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By C. J. Veal, C. I. House, S. R. Bellamy

INTRODUCTION Coal gold agglomeration (CGA) is a new concept in gold processing. It involves the recovery of oleophilic (oil-loving) gold grains by causing them to adhere selectively to the surfaces of coal oil agglomerates. Under optimum conditions very high recoveries of gold. can be achieved. The agglomerates are recycled to build up gold loading to typically 1000 - 5000 g/tonne. Bullion can be produced by burning the loaded agglomerates with subsequent recovery of gold from the highly loaded ash either by dissolution/electrowinning or smelting. A wide-ranging programme of laboratory testwork has been performed to investigate the response of different ore types to the process. This has shown CGA to be most applicable to ores in which the gold is liberated or easily liberatable, relatively coarse (ca 500 µm) and fine (<5 µm) gold grains being recoverable with equal ease. The best opportunities for CGA seem to be: • placers containing fine gold not recoverable by gravity concentration • low grade gravity concentrates to avoid multiple magnetic/gravity separation stages and amalgamation • free milling ores where the gold can be liberated at a reasonable ore particle size eg >d80 50 µm • tailings past or present from gravity concentration plants. CGA testwork ranging in scale from laboratory to pilot plant on tailings produced by gravity concentration in the 19th century Australian gold rush has already been reported (Bonney, C F, 1988; House, C I, Townsend, I C and Veal, C J, 1988). An economic appraisal for a Canadian free milling gold ore has also been published (Buckley, S A, House, C I and Townsend, I G, 1989). This paper describes results of a detailed laboratory programme to assess CGA as a means of recovering gold from a beach sand deposit in New Zealand. The area from which the samples were taken consists of quarternary interglacial marine, lagoonal, fluvial and eolian deposits. The heavy minerals present are predominantly ilmenite and garnet and small concentrations of gold. In certain locations the sands and gravels are consolidated by a limonitic cement. In the 19th Century some parts of the deposit were mined and the ore processed using stamp milling and gravity concentration. Gold recoveries were low, probably below 50%, due primarily to the fine size of the gold grains, the flaky nature of the gold and also imperfect liberation by the stamp mills. Our laboratory testwork was divided into three parts: i) Preliminary studies on an initial sample to assess the feasibility of treating the ore by CGA ii) Extended studies on further samples from various locations in the deposit to confirm predictions from (i) iii) Conventional gold recovery techniques. EXPERIMENTAL PROCEDURES All CGA tests were performed by agitating a slurry of ore in water in a 0.6 dm3 pyrex beaker fitted with four vertical baffles. When required, potassium amyl xanthate collector was added and the slurry conditioned for 5 min. Coal (ex BP Coal Australia&apos;s Tahmoor Colliery) previously ground to a d80 50 µm was added followed by a commercial grade of gas oil (density 840 kg/m3). The agglomeration time was 30 min. The agglomerates were separated from the tailings by screening, both were then dried and analysed for gold by fire assay. This test procedure provides a reasonably accurate estimate of gold recoveries that might be expected from our 1 tph pilot plant. Ore samples were ground either dry in an agate ring disc mill or wet in a steel batch tumbling

Jan 1, 1989

By Joseph L. Walker

INTRODUCTION In looking over the diversity of the papers that are being presented during this meeting on The Industrial Practice of Fine Coal Processing one cannot help but be impressed with the progress the industry has made in beneficiating fine raw coals, and in the number of innovations that are under study to increase recovery and to improve the quality of the finest size particles produced at a preparation plant. Those who are not in our industry, who look at the technical program, might be confused, when they see that the papers include such topics as cleaning to zero and heavy media cyclone cleaning 28M x 100M; application and performance of fine coal jigs, tables, hydrocyclones, spirals, and flotation; filtration, dewatering and thermal drying; and ancilliary aspects such as fines handling, instrumentation and process control plus screening and liberation. This is an observation and not a criticism of the diversity of papers being presented. The program fits within the parameters of fine coal preparation as the term "coal preparation" is defined, but perhaps not as the term "fine coal" is defined. Admittedly these definitions are sometimes loose. However, each should be made more definitive if a meaningful fine coal preparation overview is to be possible. COAL PREPARATION DEFINED In the opinion of the writer, the term "coal preparation" should be defined as including all work activities that are performed on all components of a run-of-mine coal from the time it leaves a surface reserve or an underground portal, until all components are either ready for shipment or are stowed on, or in the earth in an environmentally acceptable manner. This definition excludes the work that is performed to improve coal quality or handleability inside the mine or pit. This work is commonly called "face" or "pit" preparation. FINE COAL DEFINED The term "fine coal" means different things to different people. In the past, anthracite finer than No. 3 Buckwheat (3/16 in.) was considered fines which often were discarded from the breaker as an unsalable by product; and bituminous coals finer that about 1/4 in. (slack) were either discarded or sold at cost to prevent an accumulation of "no bills" which referred to a product having no immediate sale. Although a standard definition of "fine coal" is yet to be accepted by the industry, a designation of coals by particle-size range has evolved through the wide use of three-circuit flowsheets, wherein the optimum size range by washer type determines the size fractions: a coarse-coal circuit for the plus 3/8 in., a -11- coal circuit for the 3/8 in. x 28 Mesh, and a fine-coal circuit for the remaining 28 Mesh x 0. Logically, the term "fine coal" should refer to some resultant size fraction or some top size by zero. This definition should include a 28 Mesh x 0 feed to a flotation cell but should exclude a 28 x 100 Mesh size fraction fed to a heavy media cyclone. Failure to include the resultant sizes in the definition precludes accounting of the full range of particle sizes present in the feed to the plant. Since the 28 Mesh x 0 fraction is treated in the final circuit of the three discreet washing circuits, now almost always used in U.S. commercial applications, and since it contains all of its resultant sizes, in the writer&apos;s opinion, it should be designated "fine coal". FINE COAL CLEANING Cleaning coal fines, which in the past was at best marginally profitable, is now an essential part of coal preparation strategy for a number of reasons : 1. Raw coals now cost more to produce and

Jan 1, 1988

By Duane A. Smith

Horace Tabor. No 19th century Colorado mining man is better known but, unfortunately, probably less understood. He is little appreciated for his significant contributions to the industry and the state. A century ago, Tabor was headline news. The legend today, however, has become so all pervasive and so interwoven with fact that the two are hard to separate. For example, he never told Baby Doe on his death bed to hang on to the Matchless mine. Yet this has emerged as staple Tabor fare. So much attention has been focused on his matrimonial triangle that it overshadows the man. Symbol of mining&apos;s reward Tabor traveled west in the 1859 Pike&apos;s Peak gold rush. In the next generation, he came to symbolize the rewards mining might lavish on an individual. The Leadville Daily Herald (Sept. 10, 1882) could write, without exaggeration, that "the extent which the mining industry of Colorado is under obligation to Tabor cannot be easily estimated - what he has done for Leadville and Denver is patent to all." It had not come easily, nor had Tabor started out a success. His early placer mining at Payne&apos;s Bar, near present-day Idaho Springs, CO, had turned no fortune. So in 1860, he, his wife Augusta, and son went south to Colorado City, then over Ute Pass and up the Arkansas Valley to Oro City. Arriving soon after the initial discovery, Tabor staked a good claim. With a sharp eye, he and Augusta broadened their base by establishing a store. Both mining and business would pay dividends in the following years. By the season&apos;s end, though, Oro City was already declining. Always on the lookout for a richer district, Tabor and his family moved the next year across the mountains to promising Buckskin Joe. The familiar pattern followed, with the store and post office being the center of their attention. Mining investment and management now replaced the earlier physical panning and sluice operating. Seven years later, the Tabors abandoned Buckskin Joe and returned to Oro City. It had moved up California Gulch to be near the district&apos;s best mine, the Printer Boy. Middle class was not enough Middle class respectability, plus a steady income, was the Tabor&apos;s by the 1870s; fine as far as it went. But it proved far from the fortune Horace had always been seeking. Oro City languished in the backwash of Colorado mining and Tabor seemed like many men who had drifted around the Territory following the ebb and flow of mining. His faithful wife Augusta had been a steady factor in the success the family achieved. She helped year after year to operate the store and post office. Not simply the happy-go-lucky individual he has often been portrayed, Tabor was a hard working businessman/mine owner. An R. G. Dun and Company agent evaluated him in 1876 "Net worth $23,200. Is a very shrewd businessman and not liable to lose money, has a good chance to make money as he had no competition." Leadville: Tabor&apos;s silverlined-fortune After all those years on the Colorado mining frontier, in 1877, Lake County&apos;s wealthiest and most respected merchant made another move. It was short in distance, only 4 km (2.5 miles) down California Gulch, then a little north to a new mining camp. This new camp, soon named Leadville, gave birth to the Tabor fortune and legend. Middle-aged (Horace was 47), the Tabors once more set up their general store and found themselves in the midst of the open¬ing of a new district. This time silver beckoned and not the gold that had brought them West 18 years before.

Jan 1, 1989

By Victor F. Hollister

Introduction Trends of successful discovery technology and psychology emerge from a thoughtful study of various companies&apos; exploration programs. These subjective patterns can be generalized into groups of factors for discussion. Here, for convenience, factors that influence exploration success are separated into management and geologic concerns. Most successful discoveries have a demonstrably favorable management combined with a technically competent geologic input. Both are required. But the management input is decisive. Management factors include the correct definition of management&apos;s role; cost of exploration; time needed for exploration; commodity selection; and the fostering of autonomy, creativity, and confidence in the geology department. Geologic factors include imaginative technical competence (field as well as academic), correct development and use of empirical exploration or prospecting models, and dedication. Success comes to those entities that are properly managed and have technological competence. A management team that directs a company&apos;s business has been compared to a dynasty. The dynasty lays out policy and follows up with appropriate action. In that management&apos;s power is pervasive, the term is appropriate. Management&apos;s role is, however, more important. Many examples can be cited where the geologic input was impeccable. But management somehow snatched defeat from the jaws of victory, and the exploration success was turned to a third party&apos;s profit. Management Factors Management&apos;s role can be broadly generalized to four parts. These are to identify the commodities it seeks, define its part in the exploration process, develop a functioning exploration department, and have the desire to succeed. It must have confidence in its geologists and delegate to them the authority and responsibility they need to operate successfully. Head office management cannot do the thinking for a field staff thousands of kilometers away. There is no substitute for confidence and delegation of authority. Successes came to those who had the freedom to act. Motivation is a management requisite. Management&apos;s role is to prevent destructive, internecine political battles within the corporate structure. Most large US mining corporations have well known histories of political strife that have damaged their exploration efforts. Management&apos;s role must, above all, include the desire to succeed. There are cases where management has been confronted with a commercial exploration success, but their reaction is to request additional study or exploration. Perhaps the problem of bringing a commercial find into production is beyond their capabilities. But a bona fide discovery sent back for additional work commonly is lost due to that management. The cost of exploration is a factor that management must accept. A variety of studies made during the past 40 years shows the cost per discovery to be $25 million, $38 million, $200 million, or even $290 million. These figures are derived by dividing the total exploration expenditure by the number of discoveries. However, successful management dynasties have a much lower cost per discovery during their management regime. Asarco, from 1948 through 1963, had one of the lowest cost discovery rates in the world. Duval Corp., from 1948 through 1968, had comparably low discovery costs. Placer Development, from 1955, was equally successful. Western Mining in Australia has had one of the longest lived dynasties associated with exploration success. Time is vital in exploration success. Most successful exploration case histories stress sufficient time in project exploration so that the target is well tested. A large target cannot always be adequately evaluated by a few holes (strat or concept testing). Serendipity helps in exploring large targets, but it best operates in a lengthy program. Numerous case histories include pleasant surprises. But these came mostly after the 10th hole. Commodity markets are important factors governing exploration success. Management&apos;s decision to explore for a specific commodity can doom its effort if that product suffers from severe oversupply. Unquestionably, progressive copper price increases from 1948 through 1968 helped convert marginal porphyry copper discoveries

Jan 8, 1985

By Scott G. Britton

This chapter discusses the necessary construction techniques for installing coal mine ventilation devices. Included in the discussion are the major air controlling devices called over- casts, regulators, stoppings, and doors. Under-casts, although a valid device, are used infrequently in coal mining and are not discussed here. Typically, coal mines require a great many ventilation devices to control the air movement. Post-I969 mines have had to design their air systems to comply with the Federal Coal Mine Health and Safety Act (CMHSA) as discussed in Chap. 1. Pre- 1969 mines have had to redesign major portions of their systems to comply with the basic components of the law such as separation of air courses, single unit split ventilation, and minimum air quantities. It is not uncommon, therefore, to find a large mine (2.0 Mt/a) requiring several hundred overcast installations (permanent, as well as repeat construction), plus doors and regulators placed among a thousand or more stoppings. When each of these devices is subject to leakage from installation and weathering defects, the importance of effective construction becomes evident. An historic rule of thumb for average mine ventilation says that about 70% of all the air pressure generated by the mine fan is lost between the portal and the working faces. Of course, this rule is subject to many factors, but the message is clear: there is a tremendous inefficiency in controlling leakage through common air devices. This chapter strives to present a standard approach and design alternatives which can go a long way in reducing this leakage, and hence, ventilation costs. Historically, mine ventilation has progressed from natural, or draft ventilation, to fire-induced ventilation (Fig. l), furnace-fired centrifugal fans and finally, to today&apos;s modem mine fans. Underground controlling devices have been in use in the coal mines since the late 1600s, but the CMHSA of 1969 was the real turning point for mine ventilation. Minimum quantities and velocities of fresh air were required for mining, forcing coal operators and engineers to reevaluate and improve their systems. As a consequence, the cost for ventilating air increased. Today, companies face a variety of choices among design alternatives, materials, labor, and costs of ventilating devices for their mines. The best approach for any individual company or mine is determined by (1) the needs of the mine, and (2) the local design parameters. In my discussions of ventilation construction I shall be fairly general in terms of device installation steps, where specifics are warranted for clarification, I will include this information.

Jan 1, 1983

By A. T. Iannacchione

Recent fatal injuries occurring during pillar retreat coal mining call for better identification of the hazards and recognition of risks. Ground control hazards associated with room-and-pillar retreat mining tend to intensify with depth, requiring extra precautions in the form of additional controls. In many locations these activities are further complicated by local complexities often associated with unique or novel circumstances, such as over-mining or under-mining. One technique recently studied by NIOSH, Major Hazard Risk Assessment (MHRA), may help mine operators to mitigate the risks associated with pillar recovery operations. The approach was trialed at two underground coal mines in southern West Virginia that are currently practicing pillar recovery. The first step in the MHRA process involved reviewing the segments or parts of the pillar extraction mining system and identifying associated hazards and threats to the operation. Some of the high risk hazards at these two sites included: ? Rock fall during pillar extraction covers equipment and injury occurs during recovery operations, ? Rock fall above the roof bolt horizon, potentially injuring ? workers and/or requiring recovery action, ? Rib fall under deep cover, potentially injuring workers, and; ? Strata instabilities associated with subsidence of the interburden due to simultaneously mining two seams in close vertical proximity to one another. The mines? risk assessment teams then considered each threat individually in order to systematically identify potential unwanted events. The top unwanted events were examined individually using structured risk analysis tools. The output from the process includes a list of priority existing controls for monitoring and auditing, and a second list of potential new controls. These controls consisted of: Examples of best practices, ? Enhanced communication, ? Implementing standard operating procedures (SOP), ? Protocols for emergency response actions, ? Effective layouts, ? Efficient monitoring, and; ? Successful audits. This paper documents the process as it unfolded at the two mines, and analyzes the strengths and weaknesses of the MHRA technique as it applies to pillar recovery operations. This work was part of a larger NIOSH research project. NIOSH was responsible for: 1) facilitating the risk assessment process known as Major Hazard Risk Assessment (MHRA), 2) documenting the risk assessment process, and 3) providing mine management with a written draft summary of the risk assessment process. The results of the risk assessment represent the thoughts and opinions of the individual risk assessment teams and should in no way be construed as an endorsement of the risk assessment output by NIOSH or the University of Pittsburgh.

Jan 1, 2009

By H. M. Conger

I&apos;m really very pleased to be talking with you today about the environmental impacts of gold ore processing as part of this symposium on emerging process technologies for a cleaner environment. But before I talk about some of the newer developments that are coming, I would like to set the stage by reviewing some of the recent past. Over the last decade or so the U.S. gold mining industry has experienced remarkable growth, primarily in heap leaching operations, and not surprisingly there has been parallel growth of environmental regulations. At Homestake, we have had the excitement of bringing on-line a new mine embodying state-of-the-art technology and environmental planning, and during the same period the flagship of our company, the Homestake mine, has been brought into modern day compliance through the application of innovative environmental technology. This has been a learning process; in both cases we found that we had to develop new ways to meet our objectives. At our McLaughlin mine in California a major achievement was pioneering the use of pressure oxidation, or autoclaves, for refractory gold ores, and at the Homestake it was the development of a unique bio-treatment plant for wastewater. These projects were developed balancing operational goals, environmental concerns and costs, and I would submit that being cost-effective is our greatest challenge in the development of new, environmentally sound, process technology. In meeting that challenge, our job has not been made any easier by the myriad environmental laws and regulations that directly affect the design and operation of our facilities. Most of these constraints have evolved through the political process more or less independently, but in their application there often are over-lapping provisions. Adding to this complexity is the fact that action takes place in both state and federal arenas. As a result, state and federal roles sometimes become intertwined, and a good case in point is provided by various cyanide issues faced by gold producers. The vast majority of U.S. gold mining takes place in the so-called "mineral States," the western States that come under the Mining Law of 1872 as amended. This is the basic statute that provides for access and tenure to develop mineral resources on federal lands in those states. There is gold mining outside the defined mineral States, and there is also gold mining in the mineral States on private lands. Our own Homestake mine in South Dakota is one of the best examples of the latter category: located entirely on private land, it is nevertheless subject to at least 13 federal environmental statutes and some 29 federal regulatory requirements. There are also nine significant state statutory and regulatory requirements that apply. On federal lands in the mineral States there are numerous federal statutes and regulations which affect mining, over and above the current Mining Law. These, which are in addition to the laws applying to private land, include the National Environmental Protection Act and the Federal Land Policy and Management Act, among others. Still, those who advocate radical changes in the basic Mining Law would have us believe that sweeping environmental protection and reclamation provisions, not to mention new land use restrictions, are needed. Such changes could effectively prohibit mining on the federal public lands. Strict enforcement of our current Mining Law would have presented most of the abuses cited by the critics but if the Law is to be changed at all, I believe that, at a minimum, the principles of self-initiation and security of tenure embodied in the present statute should be maintained. These are critically important concepts, but there are other statutory and regulatory issues constantly before us as gold miners. Let me cite a few examples: Reauthorization of RCRA There are several bills being considered by Congress to amend the Resource Conservation and Recovery Act (RCRA) that have as their theme

Jan 1, 1992

By George H. K. Schenck

INTRODUCTION Boom-type miners mechanize the cutting and loading of a solid face of rock having a compressive strength as high as 124 MPa (18,000 psi). These machines differ from continuous miners in that they can cut much harder rock for any given cutter-motor power. In addi¬tion, a boom miner is more flexible, selectively cutting any cross-sectional configuration from circular to square arched faces, 1.57-rad (90°) turns, and mixed faces. The basic operational concept of these machines, utilizing a rotary cutterhead mounted on a slewing boom, gained importance in Europe during the 1960s, where, due to their specialized use in roadway development in coal mines, they were called roadheaders. Along with continuous miners, boom miners share the ability to fully mechanize the cutting and loading of rock, while eliminating the need for explosives and the shattering and overbreaking of roof and rib rock that is normal with conventional mining methods. The machines are crawler-mounted and most have a gathering-arm load¬ing system that, moves the cut rock onto an internal chain conveyor, subsequently discharging the rock into a transport device such as a shuttle car or a bridge conveyor. Light- to medium-weight boom miners are cutting softer rocks and minerals successfully, including coal, shale, rock salt, potash, phosphate, weak sandstones (e.g., those associated with uranium ore), and other softer ores such as iron. Heavy third-generation ma¬chines have extended rock cutting to much harder ores such as borate, oil shale, and almost all rock associated with coal seams, except for the harder sandstones and limestones. The mention herein of specific manufacturers, brand names, or models is made by way of example only and does not constitute endorsement by the author or The Pennsylvania State University. All costs cited herein are in 1977 US dollars. TYPES OF BOOM MINERS All boom miners utilize drag bits fixed on a rotary cutterhead that is powered by an electric motor mounted in the slewing and elevating cutter boom. The cutter¬head is either a ripping or a milling type, and the machines have evolved through three generations (Boldt, 1977). As shown in Fig. 1, only one boom miner cur¬rently produced can use both ripping and milling cutter¬heads on one machine. Table 1 lists boom-miner models built in large num¬bers and/or successfully used or marketed in North America. Table I excludes machines of which only a few have been produced and none sold in North America, such as those manufactured by Demag, Eick¬hoff, Paurat, and Thyssen-Rheinstahl. The only Ameri¬can boom miners are the F-16 and Super ROC¬MINER"&apos;, manufactured by AEC, Inc., State College, PA. Machine Generations Three generations of boom miners can be distin¬guished according to their times of introduction, their rock-cutting abilities, and their weight classifications. Fig. 2 illustrates typical best-practice production rates possible from boom miners for selected cutter-motor power sizes (other power figures can be interpolated). Productivity is related directly to the energy applied to the cutterhead and indirectly to machine weight; higher

Jan 1, 1982

Introduction The US mineral industry in 1983 participated in the recovery from the recent recession. Compared with 1982, the value of raw nonfuel mineral output rose 8% to $21.2 billion. The $218 billion worth of goods processed from this crude mineral output represented a 9% increase over 1982. Even in real terms, these figures reflect growth. Demand for nonfuel mineral materials, of course, depends on the overall state of the economy, which steadily improved each quarter in 1983. Of particular importance to the mineral industry were surges in key mineral-consuming sectors such as construction and automobile manufacturing. New housing starts rose one-third, to 1.7 million units, while automakers turned out about 35% more cars (6.8 million) and 25% more trucks (2.4 million) than in 1982. These are significant increases, even considering recent trends toward smaller, lighter vehicles, and multiple-unit housing. A comeback for the mineral industry, however, is bound to proceed unevenly, particularly at the beginning. Traditionally, the industry lags behind the rest of the economy during a recovery, and some mineral products respond to overall economic improvement more quickly than others. This pattern has been repeated many times and the industry is used to it. Mineral executives know it is best to be patient and cautious during the first stages of an economic upturn. Many experts say that it may take extraordinary toughness, patience, and caution this time around. Steel Improves Raw steel production - a major indicator of both material use and mineral production - rose 14% to 77 Mt (85 million st), stimulating a 7% rise in domestic iron ore production to 39 Mt (38 million It). Still, the iron ore industry operated at less than half capacity, with most major mines remaining closed for part of the year. Iron ore imports dropped 24% to 10 Mt (11 million st), so demand was partly met by withdrawals from stocks. Despite the increase in steel production for 1983, output remained far below levels of just a few years ago. For example, 1983 production was still 29% less than in 1981. Raw steelmaking capacity actually declined about 10% during the year to 122 Mt (135 million st). The industry continued to cite steel imports, especially those from developing nations, as a major cause of domestic capacity loss. As long as steel production remains weak, steelmaking metals suffer. Domestic producers of bulk ferroalloys of chromium, manganese, and silicon operated at about one-third capacity in 1983, with six of the 19 companies involved being closed all year. The US mined no manganese or chromium, and very little nickel, although the country&apos;s only nickel mine did resume production in November. Molybdenum production, at 13.6 t (15 st), was only about one-third as much as in 1982. The major molybdenum mines, Climax and Henderson in Colorado, remained closed all year. To meet demand, molybdenum stocks were halved to 19 t (21 st). Mine shipments of tungsten, another mineral tied to steel production, dropped 30% to 1.1 kt (1,200 st) of contained metal. One of the most positive responses to the general economic recovery came from the aluminum smelting industry. By the end of the year, it was operating at about 79% capacity, compared to 59% in January. Nevertheless, the 3.3 Mt (3.64 million st) of primary aluminum produced represented only a slight increase over 1982. Total bauxite imports were about 27% below 1982 levels. Production of magnesium metal rose 11% to 100 kt (110,000 st). But titanium was more typical of other

Jan 5, 1984

By R. Kent Comann

Introduction This article describes ways to maximize employment potential for those looking for a job in the minerals industry. Advice on the right way to prepare a resume is followed by tips on where and how to look for a job and ways to make the best of an interview. Information on current salaries is also included. RESUME NAME: Give home and college addresses and telephone numbers, ADDRESS: if still in school. Otherwise, give home address and TELEPHONE: telephone plus business telephone number. JOB OBJECTIVE: What do you want to do? EDUCATION: List degree(s), name of college(s), location(s), and date(s) degree(s) received or to be awarded. Do not list your high school but do include postgraduate education, training, or seminars. WORK EXPERIENCE: List your most recent experience first, and the rest in reverse chronological order. Include dates (month and year) and company names. First show the entire time spent with each employer, then list the various jobs (with dates and duties) you may have had with this employer. MILITARY SERVICE: List dates, branch of service, and duties. If you did not serve, delete this section. COLLEGE ACTIVITIES: Show organizations, sports, and offices held. Only list these if you are a graduating senior, otherwise delete this section. PERSONAL DATA: List age, marital status, height, weight (optional), foreign languages spoken, professional memberships, and health (if good or excellent, otherwise do not mention it in the resume). If you prefer a certain location and would not accept a job anywhere else, list the location desired. Otherwise, do not restrict yourself. Also list special skills, hobbies, or interests that will help sell you to the company. Be brief in this section and use good judgement as to what you say. REFERENCES: Furnished on request. Resume Guidelines There are some things to remember when preparing a resume. These include: • Limit your resume to one page, unless you have a lot of experience. Then it should be a maximum of two pages. • Use 8.5 x 11 plain bond paper, white or off-white. Stay away from colored paper, odd size paper, and cute resumes. They are counter-productive. • Make certain your resume is typed professionally. Be sure to check for spelling, grammar, and typographical errors. • Have your resume reproduced by copier or printing shop. Do not use carbon copies. • Keep your sentences and remarks short and punchy. Use action verbs. • Have a good layout that is easy to read, brief, and uncluttered. Allow some white space in your resume. There are also some things you should not do when preparing a resume. These include the following: • Do not include a photograph or mention your religion, race, or sex. • Do not leave gaps of time unaccounted for in your resume. • Do not include your college transcripts with your resume or list all the courses you took in college. • Do not list all the articles you have written. Only list one or two, if appropriate for, say, a research and development job. • Do not include reference letters with your resume. Any good, prospective employer will make telephone reference checks. • Do not use "Curriculum Vitae," use "Resume." • Do not include unnecessary data such as your social security number, passport number, or PE registration number. If you are a PE or EIT, be sure to mention that in your resume. Do not mention US citizenship or US work permit unless you have a foreign education or are not a native US citizen. • Do not include present salary or salary requirements. This will come out in the interview. • Do not use the word "I" in your resume or refer to yourself in the third person. • Do not lie, distort, exaggerate, or editorialize in your resume. • Do not have your resume prepared by an outside resume service. This is unnecessary, costly, and generally not effective.

Jan 2, 1985

By I. S. Parrish

Locating and defining an ore body with minerals or metals that can be recovered at a profit is the objective of minerals exploration. Direct exploration involves examining and sampling rocks either in outcrop, underground exposure, drill core, or cuttings. Indirect exploration infers the measurement of some physical, chemical, or biological factor that reflects the possible presence of the metal or mineral of interest, or a structure that may act to collect, concentrate, or otherwise favor the presence of the desired commodity. Included here are all forms of geophysical, geochemical, or geotech-nical prospecting. In recent years, indirect exploration has given rise to an impressive number of specialists and a variety of techniques. Less impressive is the success rate or productivity of the modern explorationist. Exploration Productivity Losing Ground Judging from the low number of mine openings or mine discoveries in recent years, the exploration industry is not as productive as it once was. Many will take umbrage at this judgment, but a review of the literature will support this statement. In Canada, from 1951 through 1960, there was an average of 5.6 discoveries a year. From 1961 through 1976 there were only four a year. This nearly 30% reduction occurred despite a massive increase in exploration funding. From 1950 to 1955, the Canadian mining industry spent $5 million (1975 dollars) for each minable deposit found. During the period 1970 to 1975, the cost was $25 million for each one found. The industry was spending five times as much and finding 30% less than a generation earlier. This is not indicative of a productive endeavor. The loss in productivity is even more apparent to explorationists who wander the western US, and are awed by the thoroughness and discovery rate of those early prospectors who explored from 1850-1920. The "old-timers" missed very little. They used pans and crude chemical tests in place of plasma or X-ray fluorescent assay techniques. But, they found ore bodies that led to mines. Today, the best prospecting areas are pockmarked by the hand dug pits, trenches, and shafts left by our predecessors. The success or productivity of the old-timers may be attributed to any or all of several factors. Granted, they were looking at virgin ground and at deposits that in many places were exposed. The factor most critical is, however, that they employed direct exploration methods. They walked over areas of interest, traversed swamps and mountains, and followed "colors" in stream gravels to their source. They also chipped rocks, dug pits, trenched along structures, and followed the "leads." Many of today&apos;s explorationists, on the other hand, adopt a more sophisticated approach. A geologic model is conjured up so the exploration team "knows" models, but the model should be applied at a later stage in the exploration effort. J. D. Ridge has written an excellent article on the role and timing of models. Geologists should collect and assemble data, facts, and observations and fit these into a model and not conceive a model and seek data to prove their vision. Further, many exploration managers are adept and talented at devising exploration programs. They can program and use modern exploration techniques and tools. They can apply these and their modeling capacity to assemble a glittering array of targets. It would appear that in all too many instances, creating targets has been equated with and is considered being productive. As noted, finding ore bodies is being productive in exploration. Creating targets may or may not lead to ore bodies. As an end result, locating targets is not productive exploration. How then does one foster productivity in exploration? Some suggestions are to increase the use of direct methods, follow the methods and philosophies of old-timers, look at more rocks, do more field work, use foot traverses, and do more drilling. It may be argued that this is what the old-timers have done and we would then be hoping to find

Jan 11, 1983

By W. C. Yates

Lack of visibility from large, open-pit haulage truck cabs has become a serious safety problem. Anaconda conducted a research program to develop a low cost system to alert haulage truck operators to small vehicles present in blind areas. Several systems were developed and tested. As open-pit haulage truck size has increased, so has the size of the blind areas. Mine utility vehicles, pickup trucks, and cars are concealed within these blind areas and become safety hazards. Figure 1 shows the typical blind areas of a 136 t (150-ton) haulage truck. The areas of greatest concern are at the rear center and front right corner of the truck. In these "no visibility" areas many small vehicles have been crushed by large haulage trucks at various mine sites. In most instances, the occupants escaped the vehicle before it was destroyed. But injuries and death have occurred. In most cases, the accidents were attributed to negligence or carelessness by the small vehicle driver. The limited visibility problem still exists, though, and a solution is needed. Initial Solution The usual plane mirror on the driver&apos;s side and the convex mirror on the right front of the haulage truck allow only limited rear visibility. The typical, right side convex mirror is generally small and difficult to locate at a glance. This convex mirror also presents an image that distorts distance perception. These mirrors are of¬ten broken and immediate replacement not demanded or made. The US Bureau of Mines, in a contract with M.B. Associates, San Ramon, CA, developed an improved visibility system. It consisted of a larger, left view mirror and unique, blind area viewer. The large 230 x 690 mm (9 x 27 in.) left mirror has a small convex spot mirror near the bottom. The entire unit can be quickly replaced if broken. The large size provides a full view of driver orientation features such as the rear tire and the top of the load bed. The right 300 x 410 mm (12 x 16 in.) mirror has a convex surface and is quite rugged. The 510 mm (20 in.) spherical radius presents the operator with some distance distortion, but objects in its view are easily seen. The "blind area viewer" consists of a modified fresnel lens that allows the driver to "look around the corner." Installation of three of these lenses on the front of each haulage truck is rec¬ommended for adequate blind area coverage. This system significantly increases an operator&apos;s field of view and allows viewing of objects within about 3 m (9.8 ft of the truck. Many open-pit mines are nor mounting on smaller vehicles a long whip with a flag and lamp or both. This increases vehicle visibility to haulage truck operators. The whip is permanently attached to the mine vehicle. It can also be magnetically attached to transient vehicles. The whip system. though, is inadequate for visibility in the critical rear and right front blind areas. Alternate Solutions All of these visibility aids as¬sume an attentive driver. In addi¬tion, areas such as the rear blinc, area are not covered. Based on the inadequacy of existing visibility systems, Anaconda made a com mitment to further the truck de¬tection technology. The best ap¬proach was considered to be ar active system. It would notify the haulage truck operator that an en¬croaching vehicle is present. Sev¬eral systems were considered, in¬cluding ultrasonics and elec¬tromagnetics. For the ultrasonic system, com mercial and in-house design were looked at. Designing an( building transducers with the spe cific beam shape to match the haulage truck blind spots re¬quired a major technological breakthrough. False alarms ap¬peared difficult to prevent en¬tirely. They were caused by pass¬ing, trailing, or leading vehicles a., well as nonthreatening objects. As a result of these problems, the ul¬trasonic technique was not pur sued. An alternative, an electro

Jan 7, 1982

My "outside exploration" began in November 1908, only 16 months after I had come to Bisbee as a raw engineer. The well publicized reputations of eminent engineers up to that time, including John Hayes Hammond, Herbert Hoover, James Douglas, D.C. Jack- ling, J. Park Channing, and a few others had been due to new mines they had found or brought to successful operation. And here was I, a mere youngster, given a chance to join the group. I knew there would be disappointments but I had no idea how many of them. In spite of the many prospects that turned out to be worthless I never looked at a new one without the feeling that this one might turn out to be the big success. This confidence, blind as it was, gave every arduous examination a zest and it made me climb every mountain on which the owner said there was something worth seeing, or on which T could see a distant staining that might mean ore. If I looked at every showing the owner suggested he at least would think I was honest and would bring other properties to our attention. This reputation of never refusing to go to see an outcrop, no matter how hot the desert sun or how rough the terrain, was probably one of my best assets. High as my hopes were at the start, they proved not to be exaggerated and if I were given a chance to do it again I would not hesitate, in spite of the jaundice, rheumatic fever, and other maladies that beset some of the expeditions. On the whole the results have equaled all my hopes. Toward the end of my years of active exploration I totaled up the score. Out of the prospects submitted to us about two out of three were eliminated after questioning the owner or prospector, without an examination. This left about a 1000 mines or prospects that seemed worth at least a preliminary look. One out of seven of these was worth a little development and a seventh of this seventh turned out to be a modest success or better. And nine or ten in all, or one out of 1000

Jan 1, 1976

By J. M. Applegate, C. L. Morgan

Introduction In the same way that a blueprint communicates informa¬tion about a structure, a systems architecture should provide information that guides the construction and implementation of a computing system. Taking the blueprint analogy a step further, a plot plan can also show where, in the "bigger picture," a particular design fits (if in fact it does) and what a builder needs to know about the environment in which he or she will operate. In the context of business systems, a meaningful architecture should convey the following: • the primary purpose of computer-based systems rela¬tive to particular tasks or operations, • the relationship of the systems to each other and an indication of their interaction and dependencies, • the relationship of the systems relative to the organiza¬tion and its objectives, • indications of where IS/IT resources can best be allo¬cated to support the organization and • the overall context in which new systems and technolo¬gies can be assessed for both their impacts on current systems and on the organization itself. In theory, a well-designed systems architecture should allow an organization to focus its resources on those aspects of its business that matter most, thus, leveraging investments in information technology to a competitive advantage. In addition, the way that a computing systems architecture is represented should be un¬derstandable to non-IT staff, and it should be eas¬ily recognized by the people it supports. This pa¬per attempts to show that a meaningful systems model exists and that its applica¬tion to mining can achieve the desired results. The following discus¬sion is based on the au¬thors interpretation of a concept referred to as the computer integrated manu¬acturing (CIM) model, as developed by Allen-Bradley. An inherent strength of the CIM approach is that the model combines aspects of business-reporting structures with the manufacturing process itself. What results is a systems frame¬work that is aligned with relevant business processes and is, therefore, easier for non-IS/IT personnel to interpret. The successful application of the CIM model can be seen in a large number of both discrete and process-manufacturing facilities throughout the United States. This paper provides a brief overview of the CIM model and then describes how the model can be applied at a conceptual level to the mining industry. Finally, this paper proposes an extension to the CIM model that the authors believe will make it easier to understand and apply. CIM model As shown on Fig. 1, the CIM model begins with the most detailed levels of process equipment and works its way up to the highest level of consolidated financial reporting. Systems at each level are characterized by common attributes, users, time frames, etc., providing a clear picture of their interac¬tion. Further analysis of the relationships between systems and between levels provides insight into the opportunities for integration. Regardless of the industry or processes involved, the CIM model provides a framework in which the characteristics of systems and the data they manage can be predicted based on the nature of the business function they support. In general, as data moves upward from the lower rungs of the CIM model, it changes from de¬scribing the physical na¬ture of a process to describ¬ing its financial aspects (e.g., from productivity to cost). The time frame to which data applies also transitions from a very short duration, perhaps only milliseconds, to financial or regulatory reporting time frames that may span years. In a simi¬

Jan 1, 2000

By Michael Chender

The rapid and continuing expansion of computer and communication capability is giving birth to profound changes in the business environment. Some commentators hold that the basis of the world economy has already shifted from industry to information. Regardless of the overall implications of these changes, it is now clear that every company potentially has both access to and a need for much more information for decision making than was the case a few years ago. The importance of information to the mining industry has been underlined by the rash of unexpected economic and political developments and by the accompanying market volatility that have marked the past decade. It should be abundantly clear to even the smallest mine operator that the price for his output can be instantly affected by unexpected developments halfway across the world. Nevertheless, many mining companies still are much less sophisticated about information than they might be. For many, the historical feeling that information is an unnecessary luxury for a production-oriented business still seems to linger. On the other hand, the overwhelming volume of source material, uncertainty as to its accuracy, and the problems of finding relevant material when needed, presents stumbling blocks to viable systems of information management. Introduction When a company needs certain information, it has two basic alternatives. It can either research and develop the information in-house or pay for someone else to do it. Few mining companies have the in-house capability to assemble information needed for careful planning. On the other hand, companies often engage consultants to find information that is in fact easily accessible. All too often companies give up on procuring needed information because of the frustration of not being able to find it, and of not wanting to pay seemingly exorbitant sums for someone else to produce it. The result is poor planning. This article addresses two aspects of the information problem-finding the right sources and then accessing the particular information desired, especially as it pertains to nonferrous metal exploration and development issues. In the first section, major English-language sources that report on exploration and development (excluding primary sources of geological information, such as technical journals) are discussed.* In the second section, some available techniques for efficiently accessing this information are presented, focusing on the new MINESEARCH database system. Part One: The Information Following the News The most obvious way to follow exploration and mining developments from a distance is through regular mining media. Many active mining districts have local newspapers, usually published in the district&apos;s major towns, that give extensive coverage to miningrelated activities. For instance, to follow activities in Idaho&apos;s Coeur d&apos;Alene silver district, one might subscribe to the Kellogg Wardner News and/or the Wallace Miner. Similarly, one might get the Sacramento Bee for news of current mining developments in north-central California. The American Metal Market, published in New York, is the daily newspaper that covers the metals industry as a whole, both in the US and abroad. Its coverage is weighted towards the refining, manufacturing, and consumption end of the business, but it frequently carries stories on mining activity, company dealings, and market outlooks. For news of major mining companies, the daily Wall Street Journal provides occasional coverage of North American companies, while the Financial Times of London serves as probably the best single source for worldwide company information. International Coverage There are three metals industry weeklies that have broad international coverage and readership. These are Metal Week, Metal Bulletin, and Mining Journal. Each has its strengths. Metals Week, a McGraw-Hill newsletter, focuses primarily on news of the metals markets, concentrating on those developments that are seen to most directly affect the price of nonferrous metals. Metals Week is strongest on North American news. Metal Bulletin, published in London, is particularly strong on

Jan 4, 1983

Power cable costs are only a small part of total mining costs. So many mine operators consider power cable failure and resultant downtime as part of the cost of doing business. But, viewed in terms of lost production, these costs can be quite significant. Now one company, Cablec, seeks to cut cable costs by upgrading the polymer compounding process used to make cable insulating and semiconducting materials. Cablec is the leading manufacturer of electrical power cables in North America. And with about a third of the market, Cablec is the largest supplier of power cable to the mining industry in the United States. To improve its products, Cable has entered the polymer compounding business. In July, it began producing insulator and semiconductor polymer compounds at its plant in Indianapolis, IN. "This new facility provides a quantum leap over conventional compounding methods," said Harry C. Schell, Cablec&apos;s president and chief executive officer. "The Cablec polymers plant is producing a dramatically higher standard of polymer compounds that provide significantly higher levels of performance and improved life cycle costs for power cable." Cablec faces tough foreign competition in the wire and cable business. Competing on price alone is difficult, particularly when foreign producers are state subsidized. So Cablec feels the best way to compete is to establish new quality production standards. The company&apos;s new polymers plant is one way to do this. By increasing purity control and uniformity in polymer compounding, Cablec says its power cables will last longer and fail less often. A typical medium voltage cable consists of a conductor, conductor shield, insulation, insulation shield, metal shield, and jacket. The conductor shield and the insulation shield are conducting polymers. Contaminants and imperfections can occur within the insulation, at the conductor shield/insulation interface, or at the insulation shield/ insulation interface. Over time, these contaminants and imperfections can decrease the electrical strength of the cable or cause premature cable failure. The effort to minimize the number and size of any possible contaminants begins with pure polymer compounds mixed in a clean facility. However, most power cable manufacturers manually handle raw materials, use ethylene/propylene (EP) in bulk bales, and mix polymercompounds in open Banbury mixers. The quality and uniformity of polymer compounds is also impacted by temperature variations in the mixing process. This results in wide gradations of product consistency from batch to batch and ultimately contributes to power cable failure. Cablec says the improved polymer compounds from its state-of-the-art plant will be the purest and most consistent insulating and semiconducting materials available. The plant itself RCA spent $18 million to build Cablec&apos;s Indianapolis plant. RCA used the facility to mix specialty polymer compounds used to make video disks. RCA had two considerations in mind for the plant, cleanliness and uniformity of the compounds. However, when the video disk market failed to materialize, RCA sold the 46.5 dam 2 (50,000 sq ft) plant to Cablec for $3.1 million. Cablec invested an additional $3 million for modifications and increased production capabilities. Today&apos;s replacement cost for such a facility is estimated at $30 million. Cablec says the plant will set a new standard for performance and be economically difficult to duplicate anywhere. One of the essential elements of the plant&apos;s clean process environment is the air intake system. It filters contaminants greater than 2 um, less than one-fiftieth the current industry standard. All material handling and conveying areas in the facility are air-locked. This keeps out contaminants such as smoke, dust, and pollen. Banks of pneumatic pumps move polymer components through the system and continually filter the air. The plant also has a backup air intake system. No process downtime due to pump failure here. From the time raw material enters the plant, it is stored, transported, and processed in filtered air by an airtight stainless steel system. The stainless steel resists rust and corrosion. This further eliminates the danger of contamination from paint or rust particles in the conveyance network. A computer system allows a single operator in a central control room to monitor every aspect of the compounding process from air quality to line speed. The computer

Jan 12, 1988

A panel discussion on carbon-in-pulp processing of gold and silver ores was one of the highlights of the 1981 AIME Annual Meeting in Chicago. The session generated considerable interest and discussion among panelists and the audience. For those unable to attend the panel, the program was recorded and the discussion appears in this two-part report. The panel was co-chaired by Robert S. Shoemaker, vice president of San Francisco Mining Associates, and Laurence D. Hartzog, principal engineer with Bechtel Civil and Minerals Inc., San Francisco, CA. Panel members included: George Potter, consultant, Tucson, AZ; Kenneth B. Hall, metallurgical superintendent, Homestake Mining Co., Lead, SD; and Donald M. Duncan, resident manager, Pinson Mining Co., Winnemucca, NV. There have been several types of carbon-in-pulp adsorption vessels in use, such as the Dorr-type agitator, the simple propeller agitated tank, the Pachuca tank, and, lately, the draft tube-type of agitated tank. Which one of these is best and why? Potter: On the selection of the most appropriate adsorption vessel, there is a considerable difference of opinion that stems largely from the fact that every ore is different. The mesh of grind, the pulp solids, and the apparent viscosity of the pulp as caused by its clay content and chemical conditions all differ. The traditional Dorr agitator with the slow speed center sweep and either peripheral or center column air lifts has worked quite well on the finer grinds of all minus 65 and probably 70-80% minus 200 mesh. Pachuca tanks have also been successful and they may be capable of handling a coarser feed than the traditional Dorr tank. One uranium mill, for example, handles minus 28 mesh sandstone ore in a Pachuca. The most recent development and one that commands consideration is the draft tube agitator in which there is a turbine which closely fits inside a draft tube. Velocity in the tube is carefully calculated to avoid undue shear and thus abrasion of the carbon. The objective in all cases, of course, is to mix the granular carbon, which is typically 6 x 16 mesh, very gently but thoroughly in a slurry with minimum carbon abrasion. I do not know that there is one outstanding choice just yet and I have been unable so far to get information on C-I-P service for ore grinds as coarse as 35 mesh. Duncan: The major advantage of draft tube-type is the ease of startup. At the Pinson plant we installed draft tube-type agitators but it is too early to quote experience with them. We also haven&apos;t operated long enough to determine just what our carbon loss is. The advantage, of course, in the draft tube design is that it requires only about one-third the horsepower input of a conventional agitator. If it has no other advantages, it has that. Hall: The type of vessel most suitable for C-I-P adsorption depends on the type of ore treated and the prevailing operating conditions. In most cases, a deep tank with turbine-type mechanical agitator and low speed tip velocities would be satisfactory. Turbine-type impellers give a positive type of agitation which assures optimum ion contact and reduces short circuiting. Thorough aeration is possible with an air sparge properly located. A mechanical agitator can easily be started up after an outage, but it is usually necessary to drain and wash out a Dorr rake-type or Pachuca before restarting. The turbine-type impeller requires more power, but maintenance costs are negligible if rubber covered impellers are used. Carbon losses are minimal. In smaller plants, Pachuca type agitators provide adequate aeration and agitation. Bob Polak, Occidental Minerals (from the floor): Mr. Hall, you favor the mechanical-type agitator with the preface that the proper design is critical. Could you elaborate on this for us? Hall: The most important thing is low tip speed to prevent carbon attrition. I think the impeller should be sized so that you get a good sweeping action toward the bottom of the tank, across its bottom, up the sides, and back to the center. The advantage of the draft tube is that you get a more positive agitation and you probably get improved aeration too. Polak: Do you know of anyone using an upflow mechanical agitator rather than a downflow unit? Hall: I think that Bob Wilson at Custom Equipment has designed one where he has located the sparge directly beneath the impeller. The air bubbles are broken up by the impeller as the slurry passes through it. The slurry flows upward, outward, down the sides, and, again, back to the center of the tank. I don&apos;t know that any tanks of this design are in commercial use. Hans Von Michaelis, Randol International (from the floor): A question to any of the panelists on flat bottom versus conical bottom Pachucas. Hall: I would say the conical bottom would be most suitable in most cases. Some plants have experienced problems with flat bottom Pachucas in that they have a tendency to sand in on the sides of the tank so only the center of the tank is active. Duncan: With our draft tube tank we placed an inverted cone in the center of the tank bottom and blanked off the bottom comer around the circumference of the tank to facilitate movement of the pulp. Other than that, as far as conical bottom tanks are concerned, I&apos;m generally opposed to them because of the cost and height differential. Larry Kramer, Kennecott Minerals Co. (from the floor): Mr. Duncan, you mentioned that the draft tube-type could be agitated with about one-third the horse-power applied to a conventional propellor agitated tank. I have trouble trying to pin down that kind of number. Could you give a bit of rationale as to why that mechanism has a lower horsepower requirement? Duncan: I think it has to do with the fact that below the propeller you have straightening vanes. The pulp, which is flowing vertically downward, is turned and flows upward again without any recirculation. You have an inherently less horse-power requirement in that type of tank. The one-third horsepower requirement is a number I obtained from Lightnin, which supplied us with details of the draft tube. There is probably much more recirculation with a conventional impeller type that is wasted motion. Potter: Last week I saw some agitators in South Africa with short draft tubes and actual turbine-type impellers. This plant was handling 200 kt of ore per month. The tanks were flat bottomed, and the agitation appeared to be quite satisfactory.

Jan 8, 1981

By Paul D. Tomlingson

Part one of this two-part series covers conceptualizing and developing a maintenance information system. It explains what information is necessary to manage such a system. Next month, part two will discuss using this type of system with administrative information, including error and absentee reports as well as open work files. Introduction There is no doubt that quality, timely, and accurate information can make a solid contribution to maintenance cost reduction objectives. Yet, despite obvious benefits, methods being used to acquire information systems are proving costly, frustrating, and often unsuccessful. Those needing the information are disappointed. Mine managers, hoping to reduce costs with quality information, are instead seeing no system, no savings, and massive spending on information endeavors of questionable benefit. Options Any software vendor will happily sell you his program. Numerous mining organizations, having "gone to the cleaners" themselves, will gladly make their programs available to help cover huge trial and error development costs. Any package can only be a generalization. Any program bought from some other organization must undergo numerous modifications to make it work properly. In the process the initial cost is doubled. Many mining maintenance organizations do not know how to go about the task of conceptualizing, developing, installing, and effectively using a maintenance management information system. Consequently, many have hedged their primary responsibility of specifying what information they want, how they will get it, and how they will use it effectively. Into this void have jumped many who claim they can help. But some may not understand the special information needs of maintenance in the mining industry. By default, the whole scene of maintenance information systems has become confused and in need of clarification. A Starting Point Four broad phases are used to organize the steps by which maintenance acquires an effective maintenance management information system and initiates its use. Conceptualization is an identification of needs, factors that influence development, and an assessment of support for the system. Development is a plan of action for bringing the conceptualized information system to life. Consideration is given to the practical aspects of collecting field data, processing it, and converting it into useful information. Implementation consists of those actions by which the newly developed system is integrated into the organization and put in the hands of its personnel so that its value can be derived. Use addresses the means by which personnel use the information to accomplish maintenance improvement objectives. These phases are preceded by establishing the need for the information system. They are followed by a requirement to measure its success (Fig. 1). Conceptualizing the Information System Responsibilities - The information system user must acquire the system best suited for its use. A step-by-step process is essential to avoid many serious problems than can easily occur. The most important step is to clearly identify its objectives and lay out a course of action to achieve those objectives. The major reason for the failure to achieve information objectives is not carrying out this responsibility. Maintenance cannot delegate the task to data processing. It can obtain technical assistance but it must retain responsibility. Nor can maintenance purchase

Jan 7, 1985

By Steve Karl, Rock Jenkins

The mining industry appears to be slowly rebounding. But many individuals and company officials are still smarting from the beating they received during the recent recession. As a result, companies have taken the "lean and mean" approach. As pointed out at the Oct. 24-26, 1984 SME-AIME Fall Meeting in Denver, CO, companies are placing more emphasis on optimizing their operations through more efficient mining and processing technologies and equipment. Empathizing with the mining industry&apos;s woes was the meeting&apos;s welcoming luncheon speaker, John D. Withrow, Jr., executive vice president product development for Chrysler Corp. Withrow paralleled Chrysler&apos;s problems of a few years ago with the current problems facing the US mining industry. He said Chrysler&apos;s come-back centered around its engineering and technical personnel, who regained "their seat at the head table." "In short," Withrow said, "we had lost the competitive edge. By cutting costs and people and improving our products we got everybody to believe we could." The 2700 participants at the Fall Meeting attended technical sessions geared toward turning mining back into a productive and profitable industry. Sessions and symposia included papers on precious metals extraction, crushing and grinding innovations, geomechanics, environmental control, health and safety, and various commodities. This article briefly highlights some of the papers presented. To order preprints of these technical papers, see ME, December 1984, pages 1620 and 1621. Computers Gain Mining Acceptance High tech has reached mining. As evidenced by many papers, computers have become valuable tools in many applications. These include tailings ponds operation and waste management; truck dispatching; mine design, simulation, and scheduling; monitoring; and reclamation. Mine planning is generally labor intensive and requires a considerable amount of the planner&apos;s time. P. K. Chatterjee, X. Chung, and Y. Jianjy described a computer-generated interactive graphics approach to under-ground coal mine planning that lessens the manhours involved in producing plans. The computer program examined exploratory borehole information. This included coal seam thickness, tonnage, quality constraints, and the nature of their distribution. Layout designs were then initiated and a probabilistic simulation performed to determine production levels of different extraction strategies. The interactive graphics approach gives planners the ability to quickly evaluate several layout alternatives and select the best one. For surface coal mines, M. A. White, of Arch Minerals Corp., explained several computer programs that aided in his company&apos;s surface mine plans. Several drill hole database and modeling pack¬ages are available. But Arch tech¬nicians developed specific pro¬grams for model strip areas. They were used to form long-term pro¬jections for various area and semi¬area stripping operations. They also generated reports on yard¬age, tonnage, quality, and ratio in¬formation. The information is used in budgeting, to compare mine plans, and to analyze acqui¬sition candidates. While computer-based truck dispatching systems have been used in mining for some time, earlier systems were run on ex¬pensive mainframe or high per¬formance minicomputers. As such, computer-based truck dis¬patching systems have been too expensive for all but the largest mines. Recently, however, a microcomputer-based system, af¬fordable to smaller mine opera¬tors, has become technologically feasible. Y. C. Kim and W. E. Kolb re¬ported on a simulated microcom¬puter system that uses strategi¬cally placed signposts in the pit area to automatically detect truck movements. A microprocessor in the signpost sends information to the microcomputer. The computer determines the truck&apos;s assign¬ment and alerts the dispatcher. He radios the driver his assign¬ment. In addition to the technical pa¬pers, an introductory short course on microcomputers was offered at the meeting. L. M. Kass and J. P. Stone, from the US Bureau of Mines, walked participants through the uses of microcom-

Jan 1, 1985

By S. W. Swerson

25.1-THE PURCHASING FUNCTION The word "purchase" means "to obtain by paying money or its equivalent; to buy for a price." This definition is all too simple to properly describe the word "purchase." One should consider the basic objectives of purchasing-to procure the right material, of the right quality, in the right quantity, at the right time, from the right source at the right price. Here it should be noted that in purchasing it is recognized that the best quality or grade of materials may be the only grade to purchase for a specific job. However. there are other jobs where the medium, standard or poor grade of materials is the right quality, as the lesser grade will perform adequately. In some companies the purchasing department makes the decision as to the right quality, while in others this function is shared with other departments. Years ago in business the owners controlled the purchase of required materials and services by performing the task themselves. The owners obtained the type materials and services they needed and paid the price demanded. This function was performed along with all the other duties requisite to the owner of a business, namely, clerical, hiring and firing of personnel, financial management, etc. As companies grew in size, clerical duties were assigned to other personnel and the owner usually retained the purchasing authority. This same division exists today in many small companies. However, in the larger companies, the purchasing function has been assigned to a separate department. Importance of the Purchasing Function-The larger the company the greater the need for a separate department to perform the purchasing function. Today the purchasing agent for most larger progressive companies has policy-making authority. Therefore, it is reasonable for him to report to the president or vice president of his company. Studies of several hundred companies show the purchasing department head reporting to top management 87.5% of the time. This fact in itself is indicative of the importance of recognizing that effective purchasing requires a department staffed with specialists in the field of procurement with knowledge and experience sufficient to perform in today&apos;s complicated business atmosphere. In the manufacturing field it is a common axiom that usually half of the company&apos;s dollar expenditures are for materials. If a purchasing department functions properly and the right product or service is purchased and a savings accomplished, the contribution to the net profit of the company is much greater, as opposed to sale dollars, where only a small portion is carried forward to net profit. Thus, the importance of the purchasing department and the contribution it can make to the success of the company are obvious. 25.1.1-THE PURCHASING FUNCTION 1. Responsibilities of the Purchasing Function-The purchasing agent in performing his function is acting as an agent for the company and others in the company requiring materials and services. Accordingly, he is committing the company for materials and services subject to certain limitations which the board of directors may stipulate. In view of this, the purchasing agent,&apos;^ position must of necessity he

Jan 1, 1973