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By Todd Kilduff, James Grillo, Shrey Arora

In efforts to improve ingress/egress from the existing subway platforms in PATH’s Exchange Place Station, a new 18-foot horseshoe cross-passage tunnel was constructed by Walsh Construction who retained Kilduff Underground Engineering for design of the initial support system and to install and maintain geotechnical instrumentation. The project presented some unique challenges as a result of the proximity to pedestrians on the platform. PATH service remained uninterrupted, limiting the Contractor to mechanical means of excavation to advance the heading. The logistics proved very challenging for the approximate 100-foot-long tunnel excavated in soft Manhattan Schist. This paper will present the design and construction challenges for the project.

Dec 1, 2022

By Pier Francesco Paglini, Gian Luca Menchini, Pier Francesco Boschi

"PROJECTThe “Caltanissetta” Tunnel is part of the ANAS S.p.A (National Autonomous Roads Corporation) $ 1.3 Billion Highway 640 Caltanissetta-Agrigento (Sicily, Italy) Rehabilitation Project, consisting in upgrading of 62 km (40 miles) of highway. The Italian multinational construction company Cooperativa Muratori & Cementisti di Ravenna, is the General Contractor for the design and build contract. The highway S.S. 640 starts from Porto Empedocle, to the intersection with the Motorway A 19 Catania-Palermo.The entire project, double carriageway designed for speed 70-120 km/h and maximum longitudinal slope of 4.2%, is divided into two sections. First Section: just finished and opened to traffic. Second Section: mainly involving the province of Caltanissetta, length about 28 km (18 miles), works started in 2013. This second section includes the most challenging work of all the project, the “Caltanissetta” tunnel consisting of two separate tubes, each with 3.9 km length and inside diameter of 13.50 m, in order to host 2 traffic lines and an emergency line. HORIZONTAL AND VERTICAL ALIGNMENT - GEOLOGY AND HYDROGEOLOGYThe plan alignment of “Caltanissetta” tunnel is formed by two tubes which are located at a minimum mutual distance of 22 m to a maximum of 63 m, with n. 9 pedestrian and n. 4 road cross passages; ventilation shafts are not provided. Overburden over portals area is about 5 m till a maximum of 120 m. Tunnel sections have variable longitudinal slope from 2.6% to 0.5%, transversal slope of about 3.5%. Right tube length is 3,992 m, left tube length is 3,877 m."

Jan 1, 2016

By K. E. Doud

An unusually pure grade of rutile and several grades of aplite rock are produced in a unique mining and mineral dressing operation in Hanover County, Virginia. The ore body is an aplite rock of gnessic structure, having a sari ace exposure extending over several hundred acres, heavily leathered and containing rutile, ilmenite, and other titanium and iron minerals. The physical nature and mineral composition of the ore body has permitted the use of a relatively economical and unusual processing circuit. The flowsheet was designed to take full advantage of the remarkable liberation of the minerals at relatively coarse rinds. It permits flexibility in changing the product mix, and maintains high levels of purity in both rutile and aplite rack. The mineral processing is discussed in some detail below.

Jan 1, 1962

By J. A. Herbst, L. B. Hales, R. A. Ynchausti

Industrial application, theoretical discussion and technical research programs continue to stimulate acceptance of column flotation. Numerous authors have published model, parameter and application studies discussing advantages and problems which are associated with this minerals processing technique. This paper dispells the myth of the self-controlling column while focusing on the problems and opportunities which are inherent in the computer control of a column flotation cell.

Jan 1, 1988

By Nick Karlin

Dragados USA is constructing the LA Effluent Outfall Tunnel, a 7-mile, 18 ft internal diameter effluent discharge tunnel, utilizing a 21.6 ft (6.585 m) Herrenknecht Mixshield TBM. This paper highlights the means and methods used for TBM launch from a 55 ft diameter shaft excavated in wet with diaphragm wall support of excavation. This included SEM excavation of jet grout blocks for starter and tail tunnels, temporary concrete structures and steel installations, TBM sealing system, umbilical management for TBM hydraulic, electric and bentonite circuits as well as complex segment delivery logistics. The many launching challenges were overcome thanks to the innovative approaches from the project team.

Jun 13, 2023

The Awareness and Preparedness for Emergencies at the Local Level (APELL) program is a process that helps people prevent, prepare for and respond appropriately to accidents and emergencies. APELL was developed by the United Nations Environment Program, in cooperation with industry groups, governments and local communities. Since its beginnings in1988, the program has been implemented in more than30 countries. APELL is a tool for bringing people together to allow effective communication about risks and emergency response. The program provides a common-sense approach to accident prevention and response.

Jan 1, 2003

By T. R. Ellis

Considerable movement is afoot internationally to rationalize standards and regulations relating to valuations and the qualifications for valuation professionals. In July 2000 the International Valuation Standards Committee released expanded standards, and additional important improvements are planned by 2003. Possible updates to the International Accounting Standards (IAS) and potential adoption of IAS by the United States could significantly impact minerals appraisers. Standards designed specifically for mineral asset valuation are under development in Canada and the United States, with Australia's internationally respected VALMIN Code providing the benchmark. In the United States, the all-encompassing Uniform Standards of Professional Appraisal Practice (USPAP) is annually modified and continues to gain deeper acceptance, while the SEC holds fast to its 1981 rule prohibiting reporting of a quantitative estimate and value for non-reserve mineralization. Some important international trade agreements are driving actions to free the trade in professional services. In July 2000, an international workshop was held to initiate discussion on minimum qualifications for appraisers to work internationally. Pressure for uniform minimum qualifications and rules for professionals internationally will continue to build. The United States is historically among the slowest countries to implement such initiatives, with its state level licensure barriers having the potential to cause some of its professionals to be stranded in an international backwater. Structural change is needed in Australia's VALMIN Code to remove conflict with the latest International Valuation Standards. The mineral valuation standards developers of Australia, Canada and the United States should work jointly on updating VALMIN for global use.

Jan 1, 2003

By Langtry E. Lynd

The titanium dioxide pigment industry in the United States has always relied to varying degrees on imported titanium concentrates. Dependence on foreign ilmenite was especially high (generally over 85% of consumption) until 1942, when large-scale U.S. production of ilmenite began, and has since ranged from 12% to 47%. Rutile import reliance was generally in the 45% to 80% range until the early 1960's, when increased use in the chloride pigment process raised dependence on imported rutile to over 90% in most years since 1963. Import reliance of zircon, obtained almost entirely as a byproduct of titanium mineral production, has generally ranged from about 30% to 65% of consumption. This paper will examine the history of U.S. sources of these heavy mineral commodities, and will discuss the potential U.S. future supply in view of changing industrial uses and processes and the anticipated development of new heavy-mineral-sand processing operations, such as those at Richards Bay in the Republic of South Africa and in Sierra Leone.

Jan 1, 1978

By Staff

Assembling consistent data for a 40-year time series is a challenge because of the many changes that have occurred in this period. In many cases, because of process improvements and consumer requirements, grades of materials change in a 40-year span. This can lead to a wide fluctuation in price data simply because of increased costs for premium grades. Sources for obtaining price data can also change during a 40-year period. Changing the data source also introduces anomalies in a time series. In some cases, published price data are not representative of the real value of the material and provide little basis for further analysis. For some industrial mineral commodities, there are only a few producers, and value and production data are considered proprietary. In the data presented in this chapter, every attempt was made to ensure that the data were as consistent and representative of the industry as possible. However, the factors mentioned above may have introduced inconsistencies in some of the data series. Many different factors influence trends for industrial minerals because of the diversity of end uses for these commodities. Trends in production and prices for most of the industrial minerals can be related to one or more of the following: changing demand or technologies in end-use industries, development of new end uses, the effect of environmental regulations, production and processing technology changes, energy costs, foreign competition and substitution by other materials, and production as a byproduct of other minerals. World economic conditions, such as recessions and inflation rates, also play a part in some production and price trends. Data for 40 years of production for industrial minerals in the United States are presented in [Table 1] in 10-year increments. Unit values for the industrial minerals, in actual and constant 1990 dollars, are shown in [Tables 2 and 3].

Jan 1, 1994

By George D. Brunton

The past and present argillaceous rock studies for the U.S. National Waste Terminal Storage Program consist of: (1) evaluation of the geological characteristics of several wide- spread argillaceous formations in the United States; (2) laboratory studies of the physical and chemical properties of selected argillaceous rock samples; and (3) two full-scale in situ surface heater experiments that simulate the emplacement of heat-generating radioactive waste in argillaceous rock.

Jan 1, 1981

By W. J. Turbeville

The subject of this discussion is timely. The U.S. phosphate industry is suffering the throes of depression. It's plight is a matter of widespread concern. The future role of the U.S. industry in world markets is of particular interest. If we should prognosticate phosphate supply-demand on the basis of recent history, we would face a puzzling choice of scenario. In 1980, perhaps the best year ever for U.S. phosphate, 54.6 million metric tons of phosphate rock entered the market place. Of this, more than half was exported -- divided almost equally - as rock or phosphate fertilizer. During the last half of 1981 the situation had begun to change.

Jan 1, 1983

By Paul H. Johnson

Resource Engineering and Development, Inc. is desigining and building a portable 150 to 225 tpd, flotation-cyanide leach plant with unitized, skid-mounted components. This plant design, with its portability, low capital investment, and high recovery of silver and gold from many partially oxidized ores, is well suited to treat many small, highgrade deposits, old waste dumps, and old mill tailing piles. A description is given of flotation and/or cyanide leach tests run on 18 partially oxidized, newly mined ores; waste dump materials; placer slimes; and old mill tailings.

Jan 1, 1981

By Paul H. Johnson

Resource Engineering and Development, Inc. is designing and building a portable 150 to 225 TPD, flotation-cyanide leach plant with unitized, skid-mounted components. This plant design, with its portability, low capital investment, and high recovery of silver and gold from many partially oxidized ores, is well suited to treat many small, high-grade deposits, old waste dumps, and old mill tailing piles. A description is given of flotation and/or cyanide leach tests run on about 17 partially oxidized, newly mined ores; waste dump materials; placer slimes; and old mill tailings.

Jan 1, 1981

By Alexander Filimonov, Yury Bloshteyn

The development of a high-efficiency control system for mine ventilation is a complicated scientific and engineering problem. As a result of high-costs and difficult conditions involved in experiments for the development and investigation of mine ventilation systems, simulation is a critical task in cost reduction and productivity. The paper presents the description of a universal simulation model for controlled aerodynamic processes in an Underground ventilation Network (UVN). The high-efficiency programming tool to design and investigate mine ventilation control systems (MVCS) is also suggested.

Jan 1, 1991

By Andrzej Wala, Tom Altman, Tom Hughes

The University of Kentucky Mine Ventilation Manager (UKMVM) is a system that contains Level Five knowledge bases and comprises an expert mine ventilation management system. The package uses production rule language (PRL) to interpret data monitored from sensors, e.g., for airflow, temperature, and concentration of gases, in an underground mining environment. Activated from the PRL knowledge bases are Pascal subprograms which (1) organize the monitored data to set up emergency consultations, (2) display graphic representations of a mine's ventilation network with the latest sensor readings, (3) provide interactive updating of mine ventilation parameters, e.g., resistance changes, revised flow requirements, and new regulator and fan settings. Also activated from these knowledge bases are programs which (1) monitor airflow, temperature and gas concentrations from a physical mine ventilation model and (2) adjust regulator openings and fan rpm's. Thus, as an expert system the UKMVM not only presents advisory consultations for underground environmental emergencies, but also serves as an interface between the monitoring and responsive control aspects in the continuous maintenance of normal mine ventilation.

Jan 1, 1989

By John E. Husted

Universities have education as their primary purpose. This appears to be an innocuous statement with simple meaning. In an age of conflicting semantics, however, cords and meanings are often lost or changed. The term education is often broadly expanded to encompass any form of learning process, or the accumulation of knowledge, and even to the beneficial application of knowledge to man's problems, hence one find that education in universities is not solely the formal process of texts, lectures, recitations, and testing by a batch process known as class room teaching. Despite critics of education batch is spelled with an "a", instead of an "o" - at least we hope so If one defines teaching as causing to learn, then the learning objectives may necessitate a variety of approaches within the teaching concept and research is among those favored at the graduate and some undergraduate levels. Research has been among the glamour words and certain fields such as oceanography and space science have had more than their share of glamour. Unfortunately, industrial mineral research has not had the competitive drawing power of enamoring students of the "note" generation in terms of glamorous accomplishment. Research today usually requires sophisticated equipment and such equipment is expensive, both for initial purchase and operation. Again, administrations, be they industrial, government, or academic, usually require

Jan 1, 1970

By Robert L. Frantz

The various facets of university-company cooperative activities and the opportunities for collaborative research for the mineral industries are presented in this paper. The advantages and disadvantages of various alternative research funding arrangements for the researcher, the university, and the sponsoring corporation are discussed. Examples of university-industry cooperative research programs are briefly outlined. The concept of a cooperative mining research program is presented. The improvement of performance through techno- logical developments and human skills may well be the greatest competitive edge available to the U.S. mining industry. In this regard, the need for new endeavors between industry and universities can hardly be overemphasized.

Jan 1, 1984

By Howard L. Hartman

The federal government's declining role in funding research has created a critical dollar gap for university departments of mining engineering. Industry is not unaffected by the drought: not only is research lagging, but hard- pressed universities are going to the private sector for funding. This paper's thesis is not that mining companies should shower universities with philanthropy, but that a quid pro quo ought to be exacted: a research partnership should be contracted on a pay-as-you-go basis. A model exists at The University of Alabama (albeit not in mining) that may lend itself to adoption by our industry.

Jan 1, 1984

By Howard L. Hartman

Introduction The federal government's declining role in funding research has created a critical dollar gap for university departments of mining engineering. Industry, too, is affected by the drought. Research is lagging. Hardpressed universities are going to the private sector for funding. Mining companies should not shower universities with philanthropy, but a research partnership should be contracted on a pay-as-you-go basis. A model exists at The University of Alabama (albeit not in mining) that could be adopted by the mining industry. An equal partnership arrangement between a university and an industry for conducting research is proposed. The concept is not that a corporation sponsors and a university performs the research. Nor does it call for educational contributions or giveaways from industry. Rather, the corporation and the educational institution enter into a cooperative research endeavor, a full and equal partnership. Both parties contribute and both share the benefits. A key to the relationship is that it has a single objective: it must generate profits or reduce costs for the company. Working Model Recent literature is replete with examples of proposals for joint research endeavors, involving both contracts and grants, between industry and universities (Bronwell, 1971; Bugliarello, 1978; Branscomb, 1981; Sanford and Holland, 1982). They are all good proposals and offer something to both parties. They are, however, not widely supported. Few have received a favorable nod from the US mining industry. Though it may be logical, for example, to remake the American Mining Congress (or some new consortium) in the mold of umbrella-type industry organizations to fund cooperative research with mining institutions, such proposals have never flown. What model, then, will work? First, look for a model that has worked in industry in general. Second, seek to apply it to mining specifically. There is a model project that satisfies the first of those criteria. It is a project complicated by a third party, in addition to a corporation and a university. In January 1983, the "Factory of the Future Project" was initiated between The University of Alabama (UA) and General Motors Corp. (GM). The United Auto Workers (UAW) is a third party to the agreement. The factory was GM's Rochester Products Division manufacturing plant in Tuscaloosa, AL, also home of UA's main campus (Fig. 1). Saving a Plant The agreement came about at the initiative of GM and the UAW. Faced with having to close the plant because of excessive production costs, company and union officials proposed to the university that an applied research facility be established at the plant. The university would operate the laboratory, dedicated to $470,000 a year cost reductions for the company. The school would lease the 5.1 km2 (55,000 sq ft) space for $470,000 a year for three years. Any savings effected by the university's research effort would be credited toward to the rent. GM said the small factory, which made replacement carburetors

Jan 9, 1984

By Vincent R. Bovino

Introduction Only a person fresh from an information vacuum could not know the status of this nation's economy. The inability of the US to compete in the world marketplace is manifested in many industries, from shoes to computer chips, from cars to copper. What industry will next fall prey to world competition? Perhaps the question should be, what insustry will next fall prey to declining productivity? American industry is being forced into an era where the focus must be on productivity, quality, cost control, and competition in the world marketplace. It is approaching a change that could rival the American Industrial Revolution. The future of the US is bright only if it can increase productivity by trying different and new ways to manage its businesses and people. Unlike the easy successes during the 60s and 70s, success in the decades ahead will depend on an ability to compete in the world market. Any operation can achieve unlimited productivity by developing the resources within its employees. As an industry, mining has harvested the earth's resources. As an industry in trouble, it now has to learn to tap human resources to release the energy and creativity in each person. Recently, I worked with a mining operation to reopen a mine and implement a different management approach. The extensive changes resulted in a 50% reduction in cash cost of producing silver (from $0.40 to $0.19/g or from $12.50 to $6 per oz). Thus, an unprofitable mine became an attractive business venture without technological changes or significant capital infusion. The operation is union-free, in spite of being in a highly unionized area. The mine implemented a real productivity improvement process called "gain-sharing." Employees now recognize their individual success is tied to the success of the business. They recognize the day of the free lunch is over for mining employees. This paper will explore three areas related to productivity: • some of the unspoken "whys" of the mining industry's paralysis and how management has caused unproductiveness in mining operations; • major components of a productivity improvement process; and • characteristics common to companies with successful productivity plans. Unspoken whys When things go wrong, everyone tends to point a finger at someone, anyone. This industry has blamed every conceivable person, corporate group, government agency, foreign government, and private group for its failures. The fault finger will not work anymore. Nobody is listening. It is a characteristic of winners in management to assume responsibility for less than acceptable performance. Excellent people tend to blame others less for problems. Everyone involved in mining should shoulder part of the blame for the industry's illness. Is the problem low prices or our high operating costs? To regain our status in the world marketplace and increase our productivity, we need to painfully and honestly talk about our mistakes.

Jan 3, 1986