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By K. G. Black

When one's attention moves from the control of a process unit or from the control of a department of similar units, to the control of an entire plant, two things must change. One is the techniques of control, and the other, the goal or purpose of control. The goal is no longer maintaining a certain quality of product or maintaining a particular flow rate through a process unit. The goal becomes economic - how to make the most money out of the plant. The principal control techniques become those of optimizing, rather than regulating. It is quite common to discuss the control of an entire plant in terms of three levels of control l; regulation, supervision, and optimization. Regulation is the control of inputs to a process unit at desired values. This is accomplished by two or three mode analog controllers or DDC loops. The second level of control is the selection of these desired values, e.g., set-points of the regulation controllers. The third level is to make such adjustments or corrections to the supervisory calculations so as to optimize the plant profit. It is immediately evident that supervisory control and optimizing control are intimately related, and a distinct dividing line cannot always be drawn between the two. Some authors prefer to add even more levels such as adaptive control and management information systems, but we believe our point is well made without further division of the functions which are necessary for complete plant control. To accomplish the economic goal, that is, the optimizing (maximizing) of the profit of a mineral processing plant, the plant should ideally be operated as if it were a separate company, buying its raw materials on the open market and selling its products on the open market. While petrochemical plants endeavor to operate in that manner, unfortunately this is not true of a mineral processing plant. The plant manager has to accept the amount and quality of ore the mining department delivers to him, and the products (concentrates) are delivered to another department of the company for further refining. In some cases he may sell

Jan 1, 1972

By Robert F. Calman

OUTLINE FIVE EXAMPLES OF GOLD-LINKED FINANCINGS 1. Financing the Lupin Mine • Sale of Cdn $40.0 million of 12% preferred shares and Cdn $40.0 million of Gold Purchase Warrants @ $595 per ounce. 2. Financing the Copper Range acquisition • Borrowing 100,000 ounces from a Canadian chartered bank @ US$307 for five years. 3. Financing the Round Mountain expansion • Borrowing up to US $80.0 million in dollars, convertible into gold, repayable over five years from a group of North American banks. 4. Financing the Tenneco Precious Metals Division acquisition •Sale of SFr 110.0 million of ten year 3-718% bonds with warrants to buy 132,000 ounces of gold at US $560. 5. On Forward Sales, Puts and Calls • Gold, Silver, Canadian Dollars, Swiss Francs THE FINANCIAL RULES AT ECHO BAY 1. Never bet the company 2. Equity is the primary form of capital for a gold mining company 3. On debt 4. The Yardsticks for Corporate Decisions 5. Financial Community Relationships 6. Dividend Policy No Text Available Tables Follow

Jan 1, 1990

More than 400 academic, government, and industry representatives attended the second symposium on ash utilization and technology held in Pittsburgh, Pa., March 10-11, 1970. Sponsored by the National Coal Association, Edison electric Institute, American Public Power Association, National Ash Association, and the Bureau of Mines, the symposium featured 23 formal presentations by leading experts from Europe and the United States on all major phases of ash production, utilization, and research. Abstracts of all the papers are grouped right after this introduction, and the full symposium proceedings follow. Biographical sketches of the representatives are given in an appendix. Sponsoring organizations and their chief representatives were the National Coal Association, James R. Garvey, Bituminous Coal Research, Inc.; Edison Electric Institute, C. E. Brackett, Southern Electric Generating Co.; American Public Power Association, Howard J. Stemm, Columbus (Ohio) Electricity Division; National Ash Association, Inc., John A. Tillinghast, American Electric Power Service Corp.; and the United States Department of the Interior, Bureau of Mines, William L. Crentz.

Jan 1, 1970

By R Dimitrakopoulos, R Senécal

This paper presents a metaheuristic solution to the optimisation of open pit long-term production scheduling with a stockpile and geological uncertainty. The optimisation formulation is a two-stage stochastic integer programming (SIP) model that determines the optimal mining sequence that maximises the total discounted cash flow, while penalising for high deviations from production targets. A parallel implementation of Tabu Search is proposed to accelerate the solution of the SIP formulation and take full advantage of multicore computer processing. Different variants of the proposed algorithm are applied to a case study to assess the performance of the parallel approach. The proposed algorithm and variants are benchmarked using linear relaxation of the complete problem to determine robustness and provide a better overview of the related performance. The results show a net improvement over the sequential solution, and the new proposal seems to be promising when working with a large-scale data set.CITATION:Senécal, R and Dimitrakopoulos, R, 2014. Parallel implementation of a Tabu search procedure for stochastic mine scheduling, in Proceedings Orebody Modelling and Strategic Mine Planning Symposium 2014 , pp 405–414 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 24, 2014

By B. M. Monaghan

"The developments of the 1950s and 1960s have seen Canada become an international source of iron ore, trading in all geographical areas and hemispheres. Canada's production will significantly increase in the next decade. However, although the outlook is bright, iron ore producers cannot be complacent. Instead, we must weigh the factors that have brought about the development of the Canadian iron ore industry and examine the probable changes for the next decade that will affect its growth.Looking ahead in the 1970s, competition will be severe. Pressure on prices will continue as new sources of supply bid for long-term contracts and as steel producers continue to develop mines around the world. Rising costs will make these pressures more severe. We must balance the growth of the world's steel makers with the emergence of new supplies of iron ore. The iron ore industry is now part of a new era in which demand and supply are intermeshed, and the developments around the world are acting on the Canadian iron ore industry's future."

Jan 1, 1971

By Paul R. Wieber

This paper describes the U. S. Energy Research and Development Administration's (ERDA) program to develop in situ coal conversion processes, especially gasification, he potential of this technology, the technical directions being explored, and the program strategy to carry the process concepts toward commercialization are emphasized. The geographic location of the U. S. coal resources and a market analysis are described. Commercially successful in situ coal processes could add over a trillion tons of coal to the U. S. coal reserves. The economics of these processes is compared with surface gasification independent studies show this process to be 25Z cheaper than surface gasification for Western coals. The major projects are briefly described. The Linked Vertical Well process is in the lost advanced stage and shows great promise. The last test produced a low-Btu gas averaging 171 Btu per standard cubic foot for average pro¬duction rates of 5.5 million standard cubic feet per day. The other projects are Packed Bed, Longwall Generator, and Steeply Dipping Beds.

Jan 1, 1977

By C R. Fountain, W R. Cannings

The zinc-lead-silver mineral resource at Lady Loretta ranks amongst the worldÆs richest when measured in terms of in situ metal grades. However, the project remains undeveloped 28 years after its discovery in 1969. The primary obstacle to development has been the fine and complex grain structure of its ores, which make flotation concentration inefficient even with fine grinding. The size and remote location of the deposit have also hindered exploitation. BUKA planned to directly fume the volatile target metals from the ore when it acquired the project. Intensive, post-acquisition modeling showed the innovative processing route to be uneconomic, notwithstanding high metals recovery and low waste content in fume product. Progressive modifications and supplements to the underlying fuming process enhanced economics and resulted in a new mine-to-metal processing route for zinc-lead-silver ores. The proprietary, three-stage BUKA Zinc Process offers technical, economic and environmental advantages. It is expected to find widespread application in the treatment of ores and residues. However, neither continued R&D nor application to Lady LorettaÆs currently delineated resource can be justified under prevailing market conditions. The objectives and results of each step in the process development sequence are outlined with reference to their impact on the commercial viability of the Lady Loretta project.

Jan 1, 1998

By H. C. Cooke

THE gold mining industry, in Canada as in other countries, has passed through trying times in the past year. The strains and stresses of war have drawn away much of its man-power, both from the labour and the management. The urgent needs of the war machine have greatly curtailed the amounts of steel and explosives that can be allotted to the mines; and the loss, by enemy action, of supplies of such essential things as rubber, bids fair to reduce operations still further, if not cripple them entirely in time. And, as if these difficulties were not enough, war on the psychological front has been declared on the gold mines. Earnest supporters of the war effort, well-meaning theorists, and perhaps others whose intent is less disinterested, have all combined to clamour against the continuance of gold mining. We have been asked, what is the use of taking gold out of one hole in Canada to put it into another in Kentucky. We have been assured that gold will never again have any value, except for filling teeth. We have been repeatedly adjured to look at Germany, how well it has got along without gold. We have been told that it is unthinkable, when this nation is girding her loins for war, that labour and materials should be diverted to this useless effort. Gold miners should be diverted to the base-metal mines, where they can produce something of real value to the war effort; or to war factories; or, in fact, almost anywhere, so long as they are got out of the gold mines. And, what has made the situation even more disturbing, it has seemed as if all this clamour might be convincing governments. In fact, as you all know, the government of the United States did actually take the step of ordering its gold mines to cease operations. Fortunately, however, for Canada, the facts that no large favourable effects resulted from that action, and that, in Canada, gold mining is a much larger part of the national economy than in the United States, have caused our government, so far at least, to avoid this drastic step. In talking about this, however, let me emphasize that I have no more inside information on the subject than any of you. Like Will Rogers, all I know is what I see in the papers.

Jan 1, 1943

By Dennis J. Callaghan

This report is the result of information obtained from a review of related literature, personal inquiry and on-site examination of active surface coal mining operations. Four improved surface coal mine systems are described in detail and evaluated for feasibility, implementation requirements, environmental benefit and costs. Engineering feasibility emphasizes equipment availability, compliance to design requirements, practicality and industry rating. Implementation potential emphasizes immediacy, ease, acceptability and constraints. Special attention was given to environmental responsiveness, both with regard to the solutions to mined-land reclamation problems and to the concurrency of reclamation. Each system description includes a hypothetical model mine with a depreciation schedule, capital summary, estimated annual production costs, sales price computation, production and operating cost summary, and a sensitivity analysis of mine price to stripping ratio. A program plan and time schedule for demonstrating a selected mining system covers site selection criteria, mine data collection, criteria for controlling and budgeting costs and reporting findings. Ten additional mining methods and techniques are briefly described and evaluated. Common reclamation problems are listed and described. Sixteen state reclamation laws and regulations are abstracted. Sixty-nine references are listed in the bibliography.

Jan 1, 1976

By Karl J. C. Harries

"11.1. INTRODUCTIONA royalty is the most common form of interest retained by an owner who is disposing of his property or by a joint venturer who ceases, voluntarily or otherwise, to participate in the joint venture.1 Rarely does a non-participating party have a direct interest in the property and/or assets of a project, except during the period when a non-participating joint venturer may be having his interest diluted.2 In fact, it is most unwise to permit a non-participating party to have such an interest. It may give rise to significant problems that could prevent or substantially delay the development of an orebody and require a considerable amount of time, effort, and money to correct.3In negotiating a royalty, it is important to be aware that there is no law or convention that says, “You just don’t do that in a royalty agreement.” As with any agreement, inventiveness and flexibility on the part of the negotiator are not just assets, but virtual necessities. It is also for this reason that it is essential to read the royalty provisions, particularly the definitions, fully and carefully, especially if you are the recipient. On the other hand, if your inventiveness and flexibility cause your accountant to question the advisability of one of your ideas, pay close attention to him.4 He will, no doubt, have had experience with many royalties, and no competent professional adviser disparages a client’s ideas without good reason. Besides, he will probably be the person who will be determining the royalty or certifying the determination of it. At the very least, he will be auditing your general financial statements, which must, of course, reflect the royalty determination. Heeding his advice not only may make the determination easier but also will probably save you money in professional fees later on. Nevertheless, do not simply accept his comments or recommendations without understanding what they mean, why they have been made with respect to your royalty agreement (sometimes professionals have comments that they make as a matter of course and, even though they may be valid, you should require them to be justified to you), and how they will affect your royalty determination.It is surprising how many corporate payors insist that their standard royalty provisions5 be used as a matter of policy, thereby effectively tying the negotiator’s hands. It is even more surprising, and to professional advisers frightening, how many of the senior employees who insist that such a policy be adhered to, virtually without variation, do not know what is in the standard provisions and would be hard-pressed to explain them to a property owner. If standard provisions are appropriate, by all means use them, but do allow experienced and sensible negotiators some flexibility and make sure that everyone within the corporation who may have to use such provisions – negotiator and supervisor alike – knows what they contain and why they are as they are. For example, there are often good and convincing reasons to describe a deduction in a certain way or to include a certain specific type of deduction. On the other hand, quite often the answer to the question “why?” is that “it has always been there”; this is, or should be, an unacceptable answer. In any event, if you, as the negotiator, appear to know what you are talking about, are familiar and comfortable with your royalty provisions, and are backed up by your boss with the same words or reasoning, a property owner cannot help but be satisfied that you are knowledgeable, even if he still does not agree with your provisions. Finally, if you do use standard provisions, make sure that they are reviewed and updated regularly."

Jan 1, 2003

THE John Fritz Medal Board of Award, at its regu¬lar annual meeting Oct. 19, awarded its gold medal to Herbert Clark Hoover. Thus ended a process of selection begun a few years ago. The award was tentatively made a year ago by the Board, which is composed of sixteen recent past-presidents of the four national societies of Civil, Mining and Metallurgical, Mechanical, and Electrical Engineers, having together a membership of nearly 60,000. The sixteen members of the Board are: American Society of Civil Engineers : C. E. Grunsky, Robert Ridgway, George S. Davison and John F. Stevens ; American Institute of Mining and Metallurgical Engineers: William Kelly, J. V. W. Reynders, Samuel A. Taylor and E. DeGolyer; American Society of Mechanical Engineers: Fred R. Low, D. S. Jacobus, Dexter S. Kimball and Charles M. Schwab; American Institute of Electrical Engineers: Farley Osgood, M. I. Pupin, C. C. Chesney and Bancroft Gherardi.

Jan 1, 1928

By W. J. O'CONNOR

THE production of lead in the United States for the period from 1720 to 1912 was 10,432,668 tons valued at $924,600,000. The average price during this period was 4.4c. a pound, although lead sold at times below 3 cents. We know that in the early days of lead smelting in Montana lead was deliberately lost in the slag and only enough reduced as bullion to collect the silver. This bullion was freighted by ox team to Corinne, Utah, the terminus of the railroad at that time, and shipped to Swansea or Omaha, Neb., for refining. The slag from some of the above mentioned operations contained as much as 15 per cent lead and has since been resmelted. Since 1921 the production of lead has increased each year and the price and tonnage have been as follows :

Jan 1, 1926

By Robert H. King

An analysis of low-voltage shielded trailing cables is performed to develop a method for calculating the differences in operating costs between shielded and non-shielded cables. Two types of shield constructions are considered (SH-C and SH-D) for the three major underground coal mining methods. Data from laboratory and in-mine testing are presented in addition to an analysis of safety benefits. Recommendations for further investigations are proposed. Example calculations with sensitivity analyses are presented. Recommendations for further investigation include costs impact considerations.

Jan 1, 1980

By John W. Frey

Although there are certain general uniform provisions in the laws ... of the several Provinces of Canada the differences are so great that it is considered advisable to present digests of separate mining laws rather than a digest of Canadian mining law as an entity . This analysis , accordingly , has been divided as follows : Nova Scotia , New Brunswick , Quebec , Ontario , British Columbia , and a group of Provinces under Dominion Law .

Sep 1, 1930

By Jacque Trottier, Marcel Vallée, Gratien Gélinas

"Mineral exploration in Canada traditionally has gone from boom to bust in cyclical pat-terns following market and discovery cycles, but other endemic factors related to exploration financing and performance have contributed to the amplitude and recurrence of these fluctuations. In view of these problems, junior exploration is reviewed here in a marketing perspective, looking at the 4 Ps: Product, Price, Placement and Promotion.In the 1980s, MEDA incentives gave the shares of junior and mining companies significant price and promotion advantages, and contributed to excessive exploration funding. Many were thus led to minimize the basic values needed for continued investor interest: appropriate levels of product quality, sustained share value and customer satisfaction. Basic changes are needed to improve the marketing of junior mineral exploration in the future, with or without improved fiscal incentives. To be successful, the required improvements must come from the technical participants, but the financial partners also need to be involved.Exploration in Canada must be marketed with vigour, both in Canada and internationally. Exploration, mine development and mine production are essential to our economy. They are environmentally acceptable and they are welcome in Quebec and in most Canadian provinces and territories. Canadian exploration and mining are entrepreneurial industries that must take better advantage of their strengths and achievements and remove the shortcomings that hinder them: nobody can do it for them!"

Jan 1, 1996

By Karl J. C. Harries

"9.1. INTRODUCTIONIn Chapter 5 of Volume I royalties are dealt with and several topics would appear to be duplicated in this Volume. However, Volume I may be looked upon as a general guide, whereas this Volume is a reference volume. It deals in considerable detail with specific provisions and concepts relating to royalties between private parties. This does not, however, mean that Chapter 5 can be ignored. It should be looked upon as a source of general information concerning royalties between private parties and as a negotiating aid intended to give an overview of various topics. You may well find that in its general approach it will lead you to ask a question which, hopefully, will be dealt with in this Volume .It should be remembered that royalty agreements are agreements with a particular focus, and so the concepts set forth in Chapter 1 apply to them. This chapter addresses a few considerations specific to royalties that will usually form part of an agreement rather than a stand-alone agreement.9.2. FORMAT FOR ROYALTY PROVISIONSIn many of the cases where royalties arise, they are adjunct to, or part of, other arrangements. For example, a royalty may form part or all of the consideration to be given to an owner upon purchase of his property, or it may arise if a joint venturer ceases to contribute to the venture and has his interest converted to a royalty.1 It is with such situations that this section primarily deals; if the royalty is contained in an agreement that is singularly, or primarily, concerned with creating it, then it is just a normal agreement.Commonly, by the time the right to receive the royalty arises, at least some of the other provisions of the agreement have been performed and/or become redundant. For example, in an option agreement the royalty will be a continuing obligation of the optionee, usually arising only after the option has been exercised.2 In a joint venture agreement, a royalty will often arise where the interest of a non-participating venturer has been diluted and converted to a royalty, in which case the recipient will usually become a passive party, entitled only to his royalty, and most of the rights that he enjoyed as an active venturer will cease to be effective."

Jan 1, 2003

By F. M. Isik

Due to not to being our own sources, some energy sources such as oil and natural gas which are used frequently, are not reliable energy sources for our country. Coal is an important energy source that Turkey also has a certain reserve as many countries have. To be able to use for many years the reserves of this source that comes from fossils, there is a great need to make more investigation and development activities on it. On behalf of using more productively the current sources, briquetting facility is represented that commenced production in The Aegean Lignite Establishment in 2005 which is in Manisa, Soma. This facility is a part of General Directorate of Turkish Coal. This facility is run by Soma Coal Establishment that works in return for royalty in a licensed field that belongs to TKI. As the demand of market for 0.5 mm dust coal diminishes, we had to accumulate and stock unmerchantable dust coal. Besides, we have intermixed 0.5- 1 mm powder coal and 0.1 ? 0.5 mm fine powder coal obtained as a result of washing in coal washer with thermic coal with low price as we could not find a client in the market. In this study, the production stages of briquette coal with high quality produced as a result of pressing by mixing 0.5- 1 mm powder coal and 0.1 ? 0.5 mm fine powder coal with molasse and lime, quality control, and data?s obtained about calories and solidity of products were presented. By briquetting of 0.5- 1 mm powder coal and 0.1 ? 0.5 mm fine powder coal washed in coal washer, it became possible to sell these coals on a high unit price and by providing the demand of coal of the market, we contributed to productivity of our firm. Keywords: briquette coal, briquetting, producing stage

Sep 1, 2012

By G. A. Vissac

IN THE preliminary design of a coal washery, the most important factor to evaluate is the ash content of the final product. The ash content permissible may be imposed by market demands, but, in the final analysis, sooner or later - as most consumers today are buying coal on a 'heat value' basis - the coal operator has a certain margin of latitude. and the ash content of the coal to be delivered can be determined on the basis of maximum returns and highest profits. A few years ago, the most desirable separation was selected on the basis of the plus-minus 0.10; that is, the most desirable gravity of the separation was selected at the point showing a minimum amount of near gravities in the raw coal. The reason for this was an expected wide error over these near gravities. Today with the recent development of cry accurate, automatically controlled cleaning apparatus, a much larger latitude is possible, and the most desirable gravity of separation can be selected, almost exclusively, on the basis of the economic factors involved. To illustrate these new methods of investigation we shall give two examples, based on actual coals from the western United States.

Jan 1, 1957

By George A. Roche

Investment in growth stocks is the most assured way of achieving superior, long term investment accomplishment. There are many criteria used to select growth companies but the most important is a combination of superior management operating in an industry with above average growth potential. This growth stock approach is the cornerstone of investment strategy for two of the three mutual funds sponsored by the Price organization and for its private clients. However, during the past five years inflation has accelerated due to a variety of factors including the inability of government to meet seemingly unlimited needs with limited revenue sources.

Jan 4, 1972

By HAROLD A. KNIGHT

The Miami Copper Co., Arizona, is asking Congress to reimpose the import duty of two cents per pound on copper which, by law, has been suspended until June 30, 1950. C. Donald Dallas, chairman of Revere Copper and Brass, champion of a duty-free regime as regards the red metal, has been answering E. H. Westlake, Miami president, now that Mr. Westlake's statement to stock- holders has been salted away for posterity on wire recorders. Even prior to this action and at the instigation of two prominent consumers of pig lead, the House of Representatives has, in the confines of committee, not yet reported out, as of June 16, a bill to suspend the duty on lead for another year from expiration of the present law June 30, 1949. But apparently the bill was started too late. Thus the tariff issue becomes a Rip Van Winkle again after having slept for several years in the mountains of metals scarcity. During the wartime scarcity and the boom days that followed, most metal producers welcomed a considerable influx of foreign metal since it gave them a little surcease from constant teleibhone calls asking why that delivery of 300 tons of lead, 250 tons of zinc, and 1000 tons of copper had been delayed. These were the days when it was such an undisputed sellers' market that the sellers had even thrown away their certificates of ownership. Another development that brings home the tariff situation, small in it- self but perhaps indicating a trend, has been the announced closing of

Jan 1, 1949