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Minerals: When man first picked up an appropriately shaped stone and fastened it to a stick of wood to create a primitive axe or hammer he started down the long road of mineral dependency that has continued until today (Fig. 2). Though he did not realize it, that man and his stone axe created an extremely simple form of mineral economy. The struggle against extinction from that day has been fought with minerals. In addition to providing himself with a means to fight for survival, he also exhibited an increase in intelligence. As his curiosity was stimulated, his ability increased to provide himself with better mineral and metal weapons and tools. Today, when we examine the artifacts of past civilizations, we measure the degree of development that had been attained by the variety of metals and minerals possessed and how they were used. The metals employed are so characteristic of the level of intelligence that we have named the various stages of human progress by the metals that were most commonly utilized. Thus, mall went through the Stone Age, the 13ronze Age, the Iron Age and now has reached the Steel Age. The first period of mineral development, the Stone 4ge, began during late Pliocene time. In this first mineral age, prehistoric man began to shape stones by chip- ping off small pieces until the stone assumed the crude form he wanted. As his intelligence increased, he progressed to finer workmanship and turned out finished spear heads and barbed arrows. Throughout this very

Jan 1, 1950

Nature: Man is but one of the creatures which in- habit the earth, a dust speck in the universe. Thinking man has been concerned with his place and purpose in the universe since the earliest Egyptian and Chinese philosophers. Ancient creeds, as well as modern religions and philosophies of life, were concerned with the same problem. While such considerations and concepts have been valuable, theoretical philosophizing and dogmatic concepts are inadequate for a satisfactory solution of world problems of today. The concepts of man and life and their ultimate purpose should be sought in the relations of intelligent man to man and their relation- ship to the physical world. The quintessence of nature's accomplishment-man- is also the greatest disturber of nature and the greatest enemy of his own kind. While his spirit and mind defy and overcome natural limitations, his physical self is controlled by the same basic biochemical laws that govern any other form of living matter. This paradoxical duality of human voluntary and involuntary relations to nature is the source of the perpetual conflict between mind and matter. Therefore, the higher the spiritual evolution and perfection of the individual's mind, the greater and deeper the conflicting elements in their expression; and conversely, the simpler the mind or the mental and spiritual heritage, the less is the individual concerned with the conflicting elements.

Jan 1, 1950

By J. Parke Channing

WE are accustomed to think that we are efficient in the United States, particularly with respect to such things as mining and manufacturing. The conduct of the war has demanded in England and in France a complete readjustment of manufacturing methods and plans, and today England is probably as efficient a country as there is in the world, not even excepting Germany. This is all the more remarkable because it has been notorious for years that England has been inefficient in her manufacturing and the country has been flooded with things "Made in Germany." Today England is almost a socialistic community and the State is doing almost everything. England is now in such a position that practically everyone in the country is engaged in industry necessary for the conduct of the war, and this has been accomplished by increasing the efficiency both of her tools and of her man power. In the United States we certainly have been efficient so far as machines and perhaps so far as methods have been concerned, but we have not been efficient iii the utilization of our man power. Before the war, our labor was undoubtedly far more efficient than that of England, but it certainly was not so highly efficient as it should have been, and the problem that confronts us today, and will all the more confront us after the war, is to make our man power efficient. England has had a taste of what you may call State Socialism, and her laboring men are not going to be content to return to the old order of things. There is one feature of the labor problem in England which has permitted her to reach this condition of state socialism with comparative rapidity; this is that practically all of her laborers are English; she has little or no foreign population. While an Englishman may he a strong union man and ready to fight his employer tooth and nail, at heart he is still a British subject, and when his country was in danger he rose to the occasion.

Jan 5, 1918

By Frank S. Hurley

To comply with the California Mine Safety Orders pertaining to transportation of mine workers over mine railroads, the management of the New Idria mine in San Benito County, Calif., designed special man-cars. The new regulations, dated October 1958, make it mandatory for mine man-cars to be designed for carrying five or more men to and from the mine workings. At the New Idria mine, largest single producer of mercury in the U.S., each shift normally employs about 70 men. However, with the possibility of a future increase in the work force, seven man-cars were constructed with a total carrying capacity of 84 men. The general design of the mine man-cars was dictated by safety regulations plus the physical characteristics of the mine-low headroom, limited side clearance in haulageways, and track irregularities due to ground swells. The cars measure 10 ft long, 44 in. wide, and 50 in. high and were built at an average cost of $450 per car. All assembly work was done at the mine site.

Jan 7, 1960

By Henry W. Brandt

In a proposal submitted by Fenix & Scisson International, Inc., of Tulsa, Okla., conversion of an abandoned mine for underground storage of crude oil proved to be all effective storage technique. The conversion was done on an abandoned coal mine for S. F. F. Association, an agent of the South African Government, Johannesburg, South Africa. The mine was found to be structurally stable and appeared capable of retaining this stability over a long period. Surrounding formations were relatively free of fractures and were found to have low permeability. Slight problems appeared in the hydrostatic test, but were quickly stabilized. Additional information was positive, and conversion and filling were completed in 1969. Total puchasing, testing, and coverting cost was less than $0.20 per barrel of oil stored or 15% of conventional steel tank cost. Operating and maintenance costs are about 2% of those at two large tank farms owned and operated by the Association.

Jan 1, 1975

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By Theodore Barry

The task of developing controls in the mining and manufacturing industries to give them a tighter grip on operating costs has afforded this author an interesting vantage point for observing certain practices common to both industries. Of course, each of these industries has problems unique to itself, but all industries have many common problems. After all, every industry is a business and every business is concerned with the task of producing its wares as profitably as possible. While many differences between businesses in different industries are known, the author is convinced through experience that the mining industry has much more in common with the manufacturing industry than is generally acknowledged. Four principal questions come to mind in the comparison of mining with manufacturing: How different are the management control methods in these two worlds? How do both industries go about the task of controlling costs? How does the mining industry compare in terms of the effectiveness of its workers? And perhaps most important, what can the mining industry learn from what the manufacturing industry is doing?

Jan 11, 1962

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944

INTRODUCTION The mineral sample is the fundamental unit upon which the mineral appraisal is built. Values derived from the sample are the most important quantitative measurements made in the total evaluation process. The sample value

Jan 1, 1980

By F. Newton Parks

SOUND management organization is as essential to a mining operation as sound mining practices, exploration methods, concentration processes, or marketing methods. In fact, if a mining company is well organized, with the right people in the right management positions, it can be reasonably assured of the adequacy of its operating practices. Management problems in mining are unique, but certain principles of organization are universal. These principles should be used as ground rules in mining as they are in other industries.

Jan 5, 1958

By William L. Batt

IT IS becoming increasingly evident to management that it has other obligations than merely to earn dividends for stockholders. The head of one of America's largest organizations has stated it in these words: "There rests upon them a far broader responsibility than the mere production of goods and services, or solely the interests of their stockholders. They must assume the important obligation, through proper policy, of attuning industry to a rapidly changing world, from social as well as economic standpoints." Stockholders might as well reconcile themselves, therefore, to the fact that management cannot always put their interests first in the obligation of business enterprise: and that the legitimate requirements of customers and employees have acquired a new significance which must be recognized if the business of today is to prosper.

Jan 1, 1938

R. Dawson Hall, who has long been a member of the editorial staff of Coal Age, has been appointed managing editor. Increase the Promise of the future. Buy W. S. S.

Jan 7, 1919

By Paul A. Bailly

Around 4500 B.C., the Pharaoh of Egypt ordered a military campaign to the Sinai Peninsula and the shores of the Red Sea, to search for copper deposits which Egypt needed for jewelry, vases and weapons.5 To my knowledge, this is the first recorded expedition aimed at the discovery of minerals. The diligent Egyptian soldier-prospectors made discoveries through visual detection and manual effort, the approach which has given us the bulk of our mines to date. In the Rio Tinto District of Spain where Roman miners followed the Phoenician traders, we find the first evidence of discovery of hidden ore bodies in the absence of mineralized outcrops. This is how Joralemon 13 describes these Roman discoveries to the southwest of the Rio Tinto hills, under the flat plain of Seville:

Jan 6, 1979

By Paul A. Bailly

“For innovative leadership in bringing about a quantitative rationality to mineral exploration; for the impact his efforts and wide respect have made on national mineral policy issues; for his effective managerial role in major mineral discoveries; and for his lecture, ‘Managing for Ore Discoveries.’”

Jan 1, 1980

By David C. Russell

The Department of the Interior used to be a quiet, noncontroversial, almost boring agency. It, after all is the fifth oldest of the Departments, and as an old line Federal agency it has studiously performed its preservation and resource management functions in a caretaker mode--though some would say more "undertaker" than "caretaker"--locking up the body and soul of America piece-by-piece. Yes, quiet, serene. That is until Jim Watt showed up. And we have all seen that version of Mt. Vesuvius which resulted--only it was the environmentalists who blew their tops. Ronald Reagan chose Jim Watt as Secretary of this fine old agency to prove that one-third of our Nation's land and over a billion acres on the Outer Continental Shelf can work for this Nation. At the foundation of President Reagan's charge to Secretary Watt is a belief in the tenets of the free enterprise system, and in the individual freedoms upon which this country was founded. There are those who don't share this belief in democracy and free enterprise, and those who believe this 205 year experiment called the United States of America will fail. Nikita Krushchev said "we will bury you"--obviously he didn't agree with our system. An Italian sociologist, Franco Ferrorotti, said bureaucratic stagnation will kill capitalism. Certainly we have all felt the ravages of bloated bureaucracies. Perhaps one indicator in the United States is the Federal Register, that daily compilation of Government's largesse. In 1970, 20,000 pages of the Federal Register were published. A decade later, in 1980, that volume had quadrupled to 80,000 pages. The Federal bureaucracy can stagnate from excessive budgets as well. The Interior Department spent $60 million on administering Federal coal leasing in 1981. That's nearly two bits a ton for every ton of coal leased in 1981. You wouldn't stay in business very long if your administrative overhead on inventory was that outrageous. But the pessimism of our critics is apparent from more than red tape and bloated budgets. For decades America has been fasting--consuming too little of America's wealth of minerals, subsisting instead on a diet heavily reliant upon mid-east oil, with little emphasis or concern for inventorying and developing domestic energy and mineral resources. Economics--yes. But short-term, short-sighted economics. Excessively dependent upon foreign imports, of oil, cobalt, chrome and other strategic minerals, the U.S. measures its time before another embargo--or fallen Shah, or Soviet manipulation, or Saudi shift, or, as we witnessed in Egypt, assassination--an untimely loss to mankind and efforts to bring peace to the troubled mid-east. These disruptions, in addition to their tragic human tolls, impair the free world's security. Huge chunks of the United States have been locked away in dozens of single land use categories in the name of conservation, with only the foggiest idea of what resources might be denied the American people-and this at a time of unacceptable levels of energy and strategic mineral imports. More than half and perhaps two-thirds of all Government-owned lands are totally withdrawn from or severely restricted to development under the mining and leasing laws. We must continue to rid Government of the overly zealous restraints which have been keeping us from drawing upon that which can help restore our economy and national security. When we assumed responsibility, the United States was dependent on foreign sources for about 40 percent of its oil. In 1981, our oil import bill was approximately $83 billion--nearly 17 times what it was in 1972. Our reliance on foreign sources for essential minerals is even more disturbing. We must look to other countries--some unfriendly, some unstable--for 22 of 36 strategically critical minerals. Yet the energy resources on federal lands which are owned by the American people could meet our needs for centuries if properly managed. Eighty-five percent of the crude oil yet to be discovered in America is likely to come from public lands, as will 40 percent of the natural gas, 35 percent of the coal, 80 percent of the oil shale, nearly all of the tar sands, and substantial portions of uranium and geothermal energy. Our vast hardrock-mineral wealth includes untapped deposits of essential elements we now import, such as chromium, copper, platinum, and cobalt. The obvious question is, if these abundant resources can help to revitalize our economic strength and to preserve our national security, why aren't we using them to better advantage? To a large extent, the answer can be found in past decisions to restrict public access to the federal estate, thus deferring to us or our successors the tough decisions that flow from Congress' mandate to provide for environmentally responsible development of America's energy and mineral treasures. Here is the legacy this Administration inherited: In January 1981, 7 years after the onset of the Mideast oil embargo: ---Less than 15 percent of federal onshore lands were under lease for oil and gas development; ---No oil and gas leases had been issued in Alaska for 15 years;

Jan 1, 1982

By J. Wayne Erickson

One of the major problems facing today's mining industry is how to manage people and control costs in the underground mine. It is a problem with a solution. Because of the concerted effort to find and mine minerals near the surface, open-pit mine opportunities for certain minerals are becoming more limited; the mining industry will eventually be forced to produce more and more from underground mines in order to obtain those resources necessary to sustain our civilization. Although much technical progress has been made towards solving problems associated with the underground mine, such as - mine design, ventilation, rock support, equipment, and blasting techniques, little has been written on managing mining personnel. Much of what is being taught and practiced today about human relations, motivation, incentives, etc., applies to the underground miner, but the uniqueness of his group dictates a different treatment from that associated with the typical construction worker or factory employee. The difference lies with the kind of man attracted to underground mining and his working environment. Anyone who has had the responsibility of managing an underground mine would agree it is a unique problem.

Jan 9, 1976

By Charles H. Jacoby

In 1774 a Swedish chemist, C. W. Schule, first recognized manganese as an element. That same year Schule's associate, J. G. Gahn, isolated the element manganese for the first time. In 1856 the Bessemer process of steelmaking gave birth to the economic importance of manganese. Later, in 1882, Robert Hadfield discovered high manganese steels. Although the primary use of manganese is in the ferroalloy industry, two additional important uses for manganese are making chemicals and dry cell batteries. Manganese is also vital to plant and animal life. Various chemical compounds of manganese are used in fertilizers, feeds, glass manufacture, paints, varnishes, and for numerous medicinal and chemical purposes. For the study of industrial minerals and rocks, only the chemical and battery grade material is of concern, but for the sake of comparison, metallurgical aspects are included in this presentation. Although currently the world's largest consumer of manganese, the United States is producing only minor amounts of ore at the present time. This is due primarily to the fact that although huge deposits of manganese occur within our borders, all are of such low grade as to be economically unfeasible to mine. For many years various government agencies and segments of private industry have devoted sizable sums of money and time in an attempt to upgrade ores from the various deposits, and also in an attempt to recover manganese from blast furnace slags. In view of current world prices, and the quantity of high grade material available, there is little likelihood that any of these approaches will be found to be economically feasible in the near future. Geology and Mineralogy Mineralogy There are over one hundred minerals that contain manganese. These minerals vary from those with compositions that are predominantly manganese to those having only minor percentages. [ ] Geology From a geological standpoint most manga¬nese deposits are complex. In general, it can be said that all primary deposits of manganese are carbonates or silicates. The most productive and profitable have been those of sedimentary origin and residual concentrations. Examples of these residual types of deposits are associated with the metamorphosed lodes of Madhya, Pradesh, India, and the lateritic deposits of Orissa and Bihar, India; nodules in the residual clays of the Philippine Islands, U.S. southern Appalachians and Arkansas, Ghana, and Brazil. Sedimentary manganese deposits are best exemplified by the Nikopol district of Russia and the Tchiatouri area of Georgia, USSR. Hydrothermal replacements are characterized by the rhodochrosite deposits of Butte and Phillipsburg, Mont. In general, the hydrothermal type deposit has not resulted in any large tonnages being produced, but may have given

Jan 1, 1975

By Charles H. Jacoby

In 1774 a Swedish chemist, C. W. Schule, first recognized manganese as an element. That same year Schule's associate, J. G. Gahn, isolated the element manganese for the first time. In 1856 the Bessemer process of steelmaking gave birth to the economic importance of manganese. Later, in 1882, Robert Hadfield discovered high manganese steels. Although the primary use of manganese is in the ferroalloy industry, two additional important uses for manganese are making chemicals and dry cell batteries. Manganese is also vital to plant and animal life. Various chemical compounds of manganese are used in fertilizers, feeds, glass manufacture, paints, varnishes, and for numerous medicinal and chemical purposes. For the study of industrial minerals and rocks, only the chemical and battery grade material is of- concern, but for the sake of comparison, metallurgical aspects are included in this presentation. Although currently the world's largest consumer of manganese, the United States is producing only minor amounts of ore at the present time. This is due primarily to the fact that although huge deposits of manganese occur within our borders, all are of such low grade as to be economically unfeasible to mine. For many years various government agencies and segments of private industry have devoted sizable sums of money and time in an attempt to upgrade ores from the various deposits, and also in an attempt to recover manganese from blast furnace slags. In view of current world prices, and the quantity of high grade material available, there is little likelihood that any of these approaches will be found to be economically feasible in the near future. Geology and Mineralogy Mineralogy There are over one hundred minerals that contain manganese. These minerals vary from those with compositions that are predominantly manganese to those having only minor percentages. [Chemical Mineral Composition % Mn Hausmannite Mn304 72 Polianite MnO2, 63.1 Pyrolusite MnO24 60-63 Cryptomelane KR8O16R (R=Mn) Variable PsilomelaneBa Mn Mn8O16 (OH).45-60 CoronaditePb R8O16R (R=Mn) Variable Hollandite Ba R8O16R (R=Mn) Variable Manganite Mn2O3•H20 62 Braunite 3 Mn2O3•MnSiO3 62 Tephroite 2 MnO•SiO2 54.3 Rhodochrosite MnCO3 47 Rhodonite MnSiO3 42 Spessartite 3 MnO•AI2O3•3SIO2 33.3 WadHydrous Mn OxidesVariable Franklinite(Fe Mn Zn)O(Fe Mn)sO3 Variable Asbolan Cobaltiferous wad Variable AlabanditeMnS63.14] Geology From a geological standpoint most manganese deposits are complex. In general, it can be said that all primary deposits of manganese are carbonates or silicates. The most productive and profitable have been those of sedimentary origin and residual concentrations. Examples of these residual types of deposits are associated with the metamorphosed lodes of Madhya, Pradesh, India, and the lateritic deposits of Orissa and Bihar, India; nodules in the residual clays of the Philippine Islands, US southern Appalachians and Arkansas, Ghana, and Brazil. Sedimentary manganese deposits are best exemplified by the Nikopol district of Russia and the Tchiatouri area of Georgia, USSR. Hydrothermal replacements are characterized by the rhodochrosite deposits of Butte and Phillipsburg, MT. In general, the hydrothermal type deposit has not resulted in any large tonnages being produced, but may have given

Jan 1, 1983

By John M. Warde, Eileen P. Burke

ORES of manganese and chrome have a high order of strategic importance, both metals are basic to the metallurgy and usefulness of steel, the fabric on which our economy rests. Looking beyond the current recession and short range picture of oversupply in these ores, this review attempts to answer the following questions regarding the longterm outlook for these key commodities: By 1970, what will be the probable demand here and abroad, what are future supply prospects, and what effect is the USSR likely to have on the world market? (See summary forecast on facing page.)

Jan 8, 1958

By Reginald S. Dean

THE commercial availability of electrolytic manganese has greatly changed the position of manganese as a nonferrous alloying metal. Manganese metal commercially available up to about ten years ago was reduced with either silicon or aluminum and contained substantial amounts of the oxides of these metals and other impurities. Manganese was accordingly not available as an alloy base and its addition to copper-base and nickel-base alloys was generally limited to a manganese content of a few per cent. Several special alloys like manganin contained up to 12 pct of manganese. A method for the production of electrolytic manganese was developed by the Bureau of Mines in 1936 and commercial production was begun in 1938. At the present time (June 1951), production is about 12 tons per day but appears likely to be substantially increased. Electrolytic manganese is deposited from an aqueous electrolyte containing manganese and ammonium sulphates and is marketed as cathode fragments about 1/8 in. thick. The impurities in its composition are as follows: iron, 0.0015 pct; copper, 0.001; arsenic, 0.0005; cobalt, 0.0025; lead, 0.0025; molybdenum, 0.001; sulfide sulfur, 0.017; sulfate sulfur, 0.014; insoluble, 0.002; carbon, 0.002; hydrogen, 0.015. These figures are from Bulletin 463, U. S. Bureau of Mines. From an alloying standpoint, the most important impurity is hydrogen. This can be removed by heating; 95 pct of the hydrogen can be removed in this way without introducing significant amounts of oxygen or nitrogen. Much of the commercial electrolytic manganese used in alloys is dehydrogenited by the producer, since the amount

Jan 1, 1953