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By James K. A. Harral

The growing national concern over energy has aroused a great deal of interest in the most efficient and least costly way to use our remaining fossil fuel reserves. A number of studies have been published which compare the overall thermal efficiency and cost of gas and electric energy. These studies have been carried out by a wide variety of organizations including Oak Ridge National Laboratory, The Rand Corporation, The Stanford Research Institute, and The Institute of Gas Technology. This paper is an attempt, by PGandE, a large combined gas and electric utility serving most of the northern and parts of central California, to compare the cost and efficiency of gas and electric energy for certain residential appliances using actual operating data and financial statistics for the year 1974, and thereby develop some guidelines for future energy developments utilizing these limited fossil resources. The appliances chosen for the study were kitchen ranges, clothes dryers, hot water and space heaters. These appliances were selected because they can be served with either gas or electricity and they account for approximately one-third of PGandE's total residential electric sales and nearly all of PGandE's residential gas sales.

Jan 1, 1976

By James R. Jones

The tempo of air pollution control regulations has increased dramatically in the past few years. Because coal mining operations are frequently located in remote areas away from urban developments, specific regulations applying to coal mines have received lower priority and are thus only now being promulgated and/or enforced. Therefore, many mine operators are not yet familiar with the regulations and the impact upon their method of operations. Few have been faced with an inspector on the property sighting them for specific violations. Several of the Mid-western states are just now requiring permit applications to be submitted.

Jan 1, 1973

By Alfred Opengart

During any rush hour, tens of thousands of automobiles clog the main highways leading into or out of our large cities. Inevitably one or more cars stall or plow into another, causing a momentous traffic jam. Traffic backs up for miles as drivers try to maneuver around the roadblock. As commuters, we grin and bear the inconvenience, rationalizing the delay as part of the price one pays to live in a modern society. The truth of the matter is that the engineers planning the roads have the know-how to build adequate bypass alternatives into their design. The problem is one of economics -- can the cost of eliminating roadblocks be justified? Engineers designing solutions to complex materials handling problems for modem distribution centers are just now beginning to ask this question in relation to their work. Unfortunately in many instances, it has taken an expensive "traffic jam" to bring this question to the front. In these cases, a seemingly practical system promising an attractive return on investment -- using the latest equipment and computer controls -- was designed and installed. Everything went according to plan until one day a breakdown occurred. .Product flow stopped, and management realized it was at the mercy of the "machine." In such situations, management had assumed it could minimize the risks of the breakdown by injecting extra manpower to operate the system manually and pay the associated costs. What it had not recognized is that manual intervention is nearly impossible with sophisticated systems. Thus, too often -- and sometimes too late -- management found itself footing a very high bill for losses incurred because of major production stoppages and missed customer shipments.

Jan 1, 1973

By Richard E. Sabaski

The demand placed on the mining industry in the past 15 years for increased production, coupled with lower grade ore and higher cost capital, has resulted in a noticeable increase in grinding mill sizes. The pressure to increase mill size continues. During the mid sixty's and early seventy's, ?larger? conventional ball mills were in the range of 13 - 16-1/2 f t. diameter (4 - 5 m) increasing by the mid 70's to 18 ft. (5.5 m) diameter. At the same time, autogenous mills expanded from 24 - 32 ft. (7.3 - 9.1 m) to the present 34 and 36 ft. (10.b and 11.0 m) diameters. These size pioneers of 16-1/2, 18, and 36 ft. diameter mills from Allis-Chalmers have been free from structural problems, because they were analyzed, modeled, designed, and field tested to meet the challenge.

Jan 1, 1981

By L. C. Raymond

Good afternoon. I have entitled my talk "Investment for Progress," implying thereby a spark of friendly competition by private enterprise with such government-inspired foreign aid and investment programs as the Alliance for Progress. While the subject of foreign investment is hardly a new one, the perpetual flux of the political and economic surface of this earth we inhabit makes it forever timely and forever interesting. Especially do tremendous opportunities for international investment constantly present themselves to the mineral industry, and just as often must the industry approach these opportunities with a great deal of investigation and caution. This is not to say that the mineral industry--no less than any other industry--should be unenthusiastic about the foreign scene, but like everyone who proposes to put his money where his hope is, it should consider all the factors and weigh the possible disappointments as well as the rewards.

Jan 1, 1964

By T. Kontos

Rogers Group, Inc., is the nation's largest privately held aggregates producer (primarily producing crushed limestone and secondarily sand & gravel) and a major regional asphalt paving construction contractor. The company also has interests in building supplies and coal. Facilities are concentrated in five states in the central U.S. (Ohio, Indiana, Kentucky, Tennessee, and Alabama), with an additional location in Southwestern Virginia. At the request of its then CEO and with support from the company's ownership, Rogers embarked on a strategic planning program in late 1986 by retaining an outside management consulting firm. The ultimate goal of this program was to develop a self-sustaining strategic planning process to inject a strategic dimension into every manager's business thinking and to improve company performance. Since then, Rogers has internalized the outside consultants' strategic planning framework --initially, using it wholesale, and later, greatly streamlining and tailoring both the planning process and product to meet the specific needs of the company. Implementation of strategies developed from strategic planning has resulted in significant improvements throughout the organization. The latest product of the strategic planning effort is a company-wide (or, "corporate") strategic plan that carries the theme of "Market Leadership through Excellence". This paper provides a case study of successful corporate strategic planning by examining the evolution of strategic planning at Rogers and by summarizing the key elements of a sound planning process and product.

Jan 1, 1994

By Milton H. Ward

The percentage of exploration dollars flowing out of the industrialized countries continues at an all-time high, and this shift in risk money is justified (Samuels, 1990; Bosson, 1977). Clearly, the odds of discovery are greatly enhanced if exploration is pursued in an untrampled and geologically more prospective environment. Unfortunately, such major unexplored areas of the developed world are shrinking rapidly, not just because the lands have already been tested, but primarily because they have been withdrawn from exploration. Experience, however, has shown that foreign investment is not without risks. These include problems that result from working in isolated areas, a lack of infrastructure, untrained workers and an absence of a solid geological data base. While the likelihood of once-feared expropriation is now low, mining enterprises still must take precautions to gain the support of their constituencies, including a variety of governments (local, provincial and central), workers, environmentalists, cultural organizations and local landowners. Is foreign exploration worth the risk? In most cases, Yes! But maintaining tenure and long-term success in a less developed country is only likely with good planning and the use of appropriate safeguards. These include measures such as buying country-risk insurance, building multinational relationships, forming joint investments, developing a broad customer base and seeking local investors in the company (Cobbe, 1979). The primary theme of this lecture is: How a company handles its constituency is critical to long-term tenure in a foreign country. Ideally, a multinational mining company would be so effective in dealing with the local people and managing its relationship with the host government that it would become a preferred employer, preferred over its competitors and over local companies. Historical overview Our earliest ancestors lived in Africa three to four million years ago. The Paleolithic or Old Stone Age, about 500,000 years ago, marked the beginning of mining in its earliest form (Gregory, 1980; Wolf, 1984). Various types of rocks and stones were used for tools and weapons, with flint being the preferred resource for implements. Initially, these materials were collected as stones (eoliths) lying on the surface. Then they came from excavations of flint in limestone beds that were exposed in river banks or naturally occurring excavations. Later, more formal mining developed. No doubt tribes of the Old Stone Age experienced conflict over rights to eoliths, food and land. The question of who owns the land and has rights to its contents and what is fair value for extraction is still the subject of intense debate and, occasionally, open conflict. As time passed, the search for useful minerals required migration from one area to another. Later, voyages from Europe to the New World and travels to other remote regions were funded and supported by absentee investors, kings and such (Rogers, 1976). The primary objective of such funding was to obtain gold, silver, food stuffs and other commodities that could be collected from the new countries. This is still the objective of foreign investment.

Jan 1, 1994

By W. Hustrulid

"In recognition of his inspiring dedication to the mining industry through education, research contributions and dissemination of practical knowledge, exceptional leadership and excellence in mining engineering practice and for his lecture, “You can't make a silk purse out of a sow's ear.” Recipient of the 2002 D.C. Jackling Award Introduction It is always difficult to decide on the most appropriate title to give to a paper or talk. It is a particularly difficult decision in the case of the Jackling Lecture, because the title becomes part of the award citation. I hope that the significance of this unusual title will become crystal clear as you read the pages that follow. However, to assist you in this journey, I will provide the following few words of guidance. In making a cake, you need the proper ingredients. If one or more of them are missing, it will not be a cake. In addition, the quality of the cake depends on the quality of the ingredients. In my lecture, the "cake" is the U.S. mining industry of the future. A national perspective President George W. Bush in his State of the Union Address (Bush, 2002) delivered on January 29, 2002, defined three national objectives: •win the war on terrorism, •protect the homeland and •revitalize the economy. Under the heading "revitalize the economy," he indicated the importance of "good jobs" and "energy production" by saying: "Good jobs begin with good schools. Good jobs also depend on reliable and affordable energy. This Congress must act to encourage conservation, promote technology, build infrastructure and it must act to increase energy production at home so America is less dependent on foreign oil." I wish that he would have broadened his focus and stated instead that: "This Congress must act to encourage conservation, promote technology, build infrastructure, and it must act to increase materials production at home so America is less dependent on foreign sources." With regard to jobs, all jobs are not equal. To paraphrase John Reeves of MidContinent Resources (Reeves, 2002): "If our nation is to prosper, we all cannot make a living by doing each other's wash. Some of us, at least, must be actively engaged in the primary production of raw materials from the riches of the earth and other Americans must turn those materials into consumer products." The unfortunate trend in our country has been to neglect the primary production of basic materials, even those coming next in line. We have left those responsibilities to others while we concentrate instead on performing various services, i.e., doing each other's wash and flipping burgers. This cannot continue. It must be remembered, especially by those in leadership positions, that all "jobs" are not created equal. Some jobs are much more essential to the security and wellbeing of our country than others. We must be sure that the important ones are in place. We cannot produce the basic materials that our nation requires without access to those materials. This leads to my Proposition 1: You cannot have a viable mining industry without a clearly enunciated, positive U.S. materials policy. Background regarding U.S. materials policy Resources for freedom. In January 1951, President Truman created the President's Materials Policy Commission, with William S. Paley as chairman. As expressed in the invitation letter from the president to Paley: This commission, within the executive office of the president, is to study the broader and longer-range aspects of the nation's materials problems as distinct from the immediate defense needs. The task of the commission is to make an objective inquiry into all major aspects of the problem of assuring an adequate supply of production materials for our long-range needs and to make recommendations that will assist me in formulating a comprehensive policy on such materials. The commission should study, together with any other aspects deemed by it to be pertinent, such questions relating to production materials as: - the long-range requirements outlook; - the long-range supply outlook; - the prospect and estimated extent of shortages; - the consistency and adequacy of existing government policies, plans and programs; and - the consistency and adequacy of private industry practices.

Jan 1, 2003

By Daniel T. Eyde

The U.S. Geological Survey (USGS) estimates world production of natural zeolites to be 2.7 Mt (3 million st) in 2013. China ranked ?rst with 2 Mt (2.2 million st), followed by the Republic of Korea at 230 kt (253,000 st) and Turkey at 50 kt (55,000 st). Japan?s production is reported to have increased as a result of zeolites, reportedly low grade local mordenites, being used to treat the low-level radioactive contaminants in the areas surrounding the damaged reactors at the Fukushima Daiichi power plant. China and other countries? high-volume, low-value construction applications, which include dimension stone, pozzolans and lightweight aggregate, are also included in production. This means the production data does not accurately indicate the quantities used in high-value added specialty applications. Consumption in the United States, according to USGS estimates, increased slightly, to an estimated 71.3 kt (78,400 st). Domestic uses for natural zeolites were, in decreasing order by tonnage, animal feed, pet litter, cement (primarily down-hole cement applications by the drilling industry), water purification, odor control, waste water cleanup, fungicide or pesticide carrier, gas absorbent, fertilizer carrier, oil absorbent, desiccant, catalyst and aquaculture. The six leading uses accounted for more than 70 percent of the domestic natural zeolite sales tonnage.

By Ali Nazem, Rennie Kaunda, Zoheir Khademian, Fei Wang, Raymond Henn, Alex Peretiatkol

"The field demonstration portion of the Underground Grouting and Ground Improvement (UG&GI) short course offered by the Colorado School of Mines was held on May 18, 2016 at Baski Inc.’s Yard in Denver, CO.Numerous full field scale demonstrations of grouting methods and equipment were conducted under various field conditions. As part of these field tests, permeation grouting testing and demonstrations were also conducted. Various cement grout mixes were injected into 1.5-m (60-in.) tall transparent sand columns under controlled conditions (Fig. 1). The objective of the sand column permeation grouting demonstrations in the study was to show students the effects of ordinary Portland cement versus ultrafine cement on the engineering properties of the grout, and the permeation height through various types of soil stratigraphic layers in the sand columns. Similar previous demonstrations have had a specific focus on various brands of Type I-II Portland cements and ultrafine cements with a range of water cement ratios and injection pressures. More detailed information about these previous studies can be found in published proceedings (e.g. Henn et al., 2009 -2011).Equipment and material usedThe five clear plastic sand columns were 191 mm (7.5 in.) inside diameter and 1,524 mm (60 in.) tall. Each sand column had a 19 mm (0.75 in.) diameter hole drilled at the base (bottom) of the blind flange for injection of the grout. A perforated plate and/or screen at the base of the sand columns helped to prevent sand from plugging injection port. A ChemGrout grout plant was used for the demonstration consisting of 0.36 m3 (97 gal) high shear (colloidal) tank mixer, a 0.36 m3 (97 gal) agitator tank and a progressive helical cavity pump with maximum output capacity of 77 L/min (20 gpm) at a maximum discharge pressure of 265 psi (18 bar) (Fig. 2). A simple grout header arrangement consisting of control valves, pressure gauges, flow meter, grout delivery and return line, and a short injection line was also custom built. Also used were infra-red thermometers to measure the temperatures of the grout mix batches, CRD and marsh funnels to measure viscosity, baroid mud balance to measure specific gravity, and a digital scale to measure weights. The grout materials used were Holkim Portand cement (Type I-II), Nippon Steel Sumikin superfine cement and U.S. grout ultrafine cement."

Mar 1, 2017

By Donald E. Ranta

Many portions of the mining industry are under intense pressure to reduce costs while commodity prices languish. In response, global Internet-based marketplaces to deliver business-to-business (B2B) e-commerce solutions are being established to reduce costs and improve efficiencies across the mining industry supply chain as well as with customers. Over time these marketplaces will likely evolve to create an integrated supply chain solution, layer in value-added services, and develop mining community portals with industry content. Significant opportunities to help reduce costs and create value are available in mining e-procurement as well as in on-line product sales. The supply chain for the industry is highly fragmented and many mining companies have numerous inefficiencies in procurement. An e-procurement marketplace (or "exchange") can immediately address these inefficiencies and offer numerous benefits to buyers and suppliers. These benefits include improved sourcing options, inventory cost reduction, transaction cost reduction, access to value-added services, lower customer and supplier acquisition costs, improved reach, and improved information flows.

Jan 1, 2001

During the past decade, since the appearance of Popoff's (1966) review of grade tonnage calculations, it has become evident that defining a new method which could be followed step by step by a technician and which would improve reserve estimation was not a simple thing to do. Some concepts have emerged though, and most definitions of ore reserve now require a statement of reliability (USGS, 1975; and Zwarten-dyke, 1976). Exactly how the reliability should be computed is not a straightforward process. It also became apparent that not only was reliability a requirement but that additional questions such as how to predict mining re- serves from geological reserves were to be asked. In fact what became obvious is that specific models have to be designed for each type of mine and for each type of question which is asked. Most methods can be encased within a unique general geostatistical, model, but it takes considerable custom tailoring, and there are still questions that are left unanswered. In this chapter, before giving techniques, we intend to first review what should be required from a grade tonnage calculation done at the exploration stage. If the final objective is still to specify a tonnage and grade, with eventually a reliability, many qualifications have to be made before quoting, and of course, calculating these two numbers. Then the currently avail- able methods will be reviewed and future trends will be shown; finally a few case studies will be given and recommendations about the choice of a model will be made.

Jan 1, 1979

By R. R. Smith

The meaning of the title, "Blank Piece of Paper," refers to the need for management to take a completely fresh viewpoint to the problems facing our industry. These problems are so severe and some so new that conventional thinking may not be adequate to resolve them. Innovation has to be a part of every company's approach to the solutions, our concept is to start with a "Blank Piece of Paper.' The objective of 'this paper is to outline steps which can be taken to improve the profitability of a mining business. This is not an examination of technical solutions to individual problems, but rather recommendations for overall change in management thinking. This philosophy is based on our actual, hands-on experience in major open pit operations worldwide over the past 25 years.

Jan 1, 1987

By W. F. Visser

The growing availability of information and data analysis capabilities of recent years provides new opportunities for improving the performance of mining operations. By using real-time measurements and artificial intelligence, it is possible to respond faster to changing conditions, while accurate and timely information permits rapid evaluation of changes and fast business improvement decisions. This article presents a blueprint for alignment of systems, organizational design, and management practices to leverage these developments in performance-driven operations management in mining and mineral processing. The first component of the blueprint is a performance framework with a system of key performance indicators for production control that can be used across organizational levels. This system places improvement at the core of management activities, giving greater importance to improvement skills at lower organizational levels, so companies can leverage available information for improving operational control. Secondly, the blueprint defines an organizational structure that strengthens performance improvement with technological and change management capabilities. Finally, the blueprint proposes alignment of management practices, covering the optimization of short-interval controls, the application of an improvement project portfolio management system that determines the ownership of improvement projects, and the coordination of controls across the organization. This combination of systems, organizational design, and management alignment supports rapid decision-making at the right organizational level. Introduction of the presented blueprint for operations management enables mines to leverage the developments in information and analysis capabilities to improve the performance of operations.

By Nik Sokol, Mike Jaeger, Leo C. Weiman-Benitez

Silicon Valley Clean Water signed a progressive-design-build (PDB) contract with Barnard Bessac Joint Venture (BBJV) to design and construct the Gravity Pipeline tunnel in Redwood City, CA. Owner and Design-Builder teamed with designer Arup to provide a final product: 3.3 miles of 182 in. O.D. precast concrete segmentally lined tunnel with 10 ft. and 11 ft. I.D. Fiberglass Reinforced Polymer Mortar (FRPM) carrier pipe, complete with two FRPM Drop Structures. BBJV and Arup collaborated with SVCW to evaluate alternative design concepts, negotiate an agreeable price and reduce contingencies through a transparent estimating process, and deliver the project ahead of schedule.

Jun 13, 2023

By J. O. Stephens

During the late 1940's and early 1950?s, the Westinghouse Combustion Turbine Division built and demonstrated a residual oil-burning locomotive on six eastern railroads. Plans were made to convert to burning pulverized coal, and a single combustor was operated at a full-pressure condition in the laboratory for about two years. During the mid-1960's to mid-1970's, there was considerable interest in coal-burning MHD and a combustor was developed which would also be applicable to combustion turbines. In the early 19801s, the BCR National Laboratory (BCRNL) became affiliated with the University of Pittsburgh, and a program was begun, supported by the Stare of Pennsylvania, to develop an all-purpose combustor for use with industrial and utility boilers and eventually with combustion turbines. In this paper, we review the work of almost 40 years, indicate our present position, and propose steps to be taken leading to efficient and environmentally acceptable power generation from coal, and specifically to coal-burning locomotives.

Jan 1, 1986

By Thad J. Bydlon

Uncertainty of future energy supplies has forced industrial nations to diversify both their energy mix and their energy sources of supply. As a result, U.S. coal exports have grown substantially during the past several years. Projected long-term worldwide economic growth suggests that a well-established trend has been set for increased foreign demand for U.S. coal. As export volumes increase the need for careful planning to prevent bottlenecks and to provide for the uninterrupted flow of coal increases. It also will place increased emphasis on identifying the most economic transportation alternatives. These planning and evaluation functions are greatly facilitated if a systematic method is available for modeling the complex interactions of a coal export system. One such model, developed by the Anaconda Minerals Company, is the Coal Export model.

Jan 1, 1982

By D. C. Fuller

CoaLiquid, Inc. (CLI) has been in the coal- oil-mixture (COM) business for over five (5) years. The initial pilot processing facility was replaced by a 2000 barrel per day commercial production facility in August of 1979. For over two (2) years CLI has been expanding its efforts and conducting large scale production and combustion demonstrations successfully in many locations across the United States. To facilitate the marketing effort, CLI has recently constructed a special trailer containing all equipment needed for a temporary COM retrofit. CoaLiquid has conducted commercial scale combustion demonstrations in the following types of combustion units: kilns, calciners, industrial boilers, blast furnaces and driers.

Jan 1, 1982

By Robert E. Murray

The title of my paper, "A Company's Response to Federal Coal Leasing," brings to mind a picture of a dog chasing its tail. This is what the coal industry, has been doing since the Federal coal leasing moratorium went into effect in 1971. We've gone around in many circles, but we are only very slowly, if at all, getting closer to catching our tails, i.e., efficient, economical, and rational Federal coal leasing. My companies, The North American Coal Corporation and its four Subsidiaries, The Falkirk and Western Plains Mining Companies and The Coteau and Missouri Valley Properties Companies, together hold in excess of 4.5 billion tons of lignite reserves in North Dakota. Some of our North Dakota properties are substantially interspersed with Federal coal, with the government holding title to the minerals in every other section. This checkerboard pattern of Federal ownership has made it difficult to develop and market some of our reserves, and, as a result, it has become imperative that we be familiar with and active in the Federal Coal Leasing Program.

Jan 1, 1982

By D. D. Faulkner

Cable bolts anchored with traditional two component polyester resin cartridges have successfully supported difficult roof conditions in underground mines. Resin cartridges provide a cost-effective cable bolt anchoring system with consistent anchorage performance characteristics when properly installed. The most commonly used cable bolts in the U.S. mining industry are 270 ksi (1,862 MPa), 0.7 and 0.6 inch (18 and 15 mm), seven-strand smooth cable with resin mixing bulbs (also known as bird cages), and 40- and 30-ton nominal capacity, respectively. However, there are other types of cable bolt anchoring systems aside from bird cages. Recently, many questions have been raised regarding the anchorage characteristics of various types of cable bolts. Keystone Mining Services, LLC (KMS), the affiliated engineering company of Jennmar Corporation, conducted a variety of controlled tests developed to closely model actual underground installations. These tests compared the performance of three commonly used cable bolt varieties, including plain, bird caged and indented seven-strand cable. Details of the laboratory testing and comparative analysis of the results are provided.

Feb 23, 2014