Search Documents

By R. W. Jenkins

TRACKLESS equipment is being used by the Coplay Cement Manufacturing Co. to develop a folded limestone deposit economically and safely with inexperienced men. Cost and quality of development stone results in a saving when it is used in- stead of outside sources of limestone. This favorable cost has been attained by following a methods development and training program described in this paper. It is expected that further savings in favor of the mined stone will be made when stopes now being prepared are in production. The present equipment will be used for loading from stope draw points. The limestone is blended with quarried cement rock to serve as raw material for Portland cement, first produced in this country by Coplay Cement Manufacturing Co. from a process developed by its president, David 0. Saylor, in 1873. For many years the cement rock alone or with a small amount of added limestone was used for raw materials. Later as specifications were raised and the richer portions of quarries were depleted, limestone from outside sources was required in increasing amounts. In 1925 D. J. Uhle, the general manager, began to prospect company property for limestone.

Jan 1, 1954

By W. F. Shinners

Ozark Ore Co.'s Iron Mountain mine utilizes optimum mechanization to provide ever increasing output from underground as production declines from open pit. Trackless equipment gave flexibility to meet varied mining conditions-required minimum of pre-production development.

Jan 4, 1953

By Hal M. Scrugham

UNITED States Steel Co.'s Tennessee Coal & Iron Div. Wenonah mines present definite materials handling problems arising from the natural features of the operation. Trackless equipment went a long way toward supplying the answers-but at the same time gave birth to several new posers. Machines-trackless or otherwise-require maintenance and Wenonah's experience may do much to add to the body of information already available on this type of equipment. Let's look at the mines themselves. Ore is of sedimentary origin, extending over an area of several square miles. A thickness from 8 to 14 ft is mined. Bed dip varies from the horizontal to 20 pct in local rolls. Practice is to mine across the dip at 14 pct or less. A parting forms a smooth footwall in some of the mines while in others the footwall must be blasted smooth. Ore weighs 215 lb per cu ft in place and is extremely abrasive.

Jan 6, 1953

By Leland H. Johnson

THE Tennessee Coal, Iron & Railroad Co.'s ore mines began experimental tests with trackless mining units early in 1947. The units had many weaknesses to overcome, but are now well beyond the experimental stage and are becoming a necessity to ore seams that are amenable to this type of equipment. The development of this type of mining with the problems of increased underground supervision, maintenance, and training personnel, along with the benefits derived, are discussed.

Jan 12, 1950

By Hisaaki Takada, Atsushi Yoshida, Kazuo Satoh, Norikazu Nanko, Naoshichi Higashi

Kamioka Mine of Mitsui Mining & Smelting Co., Ltd. is the largest lead-zinc mine in Japan and is composed of two mines, Tochibora Mine and Mozumi Mine, which have daily production rates of 5,200 metric tons and 1,800 metric tons of crude ore respectively. In the mines, there are many massive pyro-metasomatic deposits which have been derived from the replacement of limestone. The deposits are composed of skarn minerals which mainly contain hedenberite. The country rock is generally hard and fine-grained gneiss. These deposits have been mined by means of the sublevel stoping method, induced block caving method and sublevel caving method at Tochibora Mine and mainly by the cut and fill method at Mozumi Mine. Since the 19601s, the trackless mining system has been introduced successfully into both mines, and is still promoted to be applied over wider areas. The underground hauling system is simplified remark- ably and much improved by adopting trackless ramps to the existing vertical and horizontal underground framework. Moreover, through the combination of the trackless mining system with the mining methods stated above, a notable increase in efficiency has been achieved. This is due to the high performance of the introduced machinery, reductions in man power of miscellaneous jobs, and also has enabled a highly efficient performance through its mobility. In addition, as it becomes possible to realize a flexible development to meet the irregularly shaped deposits and also becomes much easier to recover the remaining pillars by secondary mining, the extraction rate of ore has been improved considerably. With the introduction of the trackless mining system, the development method has been changed, thus former hand-hold leg-drills are now mostly re- placed by jumbo-type drills. Repair shops for Load-Haul-Dump machines also have been provided with an established service system. Reinforcement and rearrangement of the ventilation system has been carried out.

Jan 1, 1977

By H. C. LIVINGSTON

At the Hanna No. 4-A mine of The Union Pacific Coal Co. a new system of trackless mining is being utilized to extract a 26-ft coal seam. By using shuttle cars and a conveyor belt for haulage in the rooms and panel entries instead of pit cars and panel hoist a saving of 12 cents per ton is expected. Mining is conducted in a 26-ft coal seam laid down on a synclinal structure with active workings on a pitch of approximately ten to twelve degrees. The coal seam is interbedded between a shale bottom and sand- stone top. The coal is friable, high in moisture, and subject to spontaneous combustion. The mine is rated gassy by the State Coal Mine Inspection Department. Mining is conducted at the present time by unbalanced rope haulage an main slopes spaced on approximate 4300-ft centers with the three-entry system driven to boundary lines, strike entries being turned on approximate 1300-ft centers. Panels are driven to the rise between entries at approximately 750-ft intervals with panel rooms driven on the strike 500 to 600 ft long, leaving 150 ft of barrier pillar between each block of panel rooms.

Jan 1, 1949

By Donald V. Fites

In the face of an increasing demand for minerals, the resulting technological developments, and rising overburden-to-ore ratios, many open-pit mines now incorporate totally different concepts for the removal of ore and overburden. Moreover, under a growing number of these concepts, wheel tractor scrapers are being assigned a major role in material- handling systems for unconsolidated overburden removal. To say that scrapers move only unconsolidated overburden is incorrect. On the contrary, ripped phosphate rock, copper ore, iron ore, and moderately consolidated overburden are also being moved by scrapers in various areas of the world. According to the Minerals Yearbook, about one half of the material moved in metal and nonmetal mines is never drilled, blasted or broken by other means. Scrapers Find Wider Application The increased use of scrapers in open-pit mining today is due in part to improved design which has endowed these units with added versatility and in- creased their production capability. The modern scraper, which is designed as a loading and hauling vehicle, cannot be compared to the original tractor- drawn scrapers which were limited in capacity, maneuverability, and speed. Improved design of the scraper bowl ejection system has aided production. Gravity ejection has been replaced with positive, forced ejection of material by hydraulic or mechanical action. Bowl and cutting-edge design which allows for maximum load with minimum effort has also increased production. An example of this was the introduction some years ago of the low-silhouette scraper bowl which reduced the work required to lift the material.

Jan 5, 1969

By Clarence E. Killebrew

The key to the successful use of any tool, more than anything else, depends upon proper application assignment. To achieve this, the individual having such machine responsibility must maintain fresh knowledge of technical improvements that broaden machine uses. 8.3-1. Tractor Shovel. This type machine is available in a wide range of sizes mounted either on crawler tracks or rubber-tired wheels, with both two-wheel and four-wheel drive. The original concept in both crawler and rubber mounting was that of an attachment to be added to a tractor already in existence. This served as an important expedient for the introduction of the tool, but the basic tractor proved to be inadequately designed for the additional loads. In spite of these structural inadequencies, customer acceptance generated sufficient revenue that further development could be financed for product improvement. The evolution of the product is continuing in many ways-including engines, drive line components, tires, hydraulic pumps, hydraulic valves, structural steel, etc. With each improvement, the operating capability of the machine is extended. This is resulting in the rubber-tired, four-wheel-drive concept making an invasion of the job applications that were formerly considered suitable only for crawler-track mounted machines. Both rubber- and crawler-mounted tractor shovels have invaded the market of small excavator shovels. Larger tractor shovels are challenging the larger size excavators. It is important that each job application be carefully considered so that the proper machine is put in operation. The performance varies widely in operating cost, production efficiency, and job flexibility. Factors to be considered in equipment selection are: 1. Nature of material to be moved 3. Distance material must be moved 2. Surface over which material must be moved 4. Quantity to be moved 5. Secondary or alternate use capability

Jan 1, 1968

By R. W. Braund

THE Tracy mine is within the corporate limits of Negaunee, Mich. The tract of land comprising the Tracy group lies on the east end of the Marquette Iron Range between adjoining mined-out properties on the north and south. Since acquiring the Tracy lands in 1921, Jones & Laughlin Steel Corp. has completed about 115,- 000 ft of surface diamond drilling, partially outlining five orebodies. Now that mining has started, one or more underground drills are in constant operation to obtain information that will aid mine development planning. Some 20,000 ft of underground drilling have been completed to date.

Jan 1, 1958

INTRODUCTION Trade financing is a particularly important component of short-term financing for a minerals company since errors, extra costs, or payment delays/defaults can easily wipe out the profit margin on a particular shipment or can cause problems when arranging purchases of e.g. reagents. It is required to make any minerals operation function and does not have to be cross-border to require proper management. Sources of working capital are as follows: 1. Extended credit terms from suppliers 2. Inventory loans from banks, finance companies 3. Accounts receivable financing or factoring 4. Credit lines or overdraft facilities from banks. TRADE CREDITS These are provided under the familiar terms "net 10 days" or payment due by the "10th day of the following month." Thirty days for payment is usual but longer periods can be negotiated with regular suppliers. Shipment may be made on open account with specified periods for settlement. In the mining industry, a custom smelter gains trade credit by paying for concentrates three months after the month of shipment. INVENTORY LOANS Various forms of inventory finance are provided via "floor-plan" or warehouse financing. A set percentage, usually 60%-80%, of a good-quality, readily saleable inventory item (e.g. bullion, concentrates, ingots) will be provided by a bank or finance company which will usually have security over these products and has a right to inspect the goods from time to time. Legal security will he achieved by warehouse receipts, floating liens, chattel mortgages, trust receipts, or through collateral management service companies. The latter certify control over stock or distribution outlets and often carry insurance against fraud. Costs range around 1.5% - 2.0% p.a. or more plus some fees to cover out-of-pockets or other costs. ACCOUNTS RECEIVABLES Accounts receivable financing is based on the company's generation of satisfactory receivables which are continuously assigned to a bank or finance company ("factoring"). Because of the risks in being able to collect receivables, such as payments to a smelter for its blister copper shipments to a refinery, this form of financing costs as much as 3% - 5% of the debt amount purchased plus an additional charge for processing paperwork. Receivables can be purchased with or without recourse and on a notification or non-notification basis to the client's customer to, respectively, pay the invoice directly to the bank or not. LETTERS OF CREDIT Letters of Credit ("L/C's") are a common feature of international trade finance whereby a bank, at the request of the buyer, issues a written undertaking to an exporter to pay a specified sum of money within a set time on presentation of previously specified documents. This undertaking means that the exporter is no longer relying on the credit standing and integrity of the foreign importer. A dispute about shipment does not otherwise affect the obligation to pay upon presentation of a "clean" set of documents. These documents include the hill of lading and other documentation, often on standard "form" bases. There are a number of conventions and techniques in L/C's such as irrevocable/revocable L/C's, time L/C's, confirmation/advising L/C's and transferable L/C's. These are tools to adjust for the varying risks that the importer will not pay. Other routes where one is comfortable with an importer include documentary sight hills (D/P hill), documentary term bills (D/A bill), and, of course, open account.

Jan 1, 1985

By W. L. Saunders

THE world's greatest producing area is, geographically, in the midland region of North America about the Great Lakes. This area, with but one- third of the nation's population, produces, with the exception of tobacco and cotton, three-quarters of the principal staples. It provides the surplus or export grain, meats, dairy products, steel and leading minerals. The social and political condition of a nation is determined by its industrial efficiency, and the share of the commerce of the world obtained by a nation is fixed more by the economy of its transportation than by any other factor. It is an economic maxim that: The total cost is the cost of production plus transportation cost. The cost of carrying 1000 tons by water or 100 tons by rail is equal, over the same distance

Jan 1, 1921

By W. Blake McCullogh

It is often written that the purpose of any mining operation is to produce efficiently, safely, and profitably, and always to search for more efficient, safer, and more profitable methods. To provide for continual improvement, an attitude that is not only reasonable but also imperative, there is an obvious need for a high standard of competence among the ranks both of supervision and of those being supervised. It naturally follows that, to achieve this standard, planned training in every level of an organization is a definite necessity. There are many factors involved in the need for training, and the scope of a program is influenced by answers to such questions as: "What is the geographic location of the project?" "What are the duties of each job?" "What is the source of the working force and supervision?" "What are the hiring standards for various jobs?" "What is the availability of trained personnel?" "What is the availability of outside training facilities?" The approach in this chapter will be to consider a need for a maximum of training, and it may be applied by the reader to whatever extent is considered necessary in each individual situation. 14.2-1. Administration. It is a basic responsibility of every supervisor at all levels to train those who work for him. However in a very extensive training program, which involves supervisors and the working force, includes both compulsory and voluntary participation, uses outside and in-plant methods, and where the increasing complexity of jobs requires more specialization, the establishment of a training department is definitely war- ranted. This will consist mainly of instructors for related classroom training and preparation of manuals, etc., and the necessary clerical help. A training staff does not relieve the various departments of their responsibility to train, but it does have facilities, experience, and contacts that are inval-

Jan 1, 1968

By AIME AIME

THE value to the engineering profession of a liaison between the engineering societies of Russia and America, through Engineering Council, was the subject of a meeting in the Engineering Societies Building attended by over 500 persons. In introducing the subject, Mr. N. A. Stephanoff, President of the Russian Society of America, said: In Russia, engineers were divided into two classes: those who had graduated from the high technical schools and the practical engineers who had graduated from special technical schools. These technical schools were divided into three groups: The first corresponded to the German polytechnical schools with many departments, mechanical, chemical, metallurgical, mining, etc. The second group corresponded to the French special schools of the "Écoles des Ponts et Chaussées." "École des Mines." The third group was formed by the Military and Naval Academies of Engineers. In 1910, Russia's high technical schools had about 45,000 students, whose training covered a period of not less than five years, and who enjoyed all opportunities afforded by laboratories in no way inferior to those of Germany.

Jan 1, 1920

By J. Armanet

THREE MINING colleges are maintained in France; the École Nationale Supérieure des Mines, of Paris; École Nationale Supérieure des Mines, of Saint Etienne; and the École Supérieure de la Metallurgie et des Mines at Nancy. Besides graduates of these schools, a few graduates of the École Centrale des Arts et MIanufactures and of the École Polytechnique are employed as ]nine managers or engineers; however, most of the latter have taken a graduate course at one of the mining schools.

Jan 1, 1939

By E. P. Mathewson

DURING the past 35 years it has been my privilege to deal with hundreds of recent graduates from engineering schools all over the world. In consequence, I, feel that I have learned something about the training of, engineering students. In the first place, I believe that too great specializa-tion is a mistake. A student should receive general training in engineering for at least three out of the four years of the course, and any specializing that may be required should come in the fourth year. Too great emphasis can not be laid upon the fact that the four years' training does not make an engineer; on the contrary, the graduate is only fitted to enter the pro-fession. He becomes an engineer in the true sense of the word only after years of practice; the college train-ing merely shows him where to look for information and develops his intellectual powers. Some of our engineering schools have lengthened the term of study to five years and talk of increasing it still further. This, in my opinion, is a mistake. A young man who spends more than four years in college is apt to become too academic and theoretical. It is better to stiffen the matriculation examinations than to prolong the years of study in college. No matter how good the faculty may be and how carefully selected the course of study, the graduate can never become an engineer unless he has some natural qualifications for the vocation. There are one or two subjects in which most recent graduates seem to be weak; these are accounting, the command of English, and training in the writing of reports. A short course in general accounting should always be included in the curriculum. To this should be added instruction in the preparation of estimates and cost statements. In making reports it should be borne in mind that these reports are to be submitted to busy men,-and not to technical men. The busy man wants the gist of the report summarized on the front page of the report. He wants to know that if he expends a certain sum of money in a certain way, he will get certain results and make so much profit. This should be put clearly before him in short statements, free from technical terms. The details of the report can follow .at greater length; it should be remembered that the employer is not going to read these details, but will confine his attention to the summary.

Jan 1, 1923

By E. C. Wright

THE following article is based on observation of college graduates entering the steel industry in technical work made during the past 25 years, the first five of which were spent as a college instructor in two engineering schools, and the last 20 in the employ of a large steel company that has hired hundreds of engineering graduates for steel-mill operations. The college graduates encountered during this period have come from many, colleges representing schools in Eastern States, Midwestern Universities, many Southern colleges, and many smaller colleges and normal training schools mostly in western Pennsylvania and Ohio. The college training of these students for engineering work naturally has varied widely and the educational qualifications of the entrants have been in many ways different. It was found at an early date that graduates of standard engineering colleges were much more adaptable than graduates in science from nontechnical schools. The engineering students seemed to be more suited to actual work in steel' plants and in general were better able to grasp a knowledge of the operations they observed. However, although the graduates of engineering schools have had somewhat better training -in physics, mathematics, and engineering, it has been a general and continual observation that most of the students employed have had inadequate training in the fundamental sciences. Since this discussion relates entirely to metallurgical engineers, it should be emphasized that students taking metallurgical engineering courses in college seem to be poorly trained in organic chemistry, physics, physical chemistry, thermodynamics, and any higher form of mathematics than simple calculus. It has been noted frequently that young engineers faced with problems in a mill that involve some mathematics generally flounder badly, and that they have little conception of physical chemistry. Another common deficiency lies in the young graduate's lack of knowledge of where to look for the more detailed literature on any subject. He reverts instinctively to some college textbook whose coverage is usually very elementary. It is recommended that such textbooks contain a bibliography of the source literature, and that students be taught to use theoriginal data. Many of the students had had previous courses in college dealing with metallurgical work such as steel melting, metallography, etc., but it was found that their grasp of these subjects was extremely sketchy. It was soon realized that an ordinary engineering graduate could be taught more about steel melting and manufacturing processes in a, few weeks in a. plant than he could learn in a college course on such subjects. A similar statement may be made regarding the ability of students to conduct laboratory work. Their lack of technique and skill in handling equipment and setting up experiments was soon apparent. It became neces-

Jan 1, 1946

By F. C. Stanford

THE work of an engineer is to direct natural forces so that they bring about the results that he wishes to secure. Heretofore he has concerned himself chiefly with physical forces and inanimate objects, until he has secured a truly marvelous degree of control over them. The great problem of the present age is to secure a like degree of knowledge and control of the human factor. Progress has already been made along this line, but, it is only a beginning. Wilhelm Ostwald says that scientific knowledge enables a man to be a true prophet; but it must be remembered that a good many people do not seem to be able to maintain a high average in prophecy. In short, the average of knowledge is not equal to the average needs of the present time, but continually fails to keep pace with it. It has been aptly said that the really essential need of the period is for more brains; if we only had sufficient knowledge and sagacity we could not only solve all difficulties, but prevent them from arising. This generalization holds good for an industrial organization. The most vital need of the management is for more brains. The logical course for an engineer in charge of an industrial organization is, therefore, to direct whatever forces may be at his command toward the development, training, and guiding of all the brains in his organization. This is easier said than clone, for it involves the carrying on toward two objectives, the maximum of productive work, and the development of the individuals who perform it. This is essentially like the rebuilding and enlarging of a plant, keeping it in full operation the while. On the other hand, if the aim is merely for maximum production from an organization, without offering opportunity for development, the final outcome will necessarily be like that f a plant that is driven at full capacity without stopping for repairs or improvements; it eventually becomes so run down that either a complete rebuilding is necessary or else it has to be abandoned.

Jan 2, 1918

By Cadwallader Jr. Evans

THE Hudson Coal Co. is an anthracite concern with 22 mines, employing, when operating full, something around 18,000 men. We have, there-fore, necessity for a large number of subordinate officials and for a considerable number of major officials, and we carry on two separate courses of training in our endeavor to develop these two groups. The one in which college professors will be most interested is that which we call our two-year course. A man to be eligible for it must have completed a college course at one of several institutions from which we regularly seek our men, but he need not necessarily be a graduate of the course in mining, although we have been giving prefer-ence to graduates of schools of mines. Each year we take a number of men from these col-leges, sometimes five, six or seven, and put them through this two-year course, which is carefully. laid out so as to give them experience in the various details of our business. A schedule of the typical two-year course laid out for a man who started in July, 1925 shows that he was employed in the mining engineering department first for a period of four months, then for six months in inside mine work, three months in the mechanical and electrical departments, two months in "preparation," which with us means the cleaning of our product for market, one month in the study of statistics, one month on transportation and safety, and seven months in loading coal at the face, working with a shovel, making twenty-four months in all. We started this training in 1915 and in the first year we gave six months in the mining engineering depart-ment. We have now cut that to four. We gave six months in inside mine work and have continued that. We gave four months in the mechanical department, which is now cut to three; five months in preparation, now cut to two; two months in statistics, now cut to one; one month on transportation and safety which re-mains, and we have added seven months in loading coal. This last class of work gives them experience with the miner at the mining face.

Jan 7, 1928

It is particularly interesting at this time to notice the recommendations of F. L. Bishop, clean of the University of Pittsburgh School of Engineering as to the types of engineers required and the training that should be given each type. Dr. Bishop's recommendations, which follow, are substantially the same as the first two recommendations made by resolution at the National Conference recently held to discuss commercial engineering problems. This provided business training for the engineer arid engineering training for commercial enterprises. Dr. Bishop says: "The first type is that of the man who may be called a technician, who is highly trained in science and mathematics, who possess the instinct of the research man and who can devote his entire time to highly technical research problems, either in the research laboratories which are now rapidly being developed in the large industries, or by applying the results of his research to engineering science. For the training of this type of man, there is needed the best of scientific equipment, the members of the faculty must be those who are intimately interested in research problems, and the student himself must have what is sometimes called a mathematical mind. It is doubtful if this type of nan can be developed in a four-year course under existing conditions. In fact, it is probable that such a man can be developed only M. a school which has a thorough graduate department. "The second type which seems to be demanded by the industries is the man who has a broad general knowledge of engineering subjects and can apply that knowledge in an effective way in present engineering problems. He must have ability to command men, a knowledge of the applications of economic principles to industries, and a broad training in the so-called humanities, since he is the man in contact with men of other types in other fields of human activities. He should not be a research man, his training in mathematics need not be of necessity so extensive as that of the research technician, but his understanding of engineering problems should be extensive. Such a man cannot be trained in the ordinary schools because of the artificial conditions which of necessity exist in academic institutions. He must become familiar with the industries while yet, a student in order that he may understand thoroughly the application of his theoretical courses in school and their application to industries, and also that he may become familiar in the formative period of life with the problems of labor and the human factor in engineering. It is in the development of this type of man, who is to become. the manager and operating head of our large manufacturing industries, that the advantages to be derived from the cooperative system of engineering education are needed."

Jan 9, 1919

F. C. HENDERSCHOTT,* New York, N. Y.-I am going to take, as the text of what I shall discuss, a portion of the second paragraph of Mr. Stanford's paper. It read as follows: "The most vital need of the management is for more brains. The logical course for an engineer ;in charge of an industrial organization is, therefore, to direct whatever forces may be at his command toward the development, training and guiding of-all the brains in his organization. This is easier said than done, for it involves the carrying on toward two objectives, the maximum of productive work and the development of the individuals, who perform it;" and the last sentence of the paper; "Industry has no greater asset than an intelligent workman." The United States of America, at the outbreak of the present war, had the best equipment of any nation in the world. That statement holds not only for our -shops and our transportation systems and our stores and our farms and our homes, but it holds generally.. There was no other nation in. the world that had so good equipment as the United States. There was no other nation in the world that could be called progressive that has such poorly trained workers as the United States. Even Norway, Denmark, Sweden and New Zealand ranked ahead of us. Now that is the, problem, generally speaking, and there was recognition of that fact, a growing recognition which-took form, and one of its forms was what we call the corporation school. Now obviously a corporation has no particular educational functions, but as is said in the closing sentence of Mr. Stanford's paper, or as is implied, an industrial institution is, after all, the reflection of the aggregate of the efficiency of the individuals who compose that organization. There is no way of getting away from that. If your individuals, from your president down, are efficient, if your individual has developed his brains, if he is a trained man, you have got an efficient organization, and if you haven't that condition, you have got weaknesses and your organization is no stronger than those weaknesses. I maintain that the same thing holds for a nation; .a nation is as efficient as the collective efficiency of the individuals who compose the nation, and no more so.

Jan 4, 1918