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One of our members, in Colombia, has written the following interesting account of his experience in trying to remit his dues to the Institute. "Last year I was away at the end of the year and on my return I was unable to obtain a draft in Honda until April, I believe. To avoid delay this year I remitted cash, early in January, to a friend in Bogota who I imagined could sell or procure for me various small drafts to cover my annual subscriptions. After many weeks' delay, I was informed that he could not get them for me and was remitting the cash to Honda where they were obtainable. After another long delay, I was informed that no one in Honda would sell drafts or checks for small amounts. Eventually I found a friend who was willing to oblige me in the matter and at once forwarded the amount."

Jan 8, 1919

By Sidney Katell

This study estimates capital investment, operating costs, and selling prices for four underground bituminous mines producing coal with annual production ranging from 1.06 to 4.99 million tons. It is assumed that the mines have a 20-year life. Wages and union welfare payments are considered as of December 6, 1974, under the Bituminous Wage Agreement of 1974, and costs for material and equipment are based on 1975 indexes. Initial capital investment ranges from $20,799,800 for the 1 .06- million-ton-per-year (MM tpy) mine to $84,027,500 for the 4.99-MM-tpy mine. Total capital investment ranges from $32,506,800 to $1 22,983,500 for the same mines. Corresponding selling prices for the coal range from $12.87 to $11.64 per ton, assuming a 15-percent discounted cash flow rate of return after Federal income taxes.

Jan 1, 1976

By J. R. Thoenen

Profits in the crushed-stone industry, as in any other, represent the difference between selling price and production cost. When consumer demand increases rapidly, as occurred in the crushed-stone industry from 1918 to 1927, selling prices tend to rise. Cost of production usually rises, also, owing to the expense of expanding facilities, searching for and developing new quarries, and purchasing, installing, and operating new equipment. Frequently, also, the inattention of managements to the details of operating costs is responsible for their increase. This is not due to negligence but rather to the necessity of confining attention to the problems involved in producing material to supply orders. When market conditions change and consumer demand becomes stabilized or contracts, the producer r s attention usually is directed to assuring the orders necessary to keep his enlarged facilities busy. Hence, competition increases and soiling prices decline.

Jan 1, 1939

By John F. Clarkson

White Pine Copper Company built and operated, from August, 1962 through May, 1963, a pilot plant to recover copper using a cyanide percolation leach of the sand fraction (+400 mesh) of the mill tailings (1, 2, 3). The pilot plant runs were metallurgically successful and preliminary engineering studies for a full scale operation were completed under contract by an outside engineering firm. Unfortunately, the net return projected at that time did not justify the proposed capital' investment. In the summer of 1973 the project was revived. The rise in selling price of copper over the previous ten years, compared to the projected operating cost of the leach plant, increased the calculated net return on investment with the most recent figures showing a 30% DCF. Basically, the reason for this favorable shift in profitability was that the cost for many of the reagents did not go up as fast in the previous ten years as did the selling price of copper. Using the Chemical Marketing Reporter costs, NaCN sold for 18.3¢/lb in 1963 and 20.75¢/lb in August, 1973. During this same period H2S04 went from $23.50 per ton to $35.90 per ton. In comparison, producer's prices for electrolytic copper were 31¢/lb in 1963 and 619 in 1973. Thus the price of copper went up 97% while the two reagents only increased 13% and 53%, respectively. The capital investment also escalated but, again, not to the same extent as the selling price of copper. These price differences no longer are valid' but they did provide justification for reexamining the project.

Jan 1, 1975

By D. Eyde

The zeolites review arrived too late for the June issue. The natural zeolite industry continues to grow even as some companies look for the exits. Production for 1993 was estimated at between 42 and 44 kt (46,000 and 48,000 st). That is between 7 and 9 kt (7700 and 9900 st) above 1992 production. GSA Resources, Saint Cloud Mining, Steelhead Specialty Minerals, Teague Minerals, UOP and Zeotech all reported continued growth last year. At the same time the East-West Minerals' Eastgate mordenite mine, and American Resources' Ash Meadows clinoptilolite operations both shut down their processing plants and are attempting to sell the mines and facilities. In addition, Tenneco Minerals continued its attempt to sell the Mud Hills clinoptilolite deposit. Unimin entered the natural zeolite industry through its acquisition of several properties of Aimcor. The properties included the Ben-Jel bentonite and Castle Creek clinoptilolite deposits and processing facilities near Caldwell, ID

Jan 1, 1994

By Gillies A. D S, Supriyadi

The landed cost of coal to the international customer is a major parameter which determines market competitiveness. Rail, port and shipping charges represent 30 to 50 per cent of landed costs for Australian mines selling to Asia. This prop

Jan 1, 1994

By Thomas A. Phillips

This publication is an economic evaluation of the Bureau of Mines electrolytic process for recovering lead from scrap lead-acid batteries. In this process, scrap batteries are crushed and separated into metal and sludge fractions. The metal fraction is cast as anodes and electro- refined. Lead in the sludge fraction is converted to lead carbonate by reaction with an ammonium carbonate-ammonium bisulfite solution. The lead carbonate is then dissolved in a fluosilicic acid electrolyte from which pure lead metal is electrowon. A cost estimate is presented for a plant capable of processing 10,000 scrap batteries per day. The fixed capital cost for this plant is estimated to he $14 million on a fourth quarter 1984 basis. Operating costs are estimated to be $0.15/lb Pb recovered. Assuming a lead selling price of $0.17/lb, the interest rate of return on investment after taxes is 11 pct. A lead selling price of about $0.21/lb is needed to obtain a 20-pct-interest rate of return.

Jan 1, 1986

By K. P. Pavlich

Strategic planning, including the process of developing competitive strategy, is an integral part of all organizational management; from one person operations to multi-national Fortune 100 firms. The structure of that process varies from decisions and direction based upon one person's intuition to the integration of multiple strategic planning groups from each of a firm's many business units. Everyone has heard interesting strategic planning stories such as the railroad industry's long term failure to realize that they were in the transportation business and not the railroad business, the decision to "give away the razors and sell them the blades", Caterpillar's "SOQ NaP" campaign (Sell On Quality, Not On Price), or the tanker industry's eventual realization that by better managing turn-around the firm could control their largest single cost: depreciation. It is important to remember that very few strategic planning decisions are going to become Harvard Business Review case studies. That fact does not, however, diminish the need for understanding the firm's business, and actively planning how it is going to remain in business in the future!

Jan 1, 1989

By Thomas J. Almy

The Ontario croppings were struck July 19th, 1872, by Herman Budden, who, together with his partners, at once began to prospect their claim. Within five weeks their development work enabled them to sell it for $30,000 to R. C. Chambers, who represented the

Jan 1, 1888

To create a successful growth oriented diamond company that succeeds in the practical business of mining and selling rough diamonds, and which pursues an aggressive exploration strategy to seek and develop worldclass diamond mining opportunities in a market that has become increasingly under-supplied.

May 1, 2008

By Phillip J. Maddex

Transportation is a major part of yours in the industrial minerals industry. Whereas federal income taxes merely take 50 per cent of your firms profits, transportation cost may take 50 per cent of the gross realization - selling price plus transportation - on your product, f. o. b. customers plant.

Jan 1, 1969

By Jack E. Thompson

I have spent my entire life in the mining industry pursuing what I believed was an honorable profession that provided products that were critical for our social and economic well being. Now I am told that all of my efforts been for nothing and that I have been doing something morally wrong - mining. This view of the future is not one that the mining industry has to allow to unfold. A determining factor in how things will turn out is continued improvement of the industry's environmental performance. To some extent, the current state of affairs in the United States is a result of the common perception that greedy corporations (usually foreign) are somehow ripping off US citizens of their native birthright or natural treasures in the name of corporate profits. Implicit in this view is the belief that corporations will take shortcuts or violate the environment in the name of profits. I have 26 years of experience in working in the copper, uranium and gold industries. Profits during those years were meager and difficult to find (Fig. 1). In fact, when I began working fresh out of college, I chose copper, which was then selling at around $1/lb. By the time I left copper mining, it was selling for 45 cents/lb. I then moved to uranium, which was selling for $52/lb. By the time I left it was $16/lb. I finally picked gold, which was then at ($650/oz). There is a whole generation of engineers, geologists and professionals who have spent two decades downsizing, closing mines, improving costs and getting smarter about how the mining industry does what it does. The environment, health and safety are areas where there have been great improvement. There are five characteristics of corporate governance that are critical for a company to develop and an industry to embrace if environmental, health and safety excellence is to reach new heights in the labor pool.

Jan 1, 1997

By Norman F. Patton

The subject assigned is so broad that thorough discussion is well-nigh impossible within the space allotted, and further, few specific data are available upon which to predicate conclusions concerning the efficiency of present methods of distributing anthracite. This paper treats briefly the various agencies through which both primary and secondary distribution are effected, the methods of transportation and the general interrelation of production, demand, inventories and price. Avenues of Distribution Three distinct types of primary distribution are common in the marketing of anthracite. First, though not most important, is the sale by the producer, or operator, direct to the consumer. These sales, other than to employees and the local trade, are generally confined to steam sizes for industrial uses, and are consigned to the sidings or docks of the consumer. Sales of this type often are so closely priced to compete with oil and bituminous that the addition of even a small dealer's margin is sufficient to increase the cost to the point where the business might be lost. Second, the operator sells to a wholesaler or broker for subsequent resale, either to a retail dealer for clearance through his yard or direct to large consumers. Usually this method of distribution is employed by the smaller operators, who do not find it economically feasible to maintain extensive sales organizations. In most instances, the wholesaler retains some 5 per cent for his services, paid, of course, by the producing company whose anthracite he handles. He may, and frequently does, handle the output of several different companies, suited to the varying needs of the different communities he serves. His business includes all sizes of anthracite. The third, and by far the most general method, consists in selling to retail dealers, shipments being made direct from the breakers to the yards of the dealers. In large consuming areas, such as the metropolitan districts of New York or Philadelphia, one operator may sell to several

Jan 1, 1936

By Norman F. Patton

The subject assigned is so broad that thorough discussion is well-nigh impossible within the space allotted, and further, few specific data are available upon which to predicate conclusions concerning the efficiency of present methods of distributing anthracite. This paper treats briefly the various agencies through which both primary and secondary distribution are effected, the methods of transportation and the general interrelation of production, demand, inventories and price. Avenues of Distribution Three distinct types of primary distribution are common in the marketing of anthracite. First, though not most important, is the sale by the producer, or operator, direct to the consumer. These sales, other than to employees and the local trade, are generally confined to steam sizes for industrial uses, and are consigned to the sidings or docks of the consumer. Sales of this type often are so closely priced to compete with oil and bituminous that the addition of even a small dealer's margin is sufficient to increase the cost to the point where the business might be lost. Second, the operator sells to a wholesaler or broker for subsequent resale, either to a retail dealer for clearance through his yard or direct to large consumers. Usually this method of distribution is employed by the smaller operators, who do not find it economically feasible to maintain extensive sales organizations. In most instances, the wholesaler retains some 5 per cent for his services, paid, of course, by the producing company whose anthracite he handles. He may, and frequently does, handle the output of several different companies, suited to the varying needs of the different communities he serves. His business includes all sizes of anthracite. The third, and by far the most general method, consists in selling to retail dealers, shipments being made direct from the breakers to the yards of the dealers. In large consuming areas, such as the metropolitan districts of New York or Philadelphia, one operator may sell to several

Jan 1, 1936

By Oliver Bowles

THE ADVERSE CONDITIONS that have gripped industry during recent years have to some extent submerged technical developments under the more pressing demands of economic problems. Progressive operators, nevertheless, have given attention to improvements in processes and equipment even when sales were at a low ebb. The array of facts relating to technical advancement here presented, although doubtless incomplete, is sufficient to indicate that the spirit of inquiry and research has not been quenched by adversity. During the latter part of 1933 a new element has focused interest more fully on improved methods of quarrying, mining, and preparation of nonmetallic minerals. Codes established under the NRA have fixed minimum wages, reduced working hours, and tended to establish selling prices .on a basis of reasonable profit. Labor adjustments will in many instances increase the cost of production, and stabilization of selling prices will tend to emphasize quality and service rather than price as sales arguments. These new conditions point to a growing necessity for improving technique in the interest of reducing cost of production and improving the quality of products. Thus, technology is linked with economics more firmly than ever.

Jan 1, 1934

By J. W. Thompson

CONSTRUCTION OF STATUTE-SALE BY ENTRYMAN. The timber and stone act (20 Stat., 89) does not forbid an entryman from alienating his interest in his claim; but the act makes illegal any prior agreement by which the entryman acts for another in the purchase. Worden v. United States, 204Fed., 1, p. 4, April, 1913. ASSUMPTION OF DEBT BY GRANTEE-LIABILITY TO CREDITOR OF GRANTOR. A grantee of a mine who agrees to pay the grantor's debts in part payment of the purchase price of the mines becomes to that extent the principal debtor, and the grantor becomes the surety, and the grantor's creditor may in equity enforce his claim against the grantee of the mine, and the grantor in such a case is not a necessary party. Silver King Coalition Mines Co. v. Silver King Consolidated Mining Co., 204Fed., 166, p. 169, April, 1913. RIGHT OF COTENANT TO MINE AND SELL. A cotentant in exclusive possession' of mining property who extracts and sells ore is entitled to charge against the proceeds of the sale the reasonable and necessary expense of its extraction and marketing, as in such case the cotenant is not a trespasser.

Jan 1, 1914

By Conny Postupack

To make money in mining coal you have to sell it for a lot more than it cost you to get it out of the ground. And yet, every year it cost us more and more to stay inbusiness, while the price we get for coal does not increase at the same rate.

Jan 1, 1990

By AIME AIME

Do you Possess, or Can you Obtain; and Will you Give, or Sell, to the Institute Library Early Volumes of the following Proceedings and Journals? American Chemical Society. American Foundrymen's Association. Australian Mining Standard. Chemical Society of London. Deutsche Chemische Gesellschaft. The Foundry. New Zealand Mines Record. Queensland Government Mining Journal. La Revue Universelle des Mines.

Jan 9, 1907

EUGENE McAULIFFE, * St. Louis, Mo.-The method employed by the Engineer's Committee in arriving at a proper selling price for coal and coke represents hard painstaking effort based on a thoroughly scientific foundation; and the United States Fuel Administration can well point with pride to the work of this committee. The results so obtained placed

Jan 12, 1918

INDEX TO TRANSACTIONS After a delay of many months, which is very much regretted, but which, it is hoped, will be one means of insuring a volume of accuracy where accuracy is very important, the Institute now has for distribution copies of the index of Volumes XXXVI to LV, inclusive. This is more than a mere index off names of authors and titles of papers. Every important topic under consideration by author or discusser is introduced under such key-word as will enable an engineer to locate the desired information with the minimum expenditure of time. This index sells for $5* in half morocco binding and $4*. in paper covers. With the index of Volumes II to XXXV (which sells for $5 in half morocco and $4 in paper covers), it forms a complete index of the first fifty-five volumes of the Institute's Transactions. These collective indexes are very valuable to members of the Institute, enabling them to look up matters in their own library; if they have the volumes to which the indexes refer, they can get the information at once, and, if not, they can readily determine whether or not a visit to a nearby public library is desirable.

Jan 7, 1918