Search Documents

What is experience worth? Representatives from the Mining, Metallurgy and Petroleum Societies discussed the question as part of the 1970 Annual AIME Meeting held in Denver, Colo. the week of February 15. Petroleum engineer-consultant, Michel T. Halbouty of Houston, Tex. offered his own clarification of present-day employer-employee relationships in engineering as a whole. "Longevity does not equal experience on the job. Further, when employees are considering salary increases and promotions, job performance is considered all the time; experience two- thirds of the time and length of employment one- half the time." He added, "worth is really what the employee can get for it and experience is essential to survival." Halbouty also noted that salary and responsibility is a function of man's value to his company and is about "as discrediting as grey hair." As far as the engineer is concerned, he reported, the company's ability to pay is, in large measure, not considered. From the company's viewpoint, however, the employee is expected to learn his first year on the job. His second year, he is expected to make his presence felt, Should he require three years to orient himself he might soon be looking for another job. The petroleum engineer pointed out that when the employee wants to know why the salary scale tends to plateau off in later years, most employers react by recognizing that employees "flatten themselves rather than the company flattening them."

Jan 1, 1970

By L. B. Slichter

Prospecting is certainly the world's biggest and best gambling business. It is a game where the chips cost many thousands and where many millions, even billions, can be won. An attractive feature of this gamble is the fact that the players are free to rig the odds as favorably as possible. Only the limited bounty of nature, the restrictions of the laws of the land, the competition from other players, the limited sagacity of the player himself— only these, and other factors, restrict the possibilities for large winnings. Today probably about half the land surface of the earth remains to be searched for signs of ore visible at the surface. It is fortunate that so much land still remains for exploration by relatively economical methods. Looking to the future, it is a good guess that the costs of finding ore will increase in response to increasing technical difficulties. To continue to achieve profits from prospecting, it will become necessary to analyze the business more skillfully, in a more and more sophisticated manner. Whenever feasible, qualitative concepts must be replaced by their quantitative equivalents, improvements, and extensions. THE GAMBLE The fact that prospecting is a gambling business reminds us at once of the elementary rule known as the law of gambler's ruin. I hesitate to mention so simple a rule in this company of experts. This rule expresses the rather serious chance of going broke when the odds for success are small, merely by a normal run of bad luck regardless of the long-run expectations of gain. The only sure way of avoiding this special risk of gambler's ruin is to have enough capital, and the will, to continue the play many times and thus ride out the inevitable runs of bad luck. For example, if the probability of success is one in ten for each venture, there is a 35 pct chance that ten successive ventures will fail in a row. But if one has the capital to continue the play through a run of 100 failures, then the chance of gambler's ruin is only 5 in 100,000. Almost any management, I suppose, would be under terrific pressure to cease the play during a long run of bad luck. To continue to prospect under such circumstances requires great confidence in the premises, and a firm conviction in the long-term expectation of profit. There is evidence which I shall mention that in the future even the strongest companies may not have the necessary capital to prospect on the ideal scale. Joint ventures will be very desirable as a means for extending the available venture

Jan 1, 1961

The annual report of the Secretary of the Southern California Local Section for the year ending May, 1919, says that the Section was called upon to give all the assistance possible for the different Liberty Loan drives, for the Red Cross drives and not only in the canvass of our membership, but the canvass of all of the mining companies represented in this city. The committee on the Red Cross drive on which we were represented raised a larger proportion of the total amount than any other in the city. The subscriptions for Liberty Bonds from the members of our' Section that were credited to the Committee of the Joint Technical Societies exceeded in amount the subscription from the members of all the other technical societies combined. Members of our Section slid splendid and efficient work throughout the first half of the year at the Red Cross headquarters in this city, and under the leadership of A. B. W. Hodges and F. B. Close, systematized the work of handling the enormous quantity of material that passed through that organization. Mr. E. A. Montgomery directed the canvass of the mining companies of this city in the bond drives, and the Executive Committee did its part in solicitation among the mining engineers. The Section, together with the local sections of the American Chemical Society, American Institute of Architect, American Institute of Electrical Engineers, American Society of Civil Engineers, American Society of Mechanical Engineers, and the local Engineers and Architects Association, forms what is called the Joint Committee of the Technical Societies. of Los Angeles. The honor of having the first president of this combined organization of engineers was given to us with, the election of Mr. Seeley W. Mudd. Upon Mr. Mudd's entering the service, Mr. George A. Daman of the Electrical Engineers was elected to the position and served splendidly during the latter part of the year. It devolves upon this Section to be represented upon this Joint Committee by three members, and it is our duty to supply a speaker once in six weeks to address the engineers in attendance at the weekly luncheon. During the year not a few of the most prominent men of the engineering professions have spoken upon subjects of the greatest interest to us all. Had it not been for the organized team work in the engineering profession available through this Joint Committee, there would have undoubtedly been passed in the recent session of the legislature of this state a bill for licensing and registering all professional engineers in this state, which, in the opinion of your Executive Committee and a large proportion of the membership of this Section, would have fallen far short of either protecting the engineer or protecting the public from impostors. That the public is awakening to the importance of what our National Society represents in the profession of mining engineering can be well inferred from the increasing number of inquiries your Secretary receives regarding the reputation of mining engineers. The necessary qualifications which a membership in the Institute requires and the membership of an engineer in this National Organization is more and more a criterion as to the ability of an engineer who represents himself as such, to the general public.

Jan 9, 1919

By B. Rao Pothini, Hilmar A. von Schonfeldt

One of the key elements essential to a productive and uninterrupted longwall mining operation is roof control. In several of the Island Creek Coal Company's mining sections, polyurethane has been infused 80 into strata to control severe roof failures in the face and gate entry areas. To date about 50,000 kgs (110,000 lbs) of the chemical have been consumed in a number of applications. Roof-to-floor convergence 60 and differential roof sag have been monitored to determine the need for polyurethane infusion and also to evaluate roof stability following the infusion. Stratascopic observations of the roof formed the basis 40 for confirming the need and also for estimating the required quantities of polyurethane. Both chemical infusion and roof control monitoring techniques have been applied successfully under very adverse roof 20 conditions; substantial production benefits have been realized. Operator acceptance of the system has been very good.

Jan 1, 1981

By N. A. Stockett

Southeast Missouri is the largest and oldest lead-producing district in the United States. For the year 1941, the statistical picture of pig-lead production, stated in short tons (partly estimated by the Engineering and Mining Journal) is as follows. Tons World production................. 2,000,000 United States Production .........- 460,000 Southeast Missouri production..... 142,000 The consumption of primary lead in the United States in 1941 was approximately 900,000 tons, or almost double the country's production. The largest previous year's in in the United States was 718,000 tons, in 1926. The largest quantities of lead are used for cable sheathing, storage batteries and white lead. During 1941 tetraethyl lead for auto and aviation gasoline consumed 50,000 tons of lead. The entire lead production of Southeast Missouri is now mined by the St. Joseph Lead Co., whose dominant position as the largest producer in the United States of lead directly from ores is best shown by the fact that in 1941 it produced approximately 31 per cent of the lead production of the United States from its mines in southeast Missouri, where 22,000 tons of ore, averaging over 3.00 per cent lead, is mined per working day. It is known that lead was mined at Mine La Motte, Madison County, Missouri, by Renault in 1723. Other white men and Indians probably did some mining prior to that time. Since 1865, the recorded production to Jan. I, 1942, shows that the St. Joseph Lead Co. and the various other companies that have operated in St. Francois County mined lead ore, which, after milling and smelting losses produced 5,980,000 short tons of pig lead. • About 95 per cent of the present lead production of Southeast Missouri is mined in St. Francois County. The northern part of this area is 60 miles south of st. Louis. The remainder of the lead is obtained at Mine La Motte, about 25 miles southeast from the center of the producing area in st.Francois county, Prospecting In this district, most of the ore is discovered by surface and underground diamond drills and by prospect drilling underground with rock drills. Each 2-ft. length of the cuttings from these Jack-hamer prospect holes is assayed for lead. These holes are marked and the records are entered on maps. It has been found that close drilling—100-ft. centers of holes, and sometimes less—is necessary in order to locate most of the smaller commercial ore bodies, many of which previously had been missed by drilling the areas with holes spaced 200-ft. centers or more. To date, geophysical and other methods of prospecting, apart from diamond and Mining Practices of the St. Joseph Lead Company in Southeast Missouri

Jan 1, 1943

By N. A. Stockett

Southeast Missouri is the largest and oldest lead-producing district in the United States. For the year 1941, the statistical picture of pig-lead production, stated in short tons (partly estimated by the Engineering and Mining Journal) is as follows. Tons World production................. 2,000,000 United States Production .........- 460,000 Southeast Missouri production..... 142,000 The consumption of primary lead in the United States in 1941 was approximately 900,000 tons, or almost double the country's production. The largest previous year's in in the United States was 718,000 tons, in 1926. The largest quantities of lead are used for cable sheathing, storage batteries and white lead. During 1941 tetraethyl lead for auto and aviation gasoline consumed 50,000 tons of lead. The entire lead production of Southeast Missouri is now mined by the St. Joseph Lead Co., whose dominant position as the largest producer in the United States of lead directly from ores is best shown by the fact that in 1941 it produced approximately 31 per cent of the lead production of the United States from its mines in southeast Missouri, where 22,000 tons of ore, averaging over 3.00 per cent lead, is mined per working day. It is known that lead was mined at Mine La Motte, Madison County, Missouri, by Renault in 1723. Other white men and Indians probably did some mining prior to that time. Since 1865, the recorded production to Jan. I, 1942, shows that the St. Joseph Lead Co. and the various other companies that have operated in St. Francois County mined lead ore, which, after milling and smelting losses produced 5,980,000 short tons of pig lead. • About 95 per cent of the present lead production of Southeast Missouri is mined in St. Francois County. The northern part of this area is 60 miles south of st. Louis. The remainder of the lead is obtained at Mine La Motte, about 25 miles southeast from the center of the producing area in st.Francois county, Prospecting In this district, most of the ore is discovered by surface and underground diamond drills and by prospect drilling underground with rock drills. Each 2-ft. length of the cuttings from these Jack-hamer prospect holes is assayed for lead. These holes are marked and the records are entered on maps. It has been found that close drilling—100-ft. centers of holes, and sometimes less—is necessary in order to locate most of the smaller commercial ore bodies, many of which previously had been missed by drilling the areas with holes spaced 200-ft. centers or more. To date, geophysical and other methods of prospecting, apart from diamond and Mining Practices of the St. Joseph Lead Company in Southeast Missouri

Jan 1, 1943

NEW YORK SECTION ALLEN H. ROGERS, Chairman, H. C. PARMELEE, vice-chairman, FOREST RUTHERFORD, Vice-chairman, W. S. DICKSON, Secretary, 71 BROADWAY, NEW YORK, N. Y. J. E. JOHNSON, JR. F. T. RUBIDGE, Treasurer, P. G. SPILSBURY A meeting of the New York Section was held at The Machinery Club on Friday evening, Oct. 4, 1918, The Chairman, Allen H. Rogers, presiding. The CHAIRMAN.-MOST of us, I suppose, have been affected more or less by The request of The Fuel Administration that we leave our automobiles standing in The garages on Sundays. We shall all be interested in hearing about The situation that has called forth This, request, and The Oil Administrator, Mr. Requa, has kindly come from Washington to Tell us about it. MARK L. REQUA.-I am very glad To Tell you about the oil problem during This war period. The United States is supplying by far The greater part of all The petroleum products consumed in Great Britain, France and Italy. In addition To This, we have had To supply a marked increase in our domestic consumption, not only of The refined products, but of fuel oil as well. The combination has put a strain on The oil industry, which it is very difficult To meet. The oil companies, being under contract, had no option as To who should get Their oil first, and They were delivering pro rata To everybody; manufacturers of furniture were getting oil with The same regularity as Those who were making aeroplanes or munitions, and The oil companies felt that something should be done. The first order with which I had. anything To do was The priority list for The delivery of fuel oil. That list contained 12 classifications, beginning with bunker fuel and railroads, and you will realize The complexity of The situation when you hear that munitions plants are in class 11. The priority list held during The winter, but transportation became so bad, because of The number of ships that were Taken for trans-Atlantic use, that some of The oil companies were not able To deliver more Than about 60 per cent. into class 5, and nothing beyond that point. To add To the Troubles, the Tank-car mileage fell off. The average for 1917 was about 36 miles per car per day. in January, 1918, it dropped To about 8 miles, and it must have been nearly zero in The early part. of February. Because of The extremely severe winter, furthermore, pipe lines were not delivering anywhere near Their normal capacity. A new priority list has recently been promulgated, introducing a few slight changes. Natural gas has been brought under its provisions, and it has been extended To include The Pacific Coast, which was not considered necessary last winter. The situation in The gas industry is not satisfactory; it is estimated that There will be a decrease of 10 To 20 per cent. in The quantity of natural gas available This winter, as compared with last winter.

Jan 11, 1918

By Bahrein Petroleum Company

In Comodoro Rivadavia, well 8. 132, drilled in zone No. 2, has discovered between 5205 and 5297 ft., the dcepest pool yct found in this field. The oil production in Bahrein for the year 1939 totaled 7,588,554 bbl., a decline of 709,444 bbl. from the 1939 production of 8,297,998 bbl. The production for the first seven months of 1939 remained fairly constant, the daily average by months during this period ranging between 20,000 and 22,000 bbl. per day. The daily average rose in August to the year's high of 23,800 bbl. per day, then dropped gradually to the year's low of 18,787 bbl. per day for November. The daily average for the year was 20,791 bbl. At the end of 1939 there were 59 wells producing and 8 wells drilling.

Jan 1, 1940

By Bahrein Petroleum Company

In Comodoro Rivadavia, well 8. 132, drilled in zone No. 2, has discovered between 5205 and 5297 ft., the dcepest pool yct found in this field. The oil production in Bahrein for the year 1939 totaled 7,588,554 bbl., a decline of 709,444 bbl. from the 1939 production of 8,297,998 bbl. The production for the first seven months of 1939 remained fairly constant, the daily average by months during this period ranging between 20,000 and 22,000 bbl. per day. The daily average rose in August to the year's high of 23,800 bbl. per day, then dropped gradually to the year's low of 18,787 bbl. per day for November. The daily average for the year was 20,791 bbl. At the end of 1939 there were 59 wells producing and 8 wells drilling.

Jan 1, 1940

By Joseph W. Richards

ALTHOUGH bad grammar, the above query is probably, at the present moment, good sense. Why was the Institute started and why does it continue to exist? The small group of men who worked out the original idea felt keenly the necessity of mining engineers and metallurgists getting together in order to discuss their professional problems. That necessity still exists but it does not strike the present generation of engineers so keenly because they have always had the Institute: they do not know what it is to be without it. The Institute is a great graduate school of mining and metallurgy. All of its members who have something to say worth saying are the teachers; all the rest may be learners or critics. No university or technical school can match the experience and information which the authors of its papers possess, no institution of learning has a body of potential listeners so extensive and so vitally interested.

Jan 1, 1921

By F. M. Lewis, J.F. Myers

The Tennessee Copper Company's operations are in the Ducktown Basin, in the extreme southeast corner of Tennessee. The ore is of the heavy sulphide type, the predominating sulphides being pyrite, pyr-rhotite, chalcopyrite and sphalerite. The gangue is a micaceous schist, with varying amounts of free quartz. The mining operation develops two classes of ore, each of which is concentrated by the flotation process in separate mills. Table 1 shows a typical analysis of the ore treated in each mill. The London mill was built in 1922, with a capacity of 400 tons per day. This was gradually increased to 600 tons by 1926, to 900 tons in 1928, and to 1350 tons in 1938. Fig. 1 shows the crushing and grinding flowsheet in 1928, when the capacity was 900 tons; Fig. 2, the crushing and grinding flowsheet that was developed by 1938, for the treatment of 1350 tons per day. A comparison of these flowsheets reveals that this increase in tonnage, with a subsequent improved operation, was accomplished with identically the same major equipment. Improving a concentrator's capacity, metallurgical results, and costs as time goes by is a commonplace practice, and is accomplished in various ways, depending upon the local conditions. The reason for presenting the data of how this was accomplished in the mills of the Tennessee Copper Co. is that a fast-running rod mill plays such an interesting role

Jan 1, 1943

By J. F. Myers, F. M. Lewis

The Tennessee Copper Company's operations are in the Ducktown Basin, in the extreme southeast corner of Tennessee. The ore is of the heavy sulphide type, the predominating sulphides being pyrite, pyr-rhotite, chalcopyrite and sphalerite. The gangue is a micaceous schist, with varying amounts of free quartz. The mining operation develops two classes of ore, each of which is concentrated by the flotation process in separate mills. Table 1 shows a typical analysis of the ore treated in each mill. The London mill was built in 1922, with a capacity of 400 tons per day. This was gradually increased to 600 tons by 1926, to 900 tons in 1928, and to 1350 tons in 1938. Fig. 1 shows the crushing and grinding flowsheet in 1928, when the capacity was 900 tons; Fig. 2, the crushing and grinding flowsheet that was developed by 1938, for the treatment of 1350 tons per day. A comparison of these flowsheets reveals that this increase in tonnage, with a subsequent improved operation, was accomplished with identically the same major equipment. Improving a concentrator's capacity, metallurgical results, and costs as time goes by is a commonplace practice, and is accomplished in various ways, depending upon the local conditions. The reason for presenting the data of how this was accomplished in the mills of the Tennessee Copper Co. is that a fast-running rod mill plays such an interesting role

Jan 1, 1943

By Thomas V. Falkie

The use of operation research and computer techniques in the mineral industries continued to gain acceptance during 1966. There are generally at least five sources of information for researchers and practitioners in the field: (1) Technical periodicals like MINING ENGINEER- ING, Mining Congress Journal, etc. (2) Proceedings of the Symposium and Short Course on Computers and Operations Re- search in Mineral Industries, held last year at Penn. State University and jointly sponsored by the University of Arizona, Stanford University, Colorado School of Mines, Penn. State University and the Society of Mining Engineers of AIME. (3) Various local conferences, such as the 1966 Rocky Mountain Minerals Conference held in Denver. (4) United States Bureau of Mines publications. (5) The AIME annual meeting in New York and the SME Fall Meeting in Tampa.

Jan 2, 1967

By F. W. Bradley

This chapter on the Alaska Juneau mill is intended to make clear that "choice of methods," or the selection of proper methods, is the first essential step in launching a new enterprise; and to illustrate that when entering into new country where local conditions and physical features are new or strange to an engineer, he should respect the practices already adopted and followed in meeting peculiar conditions in these new countries that may seem strange to a casual visitor. For example, Americans going into Malay Peninsula with their most up-to-date machinery for drilling placer prospect holes found their cost to total about $3 per foot; by adopting native methods, it was found the same work could be done for 50 cents per foot. Also, those not used to frozen road conditions in a country of arctic climate might scrape the snow off such a road and cause unending road troubles into the following spring and summer; while natives understanding local conditions would leave the snow on the road. So in the neighborhood of Juneau, Alaska, where successful gold-milling operations had been going on for

Jan 1, 1932

By Albert Sauveur

As THE years go by, names of distinguished metallurgists will be added to the list of Henry Marion Howe lecturers, and now and then an illustrious one, for to be chosen to deliver the Howe lecture will be, I do not hesitate to predict, a highly coveted honor. I pray, therefore, your indulgence, if I confess to a feeling of gratification in having been appointed the first of these lecturers. It does not follow, however, that I am losing all sense of proportion and that I have an exaggerated idea of the little I have been able to contribute to our knowledge of iron and steel. Indeed, I fully realize how small were my claims to so great a distinction. I realize, also, that those entrusted with the task of selecting a lecturer were actuated, in coming to a decision, by their knowledge of the long and intimate friendship that had existed between the leader we have lost and myself. For their generous impulse, I thank them from the bottom of my heart; and with becoming modesty, I take up my task as the first Henry Marion Howe lecturer. It would be pleasant and indeed most appropriate to devote this entire lecture to a eulogy of Henry Marion Howe and his work, but how short the time for so large an undertaking and how inadequate my qualifications! On Aug. 28, Sept. 4, 11, and 18, 1875, a series of articles appeared in the Engineering & Mining Journal entitled "What is Steel?" With one exception, these constitute the first professional paper of Henry Marion Howe. That was nearly fifty years ago, three years after graduating from Harvard University. He was then but twenty-seven years old and already his keenly inquisitive mind was actively at work. There is a touch of romance in this young metallurgist who, on entering his. scientific career, destined to be so brilliant and so fruitful, on the very threshold of it, seems to have selected as his motto "What is Steel?" Like a knight-errant of science, he started on his quest for an answer to that question, a quest which was to last forty-seven years and which death only brought to an end. And while thus engaged how many wonderful messages we received from him, each one bringing us nearer to the goal! How illuminating, inspiring and encouraging were those messages! How well-equipped he was to wrench from nature some of the secrets she so jealously guards! How broad his learning and how clear his

Jan 5, 1924

By Fernando A. Buttazzoni, Jorge C. Munita

INTRODUCTION To provide a background for discussing long-range financial and operational planning in the mining industry, we would like to begin by describing the role of planning in Codelco. Having taken part in Codelco's planning process since its inception in 1976, we believe that useful conclusions may be drawn for the experience we shall relate. Although Codelco is a state-owned copper producer with an important role in the Chilean economy, and is consequently very much at the core of national economic planning, the following discussion is not related to government planning but to planning in an operationally and commercially autonomous business concern with all the characteristics of a private enterprise. The only way in which Codelco differs from private business is that its financial successes or failures have a more direct impact on the countryls ability to participate in international trade, to meet its international financial commitments and to achieve economic and social growth. Thus, what follows is a presentation of the conceptual features of the planning process at Codelco and a description of the current state of planning in the company. It is understood that certain conceptual components are basic to any formal strategic planning process, and that the components of Codelco's planning process are therefore generally applicable in similar companies. First, the mission and scope of operation of the company must be defined, and goals must be set to achieve leadership in the business activities in which it engages. Having set this framework, the company must constantly scrutinize those internal elements and conditions that are essential to fulfill its mission and achieve leadership. In Codelco this means considering the actions which can best serve to define future capacities, taking into account declining ore grades and determining optimal production levels; watching over the productivity and skills of its labor force, and; keeping abreast of technological developments in non-ferrous mining and processing. If the company is proficient in these three areas, it will be cost efficient and there- fore competitive. Codelco must also watch over the business environment in which it operates. The company sells concentrate, blister and fire-refined copper, wirebar, cathodes and wire rod and must study the behavior of the market to attune its product mix to the demand existing for these various commodities in the international market and the copper consuming industries in general. By examining the internal and external environment in which the company conducts its production and commercial operations, it is able to diagnose its strengths and weaknesses, to identify the hazards it must overcome to stay ahead in the copper trade, and to take full advantage of business opportunities as they arise. CHARACTERISTICS OF CODELCO-CHILE Although our subject is Codelco, readers should keep in mind that there are many other copper producing operations in Chile, all in the private sector, and many valuable deposits that may be exploited in the future. Codelco is the only public sector copper producer, although there is one other state enterprise that operates smelting and refining facilities principally to serve a large number of very small producers of copper concentrate. In the mid-19801s, Codelco is the largest copper mining company of the world and the largest producer and exporter of copper with yearly sales totalling close to US$ 1.8 billion in 1983. Moreover, it is a highly profitable copper company at a time when the world copper industry as a whole has reported losses for several years. Codelco-Chile is a fairly new organization. The history of the four mining operations it manages is much longer: El Teniente was opened in 1912, Chuquicamata in 1915, Salavador in 1959 -- with installations of the old Potrerillos mine dating from 1927 -- and Andina in 1970. Having had separate owners, the management systems of the

Jan 1, 1985

Abbey, Robert Graham, District Mgr., The W. W. Sly Mfg. Co., 50 Church St., New York, N. Y. '21 Abbott, A. N Ave. Morelos 84, Cuernavaca, Morelos, Mexico '23 Abbott, Argyle Campbell, Geol 42 Everett St., Arlington, Mass. '29 Abbott, Clarence E., V.P., Charge of Raw Materials, Tenn. Coal, Iron & R. R. Co., 1242 Brown-Marx Bldg., Birmingham, Ala. '04 Abbott, Louis Benjamin, Chief Engr., Consolidation Coal Co., Watson Bldg., Fairmont, W. Va. '15 Abeel, George H., Jr., Cons. Min. Engr 1281/2 S. Canon Dr., Beverly Hills, Cal. '18 Abel, Raymond L., Asst. Prof., Dept. of Pet. Refin., Univ. of Pittsburgh. .Pittsburgh, Pa. '28 Abel, Walter D., Cons. Engr 650 S. Grand Ave., Los Angeles, Cal. '82 Abele, Louis T., Min. & Met. Engr., Supt., Texas Hill Mine Coulterville, Cal. '31 Abell, Leo M. Millicent, S. Australia '31 Abernathy, George Elmer, Prof. of Geol. & Min., Kansas State Teachers College, Pittsburg, Kan. '20 Aborn, Robert H., Research Lab., U. S. Steel Corp. Lincoln Highway, Kearny, N. J. '19 Abozeid, Mahmood, Dept. of Mines & Quarries Cairo, Egypt '26

Jan 1, 1932

By AIME AIME

THE Board of Directors of the Institute has authorized the appointment of a committee to draw up rules of procedure under which awards can be made from time to time to petroleum engineers for outstanding contributions to the art of finding and producing oil and gas. These awards will 11e sponsored by the Petroleum Division and are the first recognition by any professional society of outstanding achievement in "oil mining." They will be in the form of either a gold medal, scholar- ship, or other suitable prize. The awards will be financed from the income of the Anthony F. Lucas Memorial Fund, which was started about fifteen years ago, shortly after' his death, by admirers of Captain Lucas.

Jan 1, 1936

By Ira B. Joralemon

INDIVIDUALS and small companies have discovered and brought into production the mining districts of the United States. Hardly an exception comes to mind, save for the disseminated copper properties and the great iron mines. In spite of this fine record that has made possible the industrial greatness of the country, mining by small companies and by individuals has become a vanishing phenomenon. In Nevada, the lair of rugged individualism, there are fewer operating mines and fewer miners than at any time since the 1860's. The situation in other states is nearly as desperate.

Jan 8, 1950

By HAROLD A. TITCOMB

TOWARD the close of 1925, a British geologist, T. Landell Mills, brought to the notice of .A. Chester Beatty and selection Trust Ltd. certain mineral areas in southern Yugoslavia. Mills' data, which included rough maps and preliminary reports by' a Yugoslav engineer, Jules Draskocy, appeared interesting to Reatty, and early in 1926, I, with three British assistants, proceeded to Serbiaand commenced the investigation of several groups of ancient mine workings. They were found to be extensive and the geological conditions-schists, limestones, and andesitic intrusive-favorable for mineral deposits. At Stan Trg, on the Trepca Concession, five rniles east of Kosovska Mitrovica, an ancient filled adit was found, a shelter-hut erected, and work started in reopening this adit.

Jan 1, 1936