present conditions, the pit horse is of great importance to this industry and is to be considered seriously as one of the units that help to make coal mining a success or a failure. Hence, in employing horses as a power for transportation, care must be exercised in selecting the animals, and the care of this power must be considered as seriously as any other department of such an organization. In selecting a pit horse, several things must be borne in mind, that is, one must get as much horse power as possible in as compact a form is practicable. This determines the type of horse we must use, which is of very great importance under our present conditions of coal mining. With low roof, steep grades, and forced production, a distinct type of animal must be selected.

Jan 1, 1930

By D. A. McIsaac

In these days, when mass production seems to be the watchword of all industrial companies, nothing is left undone to attain this end. Transportation, where necessary, becomes a question of very great importance. For this reason every mechanical contrivance known to man is employed, with its resultant advantages. So successful has man's ingenuity been that, offhand, we are inclined to say that practically all transportation on a large scale is done mechanically, that is, where speed and economy are desiderata. Granting this, one would think that to read a paper on the horse before your honourable and highly technical Society would surely be a waste of time, and that any Company employing old-fashioned 'horse' power would certainly be very much behind the time, to say the least. However, the fact remains that the biggest industry in our country today-coal mining-must use horse power to a great extent, being compelled -both by considerations of economy and by necessity. For this reason,' in the production of coal under present conditions, the pit horse is of great importance to this industry and is to be considered seriously as one of the units that help to make coal mining a success or a failure. Hence, in employing horses as a power for transportation, care must be exercised in selecting the animals, and the care of this power must be considered as seriously as any other department of such an organization. In selecting a pit horse, several things must be borne in mind, that is, one must get as much horse power as possible in as compact a form as is practicable. This determines the type of horse we must use, which is of very great importance under our present conditions of coal mining. With low roof, steep grades, and forced production, a distinct type of animal must be selected.

Jan 1, 1930

By AIME AIME

THE first fall meeting of the new Coal Division started on time on Thursday morning, Sept. 11, at Pittsburgh, with Paul Sterling of the Anthracite Section presiding and over a hundred members and guests in the room. The attendance increased from session to session, the total registration being 248. Excellent arrangements had been made by the officers of the Division covering all features of the meeting, the only drawback being that more papers-were listed for presentation than could be discussed in the time available. Howard-N. Evensong, chairman of the Division, explained this situation as sore and sore papers case in by likening it to the case of the small boy who wanted a second niece of pie at the end of a large seal. When his mother remonstrated that if he ate any more he would certainly burst, the young man replied, "Well, you just hand over the pie and then get out of the way." With that Mr. Evensong turned the meeting over to Mr. Sterling, who handled it so well that with ample discussion it was still possible to adjourn at lunch time, all but the group of junior papers having been heard. This series of papers, the output of the .very lively Junior Section organized last spring by the younger men of the Division was regretfully put over until Friday morning, when that on "Heat Drying" by S.. M. Parsley was read.

Jan 1, 1930

By AIME AIME

T. E. PURCELL, general chairman . of the local committee, opened the seventh meeting of the Fuels Division A.S.M.E. and the Coal Division A.I.M.E., at the William Penn Hotel, Pittsburgh, Oct. 28-29, by introducing Harry M. Moses, president, H. C. Frick Coke Co., who welcomed the 500 registrants to "our town." Mr. Moses, in his brief talk, declared that in the postwar period each of the new centers must have a reason for existence. Pittsburgh, he said, has no iron ore, or bauxite, and limestone is scattered and not near by; but Pittsburgh does have low-cost fuel within reasonable distance. Its problem is the economical utilization of the low-cost fuels that remain, as the high-quality fuels are gone. Mr. Moses expressed confidence in this group in the solution of the problem and looked forward to what they would do. Harold V. Coes, the first A.S.M.E. president to attend one of these conferences, responded. He thoroughly believed in these joint meetings - in the cross-fertilization of ideas. Each Division learns from the other. Mr. Purcell then turned the meeting over to J. E. Tobey who presided over the coal research session that followed.

Jan 1, 1943

By J. C. Bayles

Jan 1, 1886

By C. K. Leith

OTHERS here are far better qualified than I to discuss some of the specific proposals for government regulation of the oil industry. I shall make no attempt to carry oil to Oklahoma. The question of public control, however, is inherent in other branches of the mineral industry in varying degrees, and my comments will be directed mainly toward some of the trends affecting the mineral industry as a whole, as a background for your more specific consideration of oil legislation. A proud American tradition has been the insistence on freedom of competition, on equality of economic opportunity, on a policy of laissez faire. Nowhere has this principle been given wider application than in the mineral industry. The mineral field has been open to all comers, and the job of mineral exploitation has naturally attracted daring and independent spirits. The laws governing conditions of discovery and development, as well as the anti- trust laws, have been devised to foster the spirit of private initiative. The result has been the building of a mineral industry on a scale never before approximated anywhere in the world. The impetus thus gained, the methods, the technique, the financial resources, have been projected be- yond our boundaries and have made the American mineral industry the purveyor to the world for many essential commodities and first in the exploitation of the world's minerals. Our habits of individual self-reliance and success are deeply ingrained, and there is hardly an individual in the entire mineral field who does not instinctively recoil fro111 the extension of collective control, whether public or private.

Jan 1, 1932

By Norman L. Wimmler

Active placer mining in Alaska began near Juneau in 1880, but the first gold rush did not start until 1896; then the discovery of the Klondike brought gold seekers from all parts of the world. A few of the newcomers were experienced miners, but the majority knew nothing whatever of placer mining. Even those who were placer miners of much experience found entirely new conditions, notably frozen ground, that presented many difficult problems. As a result, numerous methods of mining and of thawing frozen ground were tried. From these trials the practice described in this bulletin has been developed. All known placer fields in Alaska have been mined to some extent, and some have been virtually exhausted. In most districts, however, there remain large quantities of low-grade gravel and also some small isolated areas of comparatively rich gravels which could not be successfully mined because of adverse physical conditions. These districts are now the scene of most placer mining, including dredging, hydraulicking, drifting, mechanical methods of open-cut mining, and ground sluicing (or booming) followed by " shoveling-in."

Jan 1, 1927

The development and introduction of a preventive maintenance scheme in the coke ovens department, coal preparation section, of The Broken Hill Proprietary Co. Ltd., Newcastle steelworks, is described together with its operation and the results achieved during the first 12 months.'fhe scheme consists essentially of an engineering analysis of the plant to establish maintenance schedules, and to record the details on reference cards.Items are reviewed progressively and a weekly work schedule is prepared, from which work orders are passed on to the maintenance foremen. These foremen in turn originate action orders and issue inspection sheets as required. Results are then reported back to the maintenance planner and used to revise norms, practices, and cycles.INTRODUCTIONWhat is maintenance? Some people consider maintenance to be the work involved in putting things together again after they have fallen apart. The author regards it as the mechanical care and repair of plant machinery and equipment to keep it operating in sound mechanical condition, without undue interference with production processes.Maintenance may be organized or haphazard, and, too often, what has been fondly imagined to be nicely controlled and organized maintenance proves, under pressure, to be more correctly described as haphazard. Haphazard maintenance deals with breakdowns as they occur, and frequently finds itself confronted with more breakdowns than can be handled. Even organized maintenance, if not based on sound planning, can, at times, be found in a chaotic state, because of unexpected and unanticipated breakdown.Properly planned and scheduled maintenance permits an orderly and controlled approach to the problem of maintain...

Jan 1, 1961

By James McKelvey, Larry Drolet, Jason Swartz

INTRODUCTION When divers discovered that sections of a tunnel housing the pipeline that conveys wastewater from the Charleston Peninsula to the Plum Island Wastewater Treatment Facility had caved in, the Charleston Commissioners of Public Works(CPW) moved quickly to determine a long term solution for the city’s collection system, immediately focusing on the Ashley River sewer tunnel along the western boundary of the peninsula. Working with the Charleston community, as well as federal, state, and local officials, CPW developed a fast track yet long life design that can be used as a model for underground construction of tunnels in urban areas. The paper that follows summarizes key aspects of the Ashley River sewer tunnel project. HISTORICAL CHARLESTON Charleston, South Carolina is a culturally significant and historic city that was originally settled in 1670. There are over 100 buildings on the National Register of Historic Places within the Charleston area. Additionally, the first shots of the American Civil War were fired at Fort Sumter in the Charleston Harbor in 1861. As one can imagine, tourism generates significant business for the area with over 1.5 million people visiting Charleston each year. No project, especially one that requires digging, is done within the old city on the Charleston peninsula without careful planning. Many precautions are necessary to prevent damage or disruption to the historical properties. The Ashley River sewer tunnel project is exclusively in the old city. A lot of work was done during the design phase to minimize the impact to historical properties. Some of this work included: an archeological study (where pre-digs were monitored at all shaft sites by an archeologist); a building/structure assessment study (where structures near a shaft site were completely surveyed and cataloged); and an environmental study.

Jan 1, 2005

By P. Hickey, J. Spenceley, T. J. DeMull

Development of the Batu Hijau Project was successfully completed in the fourth quarter of 1999 with the final handover and start-up of ore processing facilities. The development project had started more than three years earlier, in August 1996, when the Owner, PT. Newmont Nusa Tenggara (PTNNT), awarded an EPC contract to Fluor Daniel (FD) for design and construction of the project including: copper concentrator, port, power plant, town site, and infrastructure. PTNNT managed the development of the mine and procurement of mine equipment with its own forces. Bringing the Batu Hijau copper deposit into production was the largest mining project ever undertaken. Development of Batu Hijau was a complex project involving the work of tens of thousands of people in all parts of the world to complete engineering, manufacture and deliver equipment, supply materials, and build the plant. The ore deposit is located on the tropical island of Sumbawa in a remote and undeveloped section of Indonesia. The location and environment presented challenges for all phases and aspects of the project. To meet the challenges, the project team combined good planning and teamwork to best utilize the resources available. This approach assured continuity of personnel through construction to operations and minimized cost, resulting in completion of the project ahead of schedule and under budget.

Jan 1, 2001

By Ralbern H. Murray

Typical First Year Selling Price Strip Mined Western Sub-Bituminous Coal Based [Fixed Capital (1) $600 MM Construction Loan Interest $100 Working Capital $ 30 Start-up Costs $ 30 Total Capital Requirement $760 MM Annual Costs (First Year) $M/Year Coal (2) 443,550 Operating Costs(3) 53,000 Depreciation(4) 36,500 Interest(5) 45,220 After Tax Profit(6) 34, 200 Federal Income Tax (48% Rate) 31, 570 Gross Revenue Required 245,040 (Less) By-Product Sales (18, 000) Net Revenue Required 227, 040]

Jan 1, 1975

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 Amanda Elioff

Success of the Gold Line Eastside Extension rail tunnels in Los Angeles has prompted Metro?s planning for two new rail lines to include underground alternatives. The Westside Extension Transit Corridor alternatives include up to 17 miles of subway to be constructed in soft ground. The routes will require construction in Los Angeles? ?Potential Methane Zone,? not considered for subway construction until recently. Slurry face TBMs will likely be specified. The Regional Connector, through the downtown area, includes one underground alternative with 1.7 miles of tunnel as well as three underground stations in soft ground and rock. Challenges will include tunnel and station construction under narrow streets. This paper will describe the alternatives, planning, geologic conditions and tunneling concepts for both planning studies.

By J. M. Dean

With the continued downward pressure on coal selling prices, mine management must make its operations as efficient as possible. The problem is the same one throughout the mineral industries, streamlining operations to maintain competitive mining costs (Born, 1991). There has been a great deal of research into better using production manpower. But the story is different for operations support personnel. Traditionally, planning man-power requirements are done annually, with modifications to the operating plan occurring generally quarterly. On the other hand, the demands on manpower are often dynamic, being responsive to changing productivity levels ,mine conditions (including water influx, bad roof, poor floor)and unanticipated project requirements (responses to machine breakdowns or a new section setup requirement because of a drop in coal quality in another area). Such changes may impact the manpower structure significantly. At times they may cause serious labor relations problems concurrently. Realignments and the generation of instability in the workforce because of active job switching (bidding) are a result. Most responses by coal operators are reactive rather than proactive, a situation that could be mollified by more accurate and detailed planning of predictable manpower requirements. A manpower planning tool is needed that takes into consideration such things as changing productivity levels and conditions as manhour requirements for different work areas are planned, rather than blindly allocated through traditional staffing modes.

Jan 1, 1995

By Mauricio Brücher, Juan Camus

This article deals with open pit mine planning and a computer technology known as Direct Block Scheduling, or “DBS”. This is an emerging technology for modeling mine exploitation strategies using mixed-integer linear programming. This technique has proved to yield stronger economic results compared to the Lerchs-Grossmann (“LG”) algorithm currently used at the beginning of the mine planning process. The article briefly describes the shortcomings of current practice; then, this delves into the superior results obtained by DBS technology compared to current practice. Finally, the article argues that results achieve so far by DBS could be enhanced even further. To do this, the framework to apply this emerging technology, which is also used in current practice, should be modified to better exploit the capabilities of DBS technology. To better understand this change, an illustrated case study is presented at the end of the article.

Jun 25, 2023

By D. P. McDonald

"IntroductionTHE PURPOSE of this paper is to present .a summary of the evidence given before the Petroleum and Natural Gas Conservation Board in support of applications to it for permits to export natural gas from Alberta.I will attempt to be objective in my statements, despite the fact that my main interest in the hearings before the Board was to advance the interests of my own clients, the Westcoast Transmission Company, Limited.The hearing of the export applications •commenced before the Board in January, 1950, with the .application of the Westcoast Transmission Company. Joint hearings were commenced in September, 1950, and completed on December 14th, 1951. The Board heard evidence in support of six applications for export, one application to build a gathering system in Alberta, and three interveners, the .latter being the City of Calgary, the local gas companies, .and the coal interests, including both operators of coal mines and the Unions.The evidence comprised better than 8,400 pages, over two million words, and occupied 92 days before the Board.The Interest in Natural GasThe natural gas industry is one of the newer industries. It is not yet twenty years •old. In the United States, the expansion •of pipeline facilities has been phenomenal in the last fifteen years, and particularly in the last three years, when a total of over two billion dollars was invested in pipeline facilities. There are approximately 250,000 miles of gas transmission pipelines in the United States at this time, with additional lines constantly being pressed."

Jan 1, 1952

By D P. Murphy, R F. Dewhirst

Traditionally closure has been seen by the Resource sector solely as a green or an environmental issue, focused primarily on the requirement to rehabilitate the site following cessation of production activities. In addition to operational, maintenance and production aspects of processing plant design, future design teams will need to take a more holistic view and consider an increasing number of sustainability issues including safety in design and cleaner production as well as closure itself. Sustainability principles being adopted by industry such as the Minerals Council of AustraliaÆs Enduring Value Framework are now broadening our understanding of closure. While issues around the closure of tailings dams and associated infrastructure have been widely studied, few investigations have looked closely at the implications of closure on the design of minerals processing plants. It is likely that design teams may be able to make a significant contribution to meeting industry objectives by adopting innovative designs which, in addition to meeting production objectives, deliver sustainable and cost effective plant closure outcomes. This presentation explores the opportunity for innovative design of mineral processing plants through the assessment of alternative closure objectives. This assessment specifically looks at current industry standards and statutory requirements, as well as potential risks and opportunities associated with each objective. Alternative design strategies to meet these objectives are discussed.

Jan 1, 2006

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 R. Bruce Tippin

Background Iron ore is the No. 1 metal mining industry in the U.S. with dollar value of $2.3 billion in 1984 (U.S.B.M Mineral Commodity Sunnnaries , 1985). However, during the past decade this nation's iron ore industry has been subjected to a major market depression and a correspondingly downward adjustment in output. The recent trend in the curtailment of iron ore production traces a slow-down of the country's steel industry. Both pig iron and steel production have decreased significantly over the past several years. These trends are shown in Figure 1 from data collected by the federal Bureau of Mines (U.S.B.M. Mineral Commodity Summaries, 1985; U.S.B.M. Mineral Industry Surveys 1986). The industry is presently operating at less than 60% of its annual capacity. The domestic steel industry has been forced by reduced profits or losses to close facilities, curtail operations and restructure the financial status of several corporations. Companies have been sold or are trying to sell selected properties to improve their financial circumstances. Even with such actions, many of the steel companies are in very serious straits, including the seventh largest steel company, LTV, which has filed for bankruptcy. Many of the major steel companies have financial interests in iron ore mining and thus their adverse economic conditions directly reflect those operations. Several iron ore producers have been shut down including Reserve Mining Company in May, 1986 and Butler Taconite in June, 1985. The latter recently filed for bankruptcy under Chapter 11. A1 so in mid-1986, U.S. Steel Corporation, owner of the Minntac mine and iron ore processing plant, underwent corporate restructuring. The effect on their Minnesota plant is not known at this time. An excellent summary of the interrelationship of the iron ore companies and the steel producers has been provided by Skillings (1986), and an analysis of the iron ore situation was given by Robert F. Anderson, CEO of M. A. Hanna Company, in his keynote address at the 1986 University of Minnesota Mining Symposium (Anderson, 1986). Steel imports to the United States decreased slightly in 1985 because of import restrictions, but the long-term import situation remains dim and uncertain. As shown in Figure 2, the imports averaged about 25% in 1985, and the preliminary indications are that this figure could be as high as 30% when the final 1986 information is collected by the U.S. Bureau of Mines. At best, the industry can only hope for imports to stabilize at a constant level in the near future. Although the tonnage is small, the quantity of U.S. export steel has fallen over 50%. With many other materials replacing steel , the projected demand through 1990 is expected to increase only about 1% per year. Consequently, 1986 U.S. iron ore production will probably be 15% lower than in 1985. The 41 mil lion tons of iron ore production expected in 1986 represents only 53% of the industrial capacity, which is about 74.5 mil lion tons. Over 95% of this iron ore is in the form of beneficiated pellets. Today there is not an iron ore producer west of the Mississippi River, nor is there any production in the South. The Birmingham (Alabama) iron ore industry has been shut down since 1971. The western producers ceased operations in the early 1980's. Only the taconite operations in Minnesota and the plants in the Upper Peninsula of Michigan remain as our major domestic iron ore source. The economic situation for both the iron ore producers and the steel industry can be described as confused and in turmoil. Such a condition directly impacts the iron ore processing plants' operations and plans for the future. Plant Practice At present the nation's eight major operating iron ore mines, listed below, are concentrated in northern Minnesota (Mesabi Range) and the Upper Peninsula of Michigan (Marquette Range). The only exception to the Minnesota/Michigan location is the Pea Ridge Iron Ore plant in Missouri, which is a subsidiary of St. Joe Mineral s.

Jan 1, 1986

By R. E. Brewer

A critical review of the numerous test methods that have been devised for measuring the "plastic" and "swelling" properties of bituminous coking coals and the practical evaluation of the data obtained has long been needed. The author appreciates fully, first, the arduous problem of doing justice to the merits and limitations of the many original test methods and their manifold modifications and, second, the more difficult task of interpreting the test data obtained in their practical applications to the important problems involved in the coking process. It has been the constant aim of the author to point out the broader significance of the test principles employed in the different classes of test methods and the usefulness of the test data obtained in relation to the problem of coking bituminous coals, rather than to stimulate unduly a controversial criticism of the merits and limitations of any particular class of test methods or of individual test methods devised by different workers. The task has been quite difficult because of the almost total lack of accepted test standards and specifications.

Jan 1, 1942