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By R. D. Smith

The Bureau of Mines (BOM) evaluated the technology, capital investment, and annual operating costs of emission control for further reductions of lead in ambient air at the East Helena, Montana, smelter, and the Glover, Herculaneum, and Buick smelter-refineries in Missouri. This study seeks to analyze the technology available to the domestic primary lead industry for attempting to further reduce lead emissions below 1985 levels. Through enclosure of concentrate unloading and handling areas and all lead-processing buildings, followed by venting these enclosures to the atmosphere through baghouses and the application of appropriate local controls, emissions can theoretically be reduced by a total of 2,424 pounds of lead per day from 1985 levels at the three Missouri operations. Using conventional technology, aggregated additional capital costs of $250,014,000 and annual operating costs of $18,507,800 are estimated for the four operations, resulting in a total cost of $0.063 per pound of refined lead. Continuous drossing techniques would assist in meeting OSHA standards in process areas. Continuous drossing would change capital and operating costs to $258,344,800 and $16,104,700, respectively, for a total cost of $0.062 per pound of refined lead. First quarter, 1986 open market price for refined lead was $0.184 per pound.

Jan 1, 1986

By Lorraine B. Burgin

The extensive lead time to develop most Arizona copper deposits commenced with initial production efforts before the turn of the century, when the first attempts were made to recover gold and silver and later copper from the high-grade vein deposits of the territory. Each of these discoveries, prospects, and early operations had its own lead time and life cycle as economic production was attempted. Because prices of the metals fluctuated and the higher grade material was depleted, economics forced operations to close and companies to fail. Renewed interest in the property because of improved conditions, different interpretation of the geologic structure, or new promotional ability frequently resulted in the formation of yet another company to finance the exploration and, hopefully, the development of the property. This cycle of renewed activity and subsequent abandonment was and is common, accounting for many lead times and for the long period of time from the initial location of claims to large-scale production. In order to gain a perspective on the lead-time interval necessary to achieve development of a large-scale operation, the histories of several major Arizona mines were examined, rather than a simple listing of discovery and production dates of many mines to arrive at a statistical average. The Miami, Castle Dome, Copper Cities, San Manuel, and Twin Buttes properties were studied, and as much data as possible obtained on the Pinto Valley, Esperanza, Sierrita, Pima, and Mineral Park-Ithaca Peak properties.

Jan 1, 1974

By H. D. Sharma

INTRODUCTION Uranium mill tailings, by-products from the mining and milling of uranium oxide contain all decay products of uranium-238, uranium-235 and all the Th-232. The ore containing all daughter products of the parents U-238, U-235 and Th-232 is ground to approximately 50% under 200 mesh particle size and after extraction of uranium, the residue, described as tailings, is discharged into natural depressions confined by dams. These deposition sites are referred to as tailings ponds. Tailings ponds are located in two mining districts, Bancroft and Elliot Lake in the Province of Ontario, Canada. Some parts of tailings ponds are dry up to a depth of several meters, whereas other parts have a water table very close to the surface and still others are covered with water. The extent to which the daughters of uranium isotopes are in equilibrium with the parents U-238 and U-235 is dependent on the age of the deposit in which uranium occurs and the extent to which the decay products are removed by geochemical processes. In the mining district of Bancroft, the deposit is known to be approximately 1 billion years old, whereas in Elliot Lake, the deposit is considered to be approximately 2 billion years old. The ratio of radiogenic lead isotopes Pb-206 and Pb-207, can provide some estimates concerning the age of the deposits. If the tailings are not affected by geochemical processes, the tailings would contain all the daughters of the 4n+2 and 4n+3 series in equilibrium concentrations. The equilibrium activities of some members of the 4n+2 series are calculated in Table 1. [ ] The amount of radiogenic stable lead isotopes depends on the age of the ore deposits. If the deposit in each district is of the same age, a definite relationship is expected with respect to the activity of Pb-210 and the radiogenic stable isotopes. Approximately 33 million tons of the tailings have been deposited in the early 1960's, approximately 20 years ago. During this period of storage, the segregation of uranium daughters, like radium, the diffusion of gaseous product, Rn-222, and removal of precursors by geochemical processes, can cause dis-equilibrium. Earlier work concerned with the uptake of Ra-226 and Pb-210 by plants (Kalin and Sharma, 1981), indicated that the concentrations of Pb-210,in samples of the tailings taken, were lower than the expected equilibrium. The diffusion of radon from a variety of matrices has been studied (Tanner, 1964). It has been shown that the diffusion coefficient is dependent on the particle size in which its precursor is present, the moisture content and the surface conditions. The direct measurement of radon concentrations in the environment near the ponds is dependent on the metereological conditions. Kramer, Schroeder and Evans, 1964, have examined the variations in the concentration of radon near the ground level with respect to atmospheric variables, such as changes in barometric pressure, precipitation, wind velocities, thermal atmospheric instability. It is difficult to relate the total release of radon from the ponds to the atmosphere over an extended period. Our measurements of Pb-210 and total lead on tailings samples taken from 16 sites indicate that the ratios of the activity of Pb-210 to the mass of total lead can provide parameters which are helpful in the estimation of the total amount of radon and its decay products diffusing from the tailings ponds. In this paper, we present the results of measurements of activities of Ra-226, Pb-210 and total lead in samples from various ponds situated in both mining districts. The measurements were confined to samples taken at 0-25 cm depth from the surface.

Jan 1, 1981

By H. V. Alminas

The U.S. Virgin Islands consist of three major islands (St. Thomas, St. John, and St. Croix) and some 50 smaller islands that are located primarily along the coasts of St. Thomas and St. John. St. Croix, the largest of the islands, is located approximately 160 km south-southeast of San Juan, Puerto Rico and is about 218 km in area (Fig. 1). St. Thomas, the second largest island is located 64 km east of Puerto Rico and incorporates approximately 77 km2. St. John is located immediately to the east of St. Thomas and incorporates approximately 49 km2. The climate in the U.S. Virgin Islands is maritime tropical. The average annual rainfall at higher elevations is 127-152 cm and at lower elevations 51-76 cm. There is no well-defined wet or dry season. Temperatures generally average in the 80's (F°) with only a 5°-7° F variation throughout the year.

Jan 1, 1987

By Patrick Hannon

In this presentation, it is intended to briefly describe some occurrences of lead-zinc mineralization in Mississippian carbonates of central Nova Scotia. Results of geophysical and geochemical prospecting are presented. Because the deposits do not give positive identification to these indirect techniques, it is necessary to site exploratory drilling through the development of geological concepts.

Jan 1, 1975

By B. J. Scheiner

The Federal Bureau of Mines has developed a chlorine-oxygen leaching technique for the recovery of metal values from lead-zinc sulfide concentrates. Lead, zinc, copper, cadmium, and silver extractions are in the 95- to 99.9-percent range. During leaching, the zinc, copper, cadmium, and silver are solubilized as metal chlorides, and lead is converted to insoluble lead sulfate. The iron contained in the concentrate is converted to insoluble iron oxide, and a majority of the sulfide is converted to elemental sulfur Minor metals such as copper, cadmium, and silver are recovered by precipitation with zinc dust. Zinc is then recovered from the purified zinc chloride solution by evaporation to dryness; the lead is recovered from the leach residue by brine leaching and crystallization to produce lead chloride. Recovery of zinc and lead metals by fused-salt electrolysis of the chlorides is being studied separately.

Jan 1, 1975

By Franklin H. Sharp, R. Woods

The operation of the Magmont Concentrator located on the New Lead Belt of Southeast Missouri is described. Ore characteristics affecting lead-copper-zinc separation are enumerated, and the cur- rent methods of separation are detailed.

Jan 1, 1976

By David M. Spatz

Anyone who scans the modern literature will realize that concepts of leadership have changed during the past few years. And like change in so many areas of our culture, change has been rapid in the perception of leadership. Many traditional leadership traits are still highly regarded and many of the longstanding personal qualities that improve leadership abilities continue to be effective. In the past, though, leaders could rely on dominance, intimidation and fear to accomplish their goals through the actions of others. In contrast, effective leaders today build relationships, provide vision and guidance, and strive for communication, cooperation, trust and employee satisfaction. Earnest leadership involves moral issues like honesty, integrity, fairness, empathy and respect. Modern leaders guide, facilitate and coach, rather than command and direct. But how well equipped are managers in the mining industry to meet the leadership challenges that lie ahead? More importantly, is he or she becoming a better leader? This article outlines steps to becoming a more effective leader. Management consultants stress that the changes that lie ahead will demand swift organizational adjustments and managers who are equipped to lead during times of change (Boyett and Conn, 1991; Hesselbein et al., 1996; White et al., 1996 and Kotter, 1997). Becoming a better leader begins with self-assessment and a commitment to unify all who depend on one's leadership abilities. Simply defined, leadership is leading others. Contrary to common practice, leadership is not about advancing one's own career but about bringing out the best in others. The beauty of modern leadership, however, is that the path of serving others creates synergies. They benefit everyone, including the leader, those the leader manages, upper management and company shareholders.

Jan 1, 1998

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of top-down managerial practices: layoffs of employees, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefit is often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative, and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization’s various constituencies with this direction, and motivate and inspire the organization. Dramatic cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2000

By B. Cavender

Mining managers trying to rapidly reduce production costs tend to implement a traditional set of topdown managerial practices: reductions in production volume, employee layoffs, renegotiation of supplier contracts, cancellation of employee training, restrictions on travel, reductions in office supplies, and so forth. While these practices do reduce costs, the benefits are often limited in both magnitude and duration, and the workforce is usually left demoralized. Successful cost-cutters take a different approach. They make the continuous reduction of costs a priority for all members of the organization, whether managers or workers. The culture of these firms emphasizes the commitment, voluntarily given, of individuals and work groups to this goal. Cost-cutting practices often reject all of the traditional methods mentioned above, but are far more numerous, innovative and successful. This culture of cost reduction is the result of a set of leadership competencies that establish direction for the organization, align the organization's various constituencies with this direction, and motivate and inspire the organization. Cost reduction then becomes a routine task rather than a heroic achievement.

Jan 1, 2002

By Dave Southworth

After Abe Lee discovered gold (in April 1860) near the site of present-day Leadville, Colorado, he and is group staked nearly all of California Gulch with "speculative claims." They did so in an effort to grab any property that might be potentially profitable. But the plan did not work. New prospectors demanded a miners' meeting, from which arose the official "Bylaws of California Mining District, California Gulch, Arkansas River." These bylaws, adopted on May 12, 1860, established provisions as to the number, size and type of claims that could be filed. Fair laws invited more newcomers. By mid-summer, 5,000 people with tents and wagons were scattered from one end of the gulch to the other.Among the earliest arrivals to the region that spring were Horace Austin Warner Tabor and his wife, Augusta. H.A.W. Tabor, who was to become a pillar in the development of Leadville, arrived at California Gulch during a food shortage. He sacrificed his oxen so that hungry miners could eat. By doing so, he immediately became the friend of many. Augusta established a little store where she sold her baked goods and provided meals. Like most of the men, Horace prospected the surrounding hills. He only did so, however, for a short time. California Gulch yielded more than $5 million in gold during the next five years. By 1866, however, the placer gold was gone and most of the miners had packed up and left. Charles J. Mullen and Cooper Smith, who were grubstaked by a Philadelphian named J. Marshall Paul, found a new, rich lode at the Printer Boy Mine in 1868. It was the first underground gold mine in the Leadville area and marked the transition from surface mining to underground hard rock mining. Its discovery created a new but modest flurry of activity. Heavy black sand covered the region and made gold mining difficult. In 1875 William Stevens and Alvinus Wood decided to have the sand assayed. They discovered that it contained 15 ounces per ton of silver and was rich in carbonate. Stevens and Wood kept their find a secret for nearly two years. When the word spread in late 1877, the silver boom was on. In 1878 prospectors, merchants and others trickled into town from all directions. Dr. David H. Dougan closed his office. in Alma, crossed Mosquito Pass and set up shop in Leadville. Nobody seemed to need a doctor, however, and Dougan sat in his office for 28 days without a customer. On the 29th day he received word that there had been a mining accident and he was needed immediately. -That was the begin¬ning of his illustrious career in Leadville. Dougan was a successful physician, became mayor in 1881 and was later president of the Carbonate National Bank. Leadville was a simple community of log structures in 1878. By June of the following year, however, it had blossomed considerably. According to Cass Carpenter, as of May 1,1879, Leadville had "...19 hotels, 41 lodging houses, 82 drinking saloons, 38 restaurants, 13 wholesale liquor houses, 10 lumber yards, 7 smelting and reduction works, 2 sampling works for testing ores, 12 blacksmith shops, 6 livery stables, 6 jewelry stores, 3 undertakers and 21 gambling houses where all sorts of games are played as openly as the Sunday School sermon is conducted." Additionally, there were 36 brothels. When George E. King and other architects arrived, Leadville took on an air of elegance and sophistication. In sharp contrast to some of the Victorian-style, gingerbread-laced homes in Leadville, its suburbs were comprised of many tenement shacks and plain cabins mixed with a few commercial buildings, many mines and smelters. Mines sprinkled the area east of Leadville like pepper from a pepper shaker. Wherever there was a cluster of mines, a camp usually sprang up. Most were very close together. South of Leadville the giant Arkansas Valley lead smelter sprawled out between Stringtown and Bucktown in an area known as Smelter Valley. Founded in 1879 as the Billing and Eilers Smelter, the Arkansas Valley plant was operated by the American Smelting and Refining Company. Several other smelters operated in the vicin¬ity. In April 1878, Horace Tabor grubstaked prospectors August Rische and George Hook. For $64 worth of supplies and tools, he was guaranteed a one-third interest in their findings. Rische and Hook discovered the Little Pittsburg (often spelled Pittsburgh) Mine and made Tabor an instant millionaire. Tabor once purchased a "salted" mine, the Chrysolite; but instead of considering it a bad deal, he further developed the property and struck rich silver ore. Later, Tabor purchased the Matchless Mine for $117,000, possibly the only investment he made without partners. During its peak years, the Matchless yielded $1 million worth

Jan 1, 1998

By J. F. T. Agapito, C. E. Brechtel, M. E. Adam

Full-scale stopping and simulated over- cast structures were constructed in large opening (30 ft high by 55 ft wide) room and pillar excavations in an oil shale mine. The program was undertaken to develop construction techniques and to generate data on structure costs and leakage rates. Leakage rates were measured using both sulfur hexafluoride tracer gas and "brattice window" methods at varying differential pressures. The measurements were conducted before and after a full-scale face blast to characterize the effects of blasting on leakage, and blast air pressures were measured across the stoppings. The operating performance of different combinations of permanent and temporary stoppings was evaluated by developing an operating model for a two-panel oil shale mine. The operating performance for the different stopping combinations was then compared to the system cost to evaluate the overall performance.

Jan 1, 1987

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

By Brendan Demich, Joseph McGuire, Emily J. Haas

Near misses recorded and reported by workers can provide awarenessto the potential causes of injury and prompt safety management initiatives. Although most companies require near-miss reporting, it is unclear what the value of these reports are, if any, and how they influence subsequent actions or controls to reduce on-the-job risks. Researchers at the National Institute for Occupational Safety and Health (NIOSH) conducted a case study with an aggregates company in which near-miss reports were analyzed at each of their locations over an entire quarter during the summer of 2018. Within that quarter, workers recorded 249 near misses. Of those, 167 were valid near misses that occurred at work. Researchers coded the reports using a qualitative 5 × 5 risk matrix. Of the 167 near misses, 19% were deemed low risk, 25% moderate risk, 30% high risk, and 26% critical risk. Several patterns in the near-miss incidents were documented, including classification of incidents and common corrective actions referenced (i.e., elimination/substitution, engineering control or redesign, work process/procedures, and personal protective equipment). The analysis provides insight into ways that risk communication and management programs can be improved to reengage workers and their situational awareness on the job.

By Robert N. Pratt

The rapid acceleration and sweeping consequences of what we have all come to characterize as "the ecology movement" has marked a period of serious trial and challenge for the mining industry. It has blossomed into a major factor in our daily business and added a significant new dimension to the problems we must meet and overcome as businessmen. It has become an important new consideration at a time when we must continue to cope with our traditional problems such as rising costs, competition at home and abroad, and the always vital necessity to continually develop new and better technology to produce more minerals more efficiently and more economically. The body of law embracing environmental quality control grows each day, becomes more complex and offers more contradictions. And there is little relief in sight. The requirement to comply with sound environmental regulations -- or challenge unrealistic legislation -- has placed a major burden on the private sector. The economic significance of enacted and proposed environmental regulation is pressing management in the mining industry to some hard decisions -- basic day-to-day business decisions and decisions which acknowledge the undoubted long-term effects of the new laws.

Jan 1, 1973

By J. Wesley Atkins

In considering the importance of lease management and administration, I have decided to approach the topic, Lease Default and Eviction: Action or Reaction, as a three phase presentation dealing with mineral lease administration and management, past, present and future. Though the title may border on the dramatic, it illustrates the real consequences of alternative approaches to property management viewed from my experience in the evaluation, development and implementation of a number of such systems and services in my current position as president of Talco Group Corporation. First, though, let's take a moment and set the stage by giving a few actual examples of why a pragmatic approach is needed in this particular area.

Jan 1, 1983

By J. Devon, D. L. Ewart

Long-term coal mining plans are often based on attainment of an average cost of coal. This is achieved by blending low- and high-cost coal production. Coal that is beyond the economic limit of the reserve is mined in a misguided effort to improve reserve recovery. Long-term contracts should be least cost-based and generate the best net present value from the economic reserve within the context of a rational mine plan. The selected economic reserve should he mined on a low- to high-cost basis to benefit from the time value of money.

Jan 1, 1996

By J. W. Devon

The coal mining industry is divided into two distinct economic segments based on Coal Supply Agreements. Coal supply agreements generally fall into two categories, spot or long-term, with the selected contract term being driven by the buyer's market expectations, security of supply considerations, fuel tonnage and quality requirements, and economics. Short-term or spot coal purchases are generally market driven and are highly competitive in today's marketplace. Long-term contracts, particularly those involving captive mines and mine-mouth power plants, are commonly driven by considerations other than economics. These other considerations, such as Reserve Conservation and Resource Recovery, Security of Supply, and Maintenance of Levelized Costs may increase the cost of coal, often needlessly and without benefit to the buyer or seller. The basic economic principles which guide the market driven metals industry and generally guide the spot coal sector of the coal industry should apply equally well to the long-term coal supply contract. The artificial constraints imposed as a result of regulated rates of return should be re-examined and in most cases, abandoned. There are many methods of surface and underground coal mining being used today such as, open-pit, contour, mountaintop, and area mining for surface mineable reserves; conventional, standard continuous and super-section continuous miners, and longwalls for deep reserves; and highwall miners, thin seam miners and augers in between. This discussion is primarily directed to surface mining, however the same principles of least cost mining on a Net Present Value basis must be considered in all cases.

Jan 1, 1994

By John J. Sammarco, Alan G. Mayton, Elaine N. Rubinstein

Researchers from the National Institute for Occupational Safety and Health (NIOSH) developed a light-emitting diode (LED) area luminaire called the Saturn and conducted a laboratory study using a Fletcher High Dual-boom Mast Feed (HDDR) roof bolting machine. The Saturn luminaire was designed to (1) enhance floor illumination to enable better detection of trip hazards in the interior spaces of a roof bolter and (2) reduce glare that has typically been an issue of concern on roof bolters. This paper reports on the results of achieving the second objective. The existing roof bolter lighting was the baseline and was compared with three versions of the Saturn luminaire relative to light intensity (100%, 75%, and 50%). Discomfort and disability glare data were obtained from 30 participants that comprised three age groups. Discomfort glare perceptions were obtained using the De Boer rating scale, and disability glare was quantified by using Mars Letter Contrast Sensitivity tests. Discomfort glare was reduced at least 3 levels with all Saturn versions. Also, a predictive model was used to estimate discomfort glare, and the results were similar. Disability glare was the least for the Saturn’s 50% intensity, and all Saturn versions had significantly less disability glare than with the baseline lighting. Veiling luminance was calculated and used as another indicator of disability glare. Veiling luminance was 28 to 42 times greater with the baseline lighting as compared with that of the Saturn lighting. Lastly, visibility levels were calculated. The Saturn versions were 4 to 6.5 times better in terms of visibility level.