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By E. A. Anderson

THIS seems to be the year for superlatives in A.I.M.E. meetings. The programs of the various Divisions and Institute committees offered an abundance of interesting and valuable information in the form of technical papers, symposia. and lectures to large and interested audiences. The Institute of Metals Division may hold up its head with pride for its own program. With six technical sessions, three full-day symposia, and the annual I.M.D. dinner, four meeting days were not enough and many simultaneous sessions were required. The quantity and quality of the paper were equaled by the numbers and interest of those attending.

Jan 1, 1944

Advantages to Members of Our Advertising Section.-It is our intention to make the advertising section of the Bulletin as comprehensive as possible, so that members can turn to it for complete information as to where to buy the best mining and metallurgical supplies at the lowest prices. No firms or supplies of dubious reputation are advertised in the Bulletin. If members, in buying any material, will refer to the advertisement of that material in the Bulletin, or if they do not find it advertised in the Bulletin, will, when ordering, ask the manufacturers why the goods were not advertised in the Institute publication, it will be of material benefit to all of us, because the chief reason why advertisers are unable to trace direct results is because purchasers do not mention the Bulletin when writing. Finally, if members, when in need of anything whatsoever, will write to the Institute headquarters, an effort will be made to send them a complete list of manufacturers able to supply the desired materials of good quality. The furnishing of these lists will be a benefit to our Advertising Department, as well as to the members. We need scarcely call attention to the advantages obtained by the members from the money which advertising brings in, because all this money is returned directly to the members in one form or another.

Jan 7, 1913

Advantages to Members of Our Advertising Section.-It is our intention to make the advertising section of the Bulletin as comprehensive as possible, so that members can turn to it for complete information as to where to buy the best mining and metallurgical supplies at the lowest prices. No firms or supplies of dubious reputation are advertised in the Bulletin.. If members, in buying any material, will refer to the advertisement of that material in the Bulletin, or if they do not find it advertised in the Bulletin, will, when ordering, ask the manufacturers why the goods were not advertised in the Institute publication, it will be of material benefit to all of us, because the chief reason why advertisers .are unable to trace direct results is because purchasers do not mention the Bulletin when writing. Finally, if members, when in need of anything whatsoever, will write to the Institute headquarters, an effort will be made to send them a complete list of manufacturers able to supply the desired materials of good quality. The furnishing of these lists will be a benefit to our Advertising Department, as well as to the members. We need .scarcely call attention to the advantages obtained by the members from the motley which advertising brings in, because all this money is returned directly to the members in one form or another.

Jan 7, 1913

By W. F. Wheeler

IN the study of the coals of Illinois now being carried on by the State Geological Survey, an attempt is being made to determine the most satisfactory basis of comparison between different coals. The following discussion is based upon work done for the survey in the laboratories of the State University and under the general direction of Prof. S. W. Parr. " Pure coal " has been defined by Mr. A. Bement1 as ash- and moisture-free coal, and the use of this " pure coal " as a basis for comparing different bituminous coals has lately been much discussed among engineers in the middle West. By some the B.t.u. of the pure coal is being used to check calorimetric results, and to calculate the calorific value of different coal-samples from the same seam, for which purposes it is necessary to assume-first, that the composition and calorific value of pure coal from different parts of the same coal-seam are uniform, and, second, that these values remain constant after the coal is mined, both of which assumptions there are reasons to believe are inconsistent with the facts. Certain variables are included in pure coal, as ordinarily defined, and disregard of them may lead to serious error. In any event, where delicate shades of difference are involved, no sure interpretation of results can be made, unless these variables be eliminated. As a basis of comparison between coals, ash- and moisture-free coal is much to be preferred to " dry coal," and still more is it to be preferred to " moist coal," as ordinarily reported in analyses. There are, however, two constituents other than ash and moisture which are similar in effect to them, and which

Jan 1, 1908

By Paul L. Russell

Of the potential applications of nuclear explosives to mining, excavation is perhaps the most obvious and the best understood, and probably the most practical for use in the near future. Large quantities of rock and earth can be moved by proper emplacement of nuclear explosives, but economic and practical relationship must be determined between the known capabilities of nuclear explosives and the required excavating to remove overburden. On an energy yield basis, even the cheapest of the present commercial explosives cost more than the most expensive nuclear explosive. Comparing the energy yield of a megaton thermonuclear device with the yield of TNT shows that one energy yield per dollar is 400 times greater for the thermonuclear device. However, small-yield nuclear devices (a few 10's of kilotons yield) are less efficient blasting materials than chemical explosives, with the result that the heat of explosion is utilized less effectively. While only 1 lb of conventional explosive is required to excavate 1 cu yd of rock, or about 2 million cu yd per kiloton, nuclear devices excavate from 100,000 to 300,000 cu yd per kiloton. This changes the economic situation, and it is thus apparent that nuclear explosives are cheaper only for the large explosions.

Jan 6, 1964

By W. H. Blauvelt

THE subject of fuel-briquetting has attracted much attention on the part of engineers and investors for the past 15 or 20 years, and especially in recent years, during which a number of plants have been built, with more or less commercial and technical success. Our technical literature contains numerous descriptions of certain processes, and discussions of the industry in general. For a history of the development of the art in the United States, and for descriptions of many of the processes which have been tried, reference may be made to the files of our Transactions, and, for more recent information, to a paper by C. T. Malcolmson, read before the First Annual Convention of the International Railway Fuel Association in June, 1909. The purpose of the present paper is to describe the briquette-plant of the Solvay Process Co. and the Semet-Solvay Co. at Detroit, Mich., which, after a period of long and costly evolution, is now operating satisfactorily on a commercial basis. I believe that it will be of interest to some of our members to have the details of operation, lower-consumption, labor, etc., as worked out on a practical and commercial scale in a going operation. The briquette industry has had a somewhat checkered career in the United States, and much the larger portion of the failures has been due entirely to commercial causes. It seems axiomatic to say that before undertaking the installation of a plant for manufacturing briquettes it is necessary that the local situation should be carefully examined : First, to determine the kind of briquettes, if any, the local market will consume; that is-to say, whether the available fuel-supply is such that briquettes would be a welcome addition, and whether the most promising field is the industrial or the domestic market. Second, if there is an available supply of raw material, as coal,

Mar 1, 1910

By G. H. Lovell, W. J. Parton, J. J. Crane

IN 1949 Lehigh Navigation Coal began a study to improve its mining methods. At this time the company mines were using conventional breast and pillar and slant chute methods to mine the. steeply pitching coal (40º to 90º). Mining costs were high, the miners' productivity low. There were many hazards typical of the methods employed. Coal seams in the Panther Creek Valley area of the southern anthracite field form a syncline dipping 40" to the south and 75º to 80º to the north, the lowest point 1500 ft from surface. Several contiguous veins 7 to 50 ft thick are mined. Characteristic folding is shown in Fig. 1.

Jan 3, 1957

By A. H. Jones

The Belmont mill at Tonopah, Nev., was designed and constructed by the Belmont staff. Ground was broken in August, 1911, and milling operation started July 25, 1912. The metallurgical flow sheet, and the machinery adapted 60 carrying out operations in accordance with this plan, were decided upon from experience gained in the treatment of Belmorlt mine ores at the old Belmont mill at Millers, Nev. The detail drawings were madc by the engineering staff of the Tonopah-Belmont Development Co., under the supervision of Otto Wartenweiler, who also had direct charge of the construction, consulting with the General Superintendent of the company, Frederick Bradshaw, and the writer.

Jan 1, 1916

By William O. Hotchkiss

IN COMMON with every other good citizen I long for conditions that will make perpetual peace a reality throughout the world. I have studied the statements of our public men relating to what we must do to bring this about after this war is over. In most of these I find one common error. They always build their plans on the unstated, subconsciously accepted premise that there can be such a thing as an ideal nation whose citizens are possessed of infinite wisdom and actuated only by motives that are above reproach. This heavenly vision fails to correspond with the facts. We wish it could be true but we are forced sadly to admit that the human beings that will live here after this war is over are going to be much like the fallible race that has occupied our planet for the past centuries.

Jan 1, 1943

By James H. Boettcher

INTRODUCTION A complex interaction of worldwide economic and political forces is increasingly requiring 3 primary participants for the successful development of large natural resource projects in developing countries. They are the host government of the developing country (the "host government"), one or a consortium of international natural resource companies, (the "Resource Company") and one, or more likely, a syndicate of international lenders. The host government typically controls the rights to its country's natural resources and establishes the economic ground rules for their development. However, because of worldwide inflation and the depletion of easily accessible, high-grade resources, the nominal and real capital development and operating costs of projects have been spiraling. Moreover, the depletion of high-grade and mineralogically uncomplicated resources also raises the technical and operating risks associated with resource recovery. Thus, despite increasing political self-consciousness and economic nationalism in developing countries, international resource companies are still often necessary project sponsors since they can provide, among other things, the required technical and management expertise and equity capital. The presence of these factors, and often the addition of worldwide market access in a project, is often critical in determining whether or not the project will be considered creditworthy by international commercial lenders. The international commercial lender is often the critical third party in project development, due in a large part to the ever escalating-costs of project developments relative to the financial resources of many companies and even a growing number of countries. In addition, lenders have other reasons for taking more than a passive interest in all aspects of a project's development. These reasons include the following: 1. Projects are often financially structured such that the primary security for a loan, once completion and performance standards are met, is the cashflow of the project rather than recourse to its sponsors. 2. Lenders, in addition to the "project risk" just described, are frequently asked to assume various elements of "political" risk which nay put them in a sensitive economic position between the host government and international resource firms (This is discussed later). 3. International banks today have large loan portfolios of developing country debt with final maturities ranging from one to fifteen years. The various current projects undertaken are the building blocks of most developing country economies that will hopefully contribute to the long run economic development of a country as well as generate the foreign exchange necessary to repay foreign loans in the future. In this regard it is useful for lenders to realize whether a given project "makes sense" in terms of a country's natural resource endowments and competitive advantages over other countries. The type of framework discussed in this article would help lenders to better make such assessments. In order to facilitate the continued international flow of capital and technology to developing countries and of readily available supplies of raw materials from them, it is important for each of these three parties to increase its awareness of the goals and objectives of the other parties as well as the bargaining process that results in the legal, financial, credit and fiscal structures by which a joint venture project ultimately proceeds. Each of the parties faces increasingly complicated accept/reject decisions when they are faced with difficult choices among. a wide range of alternative structural combinations each of which has different implications for risk and reward to them. Therefore, by increasing the mutual, 3-way awareness of the decision processes of the other parties, it should be possible to: • provide better information and results in the formation of more rational expectations by all parties going into negotiations, • facilitate the project formulation process by allowing parties to focus more clearly on the areas of common interest and conflict, • result more frequently in final structures and agreements that better reflect the economic and political realities associated with a project and thus • result in more creative, innovative agreements that should reduce the need for changes to them and thus promote the kind of long run political stability conducive to attracting capital and further investment.

Jan 1, 1982

By Northcutt Ely, Charles F. Wheatley

This chapter deals with the systems of laws by which governments regulate the exploration for and production of the minerals within their jurisdictions. It is a summary, restricted by necessary space limitations, of material assembled by the author for a forthcoming publication of the United States Bureau of Mines, "Summary of Mining and Petroleum Laws of the World." (Information Circular, 1959.) The present study is organized in three parts, dealing with (1) the historical background of these legal systems, (2) laws of the United States, and (3) laws of other countries of the world. The reader's attention is invited to the acknowledgments at the end of the chapter, which inadequately express the appreciation due those who have assisted in the collection of this material. Part I. Historical Development of Major Western Systems of Land Tenancy with Respect to the Ownership and Control of Minerals The use of metals in primitive societies was largely confined to the manufacture of weapons for self-preservation. The ruler's control over copper, then brass, then iron, was essential to maintenance of his own ascendancy at home and his group's position against neighbors who had access to similar metals. Ancient societies were thus characterized by the ruling group's ownership of minerals and metals. The Egyptian civilization, which emerged in the fourth millenium B.C. upon the agricultural subjugation of the lower valley of the Nile, was responsible for extensive development of the upper valley as a source of mineral wealth. The production of gold during the height of that civilization has been estimated at $30,000,000 per year, thus equaling the early placers of California and Australia. The mines of Egypt were the property of the Pharaohs and were controlled at their direction. Greek mining developed a different scheme of land tenancy which more closely resembled modem concepts. Development of mineral resources was

Jan 1, 1959

George H. Abeel, Hurley, Wis. (communication to the Secretary) : Doubtless Mr. Boss did not mean to be understood as saying that the dikes of this range are everywhere overlaid with iron-ore. I know of places where the dark, massive dike is found near the surface, but no ore is found on it. And his statement (p. 557) that a wherever the slightest inclination is shown it is always to the east," should be modified to " usually." There are several instances of a westward pitch, e.g., at the Palms, Newport and Odanah properties, and also at the Montreal mine, where we encountered in the ore a small dike pitching west. Mr. Boss's statement (p. 559) that. the ore of the Pence mine lens " has all been removed from the Pence and Father Hennepin lands, and practically from the Montreal property, and is now being wrought by the Montreal Mining Company on the ' Sec. 33' property," does not convey the exact state of the latter company's operations. We are still mining ore on the Montreal property from the lens referred to, and expect to continue doing so for some little time to come. On the other hand, we are getting a shaft down to the ore on the " See. 33 " property, but ye have not yet encountered the dike. This can hardly be considered as working the ore. I do not understand upon what evidence Mr. Boss can consider the correctness of a previous hypothetical location of the dike to have been established " within 2 feet," when the dike has not yet been reached. Possibly he has been misled by hearsay reports.

Jan 1, 1898

By C. W. Goodale

THE motives behind the organization of the Bureau of Safety were twofold. First, there was the policy of the company toward its employees, which was one of fairness and consideration for their welfare and which entails the prevention of injuries; second, in order to prevent injuries, a study of their causes was essential, and this study could be made only by a thorough systematic classification of accidents, which required a special department to form and carry out the plans. The Bureau of Safety was organized to begin operation Jan. 1, 1914, but practically all of the first year was spent in collecting data, making plans, etc. This department is semi-independent of others and reports directly to the president and general manager. It consists of the president of the company and the managers of the following departments: Mines, Washoe Reduction Works, Great Falls Reduction Works, Coal Department, Lumber Department, B. A. & P. railway, and the chairman of the Bureau of Safety. Working under this group is the General Safety Committee consisting of the manager of mines, as chairman, the general superintendent, two assistant general superintendents, and the heads of the following departments: mechanical, geological, purchasing, sampling works, and framing plant, as well as the safety engineer. Operating under the General Safety Committee are the group safety committees, consisting of the Anaconda group of mines, Boston & Montana group of mines, zinc group of mines,.Washoe reduction works at Anaconda, B. & M. reduction works at Great Falls, coal department, lumber department and the B. A. & P. railway. Each of these group safety committees was in charge of the superintendent or manager of the group represented and the committee consisted of the foremen of the mines or works that the committee served, as well as the safety engineer.

Jan 2, 1922

By John L. Boardman, C. W. Goodale

The motives behind the organization of the Bureau of Safety were twofold. First, there was the policy of the company toward its employees, which was one of fairness and consideration for their welfare and which entails the prevention of injuries; second, in order to prevent injuries, a study of their causes was essential, and this study could be made only by a thorough systematic classification of accidents, which required a special department to form and carry out the plans. The Bureau of Safety was organized to begin operation Jan. 1, 1914, hut practically all of the first year was spent in collecting data, making plans, etc. This department is semi-independent of others and reports directly to the president and general manager. It consists of the president of the company and the managers of the following departments: Mines, Washoe Reduction Works, Great Falls Reduction Works, Coal department, lumber department, B. A. & P. railway; and the chairman of the Bureau of Safety. Working under this group is the General Safety Committee consisting of the manager of mines, as chairman, the general superintendent, two assistant general superintendents, and the heads of the following departments: mechanical, geological, purchasing, sampling works, and framing plant; and also the safety engineer. Operating under the General Safety Committee are the group safety committees, consisting of the Anaconda group of mines, Boston & Montana group of mines, zinc group of mines, Washoe reduction works at Anaconda, B. & M. reduction works at Great Falls, coal department, lumber department and the R. A. & P. railway. Each of these group safety committces was in charge of the superintendent or manager of the group represented and the committee consisted of the foremen of the mine's or works that the committee served, as well as the safety engineer. These foremen and superintendents had met regularly for the purpose

Jan 1, 1923

By John L. Boardman, C. W. Goodale

The motives behind the organization of the Bureau of Safety were twofold. First, there was the policy of the company toward its employees, which was one of fairness and consideration for their welfare and which entails the prevention of injuries; second, in order to prevent injuries, a study of their causes was essential, and this study could be made only by a thorough systematic classification of accidents, which required a special department to form and carry out the plans. The Bureau of Safety was organized to begin operation Jan. 1, 1914, hut practically all of the first year was spent in collecting data, making plans, etc. This department is semi-independent of others and reports directly to the president and general manager. It consists of the president of the company and the managers of the following departments: Mines, Washoe Reduction Works, Great Falls Reduction Works, Coal department, lumber department, B. A. & P. railway; and the chairman of the Bureau of Safety. Working under this group is the General Safety Committee consisting of the manager of mines, as chairman, the general superintendent, two assistant general superintendents, and the heads of the following departments: mechanical, geological, purchasing, sampling works, and framing plant; and also the safety engineer. Operating under the General Safety Committee are the group safety committees, consisting of the Anaconda group of mines, Boston & Montana group of mines, zinc group of mines, Washoe reduction works at Anaconda, B. & M. reduction works at Great Falls, coal department, lumber department and the R. A. & P. railway. Each of these group safety committces was in charge of the superintendent or manager of the group represented and the committee consisted of the foremen of the mine's or works that the committee served, as well as the safety engineer. These foremen and superintendents had met regularly for the purpose

Jan 1, 1923

By John C. Loretta

INTRODUCTION Organizations that regularly use project management services will almost certainly have their own views on the preferred systems and procedures. This chapter, therefore, describes Project Management for the personnel of groups not familiar on a regular basis with project management and deals with the basic questions that these groups can be expected to ask, such as: - What is project management? - Why is it needed? Project Management is the planning, implementation and monitoring of the Engineering, Procurement and Construction activities that are necessary to complete the project in the most economic manner. In the case of a crushing and grinding plant, completing the project would mean bringing it into full operat ion. Engineering is the design work for the purpose of producing drawings and technical specifications for Construction together with technical specifications and quantities for Procurement. Procurement is the arranging of con- tracts so that equipment, material and labour are brought as required to the construction site. Construction covers the on-site activities that bring together the components of Engineering and Procurement so as to arrive at a finished plant. Need & Cost Benefits Project Management systems are needed to allow progress and expenditures to be monitored so that any significant deviations from the plan can be identified and the appropriate corrective action taken. In this way, Project Management is able to give continual updated answers to the Owners broad questions. - What am I getting? - What will it cost? - When will it be ready? The need for Project Management is not always immediately apparent, a common belief being that the existence of the three components -Mining Company - Equipment Supplier - Construction Company - is sufficient to get the job done without a formal project management group. This trio

Jan 1, 1982

By Forest Mintz

Many oil and gas producers find it advantageous to borrow against the value of their hydrocarbon re- serves. This paper considers the requirements for a reserve based loan and the calculations that a bank would perform to arrive at a loan amount. Three of the most common loan structures, i.e. a term loan, a production payment, and a revolving credit/term loan will be discussed. A typical outline for each type of loan is presented. Finally, a comparison of major considerations in the three financing techniques is shown.

Jan 1, 1982

By David Scott

WHEN mining operations were first instituted in the mines of the Miami Copper Co., at Miami, Ariz., the relatively hard character of the ground in the western section of the property made it seem advisable to use a wide shrinkage stope and pillar system. The system as finally evolved was applied to the mining of 2,300,000 tons of ore by the use of stopes and pillars each 50 ft. in width. Development, mining and extraction of this reserve has been continuously in progress since 1910, and the final stages of extraction are now reached. A complete survey of all phases of this system can therefore be made. Modification in working methods was obviously necessary, and the system to be described is believed to be typical of the best features. DEVELOPMENT The preliminary work had three main objectives: The opening of a haulage level, the construction of a drawing-off level, and the driving of sublevels for use in stoping. In addition to these, some extra sublevel drifting was necessary to determine exactly the boundaries of the orebody, the general outline having been determined by churn drilling. This development was based on the requirements of stopes 50 ft. wide, with pillars 50 ft. wide between each stope. The length of these units varied from 200 to 500 ft.

Jan 6, 1916

By W. H., Bassett

IN January, 1926, the writer began a study of the commercial value of beryllium in its relation to copper. The purpose of the investigation was not to make a mere laboratory study of the characteristics of beryllium-copper alloys, but to determine under mill conditions the behavior of copper when alloyed with beryllium and when other metals were added to such alloys; in other words, it was considered important to know whether the alloy bars could be hot-rolled or cold-worked, and what limits in composition would have to be established for these two methods of working. Consequently, more stress has been placed on the practical application of the alloys in engineering and commercial use than on a discussion of the metallography of the specimens examined, although this part of the matter has not been entirely neglected. Credit should be first given to G. Oesterheld,1 who, in 1916, published the copper-beryllium equilibrium diagram. Fig. 1 has been copied from the original article with the simple substitution of English words. It will be noted from Fig. 1 that alpha solid solutions are formed, up to about 1.5 per cent. Be (10.5 atom.). The freezing-point curve, after falling from 4.2 per cent. Be (23.5 atom.), enters into a very complicated form over the entire beta region. There is a possible compound, Cu2Be, at about 6.5 per cent. Be (32.3 atom.). The pure gamma range extends from 11.2 to 12.2 per cent. Be. (46.5 to 49 atom.), after which the liquidus rises rapidly to 30 per cent. Be. (75 atom.). The delta solution extends from 25 per cent. to an unknown percentage of beryllium. There is a eutectoid point at 575" C., extending from 1.5 to 11.2 per cent. Be., the maximum time interval of which occurs at 6 per cent. Be. Below this line the beta solution is described as breaking up into alpha and gamma. Microscopically, the eutectiferous alloy thus formed closely resembles pearlite, and requires a high magnification for its resolution.

Jan 1, 1927

By Robert H. Richards

Tuns truly remarkable machine was built on a preliminary scale in May, 1895. The first full-sized table was built by Mr. A. R. Wilfley, and was used in his own mill in Kokomo in May, 1896. The first table sold for installation was placed' in the Puzzle mill, Breckinridge county, in August, 1896. The mill enthusiasts at first hailed it as the cure for all the ills that flesh is heir to in the milling line. A little later it was found to make losses which were serious, and on this account the table succeeded only to a limited extent in displacing the vanners of the gold-mills. Still later, mill-men in a number of districts throughout the country made special studies of the faults of the machine, and devised a number of ways of grouping supplementary machines to overcome as far as possible the losses, and at the same time retain the benefit of the extraordinarily large capacity accompanied by the production of clean concentrates for which the machine has become so justly famous. I hope to make an exhibit of some of these methods in an appendix to my book on ore-dressing which is now in preparation. These experimenters have not written up the subject, and if they possess all the facts they have not given them out for the benefit of the mining profession at large. The object of this paper is to obtain the facts and to pre¬sent them so clearly that their bearing can be seen by all. To this end two complete series-'of tests have been planned. One (the present paper), to study concentration of galena in presence of quartz; the other (to follow shortly), to study concentration of chalcopyrite in presence of quartz. Some authorities claim that the table does its best work when treating natural products; by this phrase I mean products which have been crushed to pass through a limiting

Jul 1, 1907