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By Fred A. Glover

It's a pleasure to be included with this group. I am not here to sell my services, but rather to share with you some ideas and considerations on using environmental consultants. Environmental consultants have developed some problems as well as created new costs for companies that are as legitimate as engineering costs. Each day the mining industry is becoming more affected by the proliferation of environmental regulations and their interpretations by federal and state agencies. How does a modern mining company cope with all the demands for environmental consideration by regulatory agencies and special interest environmental groups-- yet produce a product and make a profit? One way is to make efficient use of environmental consultants. But, as everyone here knows, this approach has been fraught with seemingly inherent frustrations, difficulties, and much justified criticism.

Jan 1, 1979

By W. C. Morgan

Recently passed federal strip mining legislation officially emphasizes that the increased coal production required by this country through surface mining is going to be obtained only with stricter environmental standards. Dozing overburden down the hillside in Appalachian contour mining or leaving drag1ine spoils in area mining is now taboo and it is now or will soon be necessary to return the disturbed land to as good or better condition than before mining. These new restrictions will create a need for new and better ways to do the job. This paper describes one approach for utilizing scrapers and dozers to strip all of the overburden and to replace that overburden in an environmentally satisfactory fashion. The objective was to do this at a lower cost than that possible with the traditional dragline system using dozers and scrapers for reclamation and topsoil handling. In area stripping, the dragline has been able to move overburden at an extremely low cost. Operating costs of 8-13¢/bcy are typical in many operations where rehandling is not required. However, the cost of leveling the spoil piles and rehandling topsoil add considerably to the low basic cost of drag1ine stripping.

Jan 1, 1977

By Fred H. Lightner

Mergers and acquisitions (M&A) within the mining industry are becoming frequent events. Large companies and small companies alike are jumping on the bandwagon of merger mania. The results of these mergers have significant impacts on the employees of the involved companies. Comments, observations, and specific examples of the 'peop1e"aspect of mergers are presented in an attempt to answer the question "will it be business as usual?" My answer is a simple NO. This paper attempts to provide support for my conclusion. The reader should recognize that the comments, observations, and specific examples mentioned in this paper are subjective and reflect the experience and prejudice of the author.

Jan 1, 2001

By Jason Morrison

The Norwegian Lake Tap Method was successfully used to tap into the side of Lake Dorothy 36.5 m (120') below the lake surface. The lake tap allows water to flowinto an access tunnel from the lake lowering the water elevation below its natural out-fall. When the lake reaches a predetermined elevation below the outfall, a 1.5 m (60?) valve in the tunnel will be shut and discharge from Lake Dorothy will stop temporarily allowing construction of a dam located 2.9 km (1.8 miles) downstream at Bart Lake. The lake tap and tunnel were one phase of the $64 million Lake Dorothy Hydroelectric Project, owned and operated by Alaska Electric Light & Power Company (AEL&P), a private utility located in Juneau, AK. The Lake Dorothy portal site and tunnel are located approximately 25.7 km (16 miles) southeast of Juneau, AK, in the remote Tongass National Forest at an elevation of 701 m (2,300') above sea level in the mountains above the Taku Inlet. Thirty degree snow covered mountainsides and limited access by helicopter were just two of the many factors which challenged this unique project. The lake tap and tunnel development consisted of 250 m (820') of horizontal tun-nel, averaging 3.6 m x 3.6 m (12' × 12'), excavated using conventional drill and blast methods in highly competent Granodiorite and Tonalite rock, placement of one 3.9 m (13') long concrete plug, or bulkhead, located at the tunnel midpoint, and one 3 m (10') diameter lake tap into the side of Lake Dorothy. This paper will provide an analysis of the logistical and engineering challenges involved in the development of one of only a handful of lake taps in North America. AEL&P and contractor J. S. Redpath Corporation worked together to complete this critical project phase safely and on schedule, in a location accessible only by helicopter and plagued by constantly changing, harsh weather conditions. A strict schedule had to be maintained to ensure the timely operation of the downstream dam and power plant.

By M. Rufli

Until not so long ago most ring geared mills were operated with fix speed motors only. By using the latest generation of medium voltage frequency converters, new possibilities have arisen to improve the grinding process. Beside all the direct and indirect advantages, several dedicated functions have now been implemented for ring geared grinding mills in the minerals industry. The sophisticated operational functions ensure a smooth, safe and reliable operation with minimum stress for the mechanical equipment and therefore utmost availability of the mill. Several papers have already been presented concerning the benefits of using this state of the art technology for mill drives. Now this paper is focusing on the experiences gained with this kind of sophisticated ring geared mill drive system rather than only show and explains the operational benefit of the different functions. Several measurements of different operating conditions, starting, frozen charge remover, controlled roll back, backlash, etc., made on an installed and commissioned 2 x 5 MW dual pinion ring geared mill drive system will be shown and discussed. The accuracy of the load sharing between the two 5 MW motors during starting, normal operation and stopping will be demonstrated using real measurements from an operating system. Finally the inherent features of these drive systems are briefly discussed.

Jan 1, 2011

By Todd Hollingsworth

The Boddington gold mine is located near Perth in Western Australia in the Saddleback Greenstone Belt, a fault-bounded sliver of Archaean volcanic and shallow level intrusive rocks, surrounded by granitic and gneissic rocks. The mine began operations in 1987, producing about 7.7 t/a (250,000 oz/year) until mining ceased in 2001. Built on the footprint of the original mine, the Boddington gold mine expansion project involved opencut mining from two large pits. Expected gold production is around 31 t/a (1 million oz/year) for the first five years. It will be the largest gold mine in Australia. The mine has proven and probable reserves of more than 622 kt (20 million oz) of gold and has an expected life of more than 24 years. The mine is currently solely owned by Newmont Gold Corp., the world?s second-largest gold mining company, employing around 28,000 people worldwide. The conveyor and belt feeder contract for the Boddington gold mine expansion project was awarded by Aker Kvaerner Clough Murray Roberts (AKCMR) to FLSmidth Conveyor Engineering Inc. in August 2006. The contract involved the design and manufacture of 15 conveyors and 17 belt feeders with belt widths ranging from 450 mm to 2.4 m (18 in. to 96 in.) and conveyor lengths from 16 m to 2,172 m (52 ft to 7,125 ft). The total motor power added up to more than 16,700 kW (22,400 hp). The total length of all belting was almost 11.5 km (7.1 miles), and the total fabricated steel weight was approximately 3.7 kt (4,100 st).

Jan 1, 2010

By J. Harrison Daniel

Were the legislators and politicians responsible for the closing of the U.S. Department of the Interior?s Bureau of Mines (Bureau) in March 1996 fully aware of what they were doing? Throughout the United States? history, the domestic mining and minerals industry has been largely responsible for the nation?s growth and prosperity that had made it a world leader. The mining and minerals industry made it possible for the young nation to catch up with Europe during the Industrial Revolution, played an essential role leading to victories in World Wars I and II and was a core ingredient for continued economic growth. For a number of decades, America?s import dependency on non-fuel mineral materials has continued to increase. (USGS Mineral Commodity Summaries). Developing domestic resources to meet current and future demands ? particularly those resources considered to be of strategic and critical value to national security ? is necessary. Federal involvement is required since many of these resources are located on public lands. Another reason for federal involvement is that the success of the industry depends on long-range research programs and advances that may take up to 25 years to become commercially available. This situation requires federal partnership to coordinate the programs necessary to collectively involve the industry, individual mining companies and colleges and universities. So, how was it possible to close a federal agency that had contributed so much to the nation?s welfare in a mandated 90-day period, with more than 1,200 employees losing their jobs?

Jan 4, 2010

By J. Gawler

In June 2005 the Minerals Council of Australia signed a Memorandum of Understanding (MoU) with the Australian Government which states an intention ?for mining companies and government to work together with Indigenous people to build sustainable, prosperous communities in which individuals can create and take up social, employment and business opportunities in mining regions?. Implementation of the MoU has begun with demonstration sites established across Australia. All sites are using a Regional Partnership Agreement (RPA) model as a framework for enabling local people to find local solutions to local issues in partnership with mining companies, governments and Indigenous communities. Mining and resources companies can provide important input into regional economic development and capacity building by working through local partnerships. Company benefits include gaining a social licence to operate, access to a reliable skilled workforce, better longterm relationships with Indigenous communities and sustainable regional communities. All levels of government, Australian, State and Local, are working collaboratively to address unemployment and other issues in remote Indigenous communities. The Australian Government has adopted RPAs as one mechanism for implementing its whole-of-government approach to Indigenous affairs. This leading edge work is unique to Australia and the model has applications and significant learning for other countries and industries.

Jan 1, 2007

By T. R. West

Planning for urban development in many locations is based largely on 0.10 factors, 1) soil conditions and 2) socio-political aspects of the region. A more widely based approach is necessary, however, if a complete and functional plan is to be obtained. Under this unified approach, the overall field of earth science is included in the planning process. As considered here, the earth sciences comprise a large segment of the natural sciences; that is, geology, pedology, geomorphology, reengineering geology and ground water hydrology. A number of shortcomings can develop when using the restrictive, two-factor approach for urban development planning. These deficiencies are discussed in the paper. The specific considerations for each earth science area are examined and land use considerations for various urban requirements reviewed in light of these specialties. To illustrate the potential of the unified or earth science approach, Tippecanoe County, Indiana is presented as an example. The current area planning system for Tippecanoe County is examined to determine how well it compares with the unified approach and some of the shortcomings of the current plans are discussed.

Jan 1, 1972

By Joe Roby

Rolling disc cutters are the business end of hard-rock and mixed-face tunnel boring machines (TBMs). Since their first successful employment on a TBM more than 50 years ago, disc cutter technology has constantly evolved, allowing modern TBMs to excavate very hard and abrasive rock efficiently. Disc cutters have also been employed successfully on earth pressure balance (EPB) and slurry machines, cutting rock under water and ground pressure. The range of materials excavated by machines today is broader, excavation rates are higher and cutter costs are lower than ever before, proving the value of investment in cutter development. Disc cutters are used on a range of tunneling equipment, from pipe jacked slurry micro-TBMs less than 1 m (3.3 ft) in diameter to 15 m (49 ft) in diameter, hard-rock boring TBMs. The geological conditions under which they are employed range from sands and gravels, with several bar of water pressure, to extremely hard, massive rock with UCS up to 420 MPa. Regardless of the type of machine or geology, one thing remains constant: changing worn out cutters is costly. When cutters must be changed in the middle of a tunnel, the contractor incurs the cost of downtime as well as the cost of refurbishing or replacing the cutters. In the case of catastrophic cutter failures, the project can be stopped completely for long periods, and the costs mount up rapidly while tunnel production is at a stand still. Catastrophic cutter failures include the occasion when hard-rock disc cutters are failed in groups (called a ?wipeout? phenomenon) and the operator fails to stop the machine, which results in severe damage to the cutterhead. The cause of this can be either an undetected failed cutter propagating damage to surrounding cutters or operator error in steering. Regardless of the cause, the resulting damage can take days or even weeks to repair. When cutters fail prematurely on EPB or slurry machines in certain geological conditions, it is impossible to evacuate the chamber and, therefore, impossible to get [ ] into the chamber to change the cutters. The solution is frequently an unplanned intervention shaft that must be sunk at great cost. The importance of being able to predict cutter life accurately, and in all geological conditions, cannot be overemphasized. For these reasons, cutters have been developed for specific machine types and sizes, as well as for specific geological operating conditions. Different size cutters are required for different size machines. For example, while 483- and 508-mm (19- and 20-in.) cutters are used on large diameter TBMs, it is impossible to employ cutters so large on a small micro-TBM. Also, the cutter must be designed for the specific geological conditions under which it will be operating. The disc cutter rings required to bore extremely hard rock are the most expensive of cutter rings. However, they provide little advantage in weaker rock formations where less expensive rings will do the job as well. It is important to choose the correct cutter for the machine and the geological conditions in order to get the best balance of cost and risk.

Jan 1, 2009

By G. Włoch, E. Rudnik

The oxide fraction of industrial zinc ash was characterized in terms of chemical and phase composition, leaching behavior in sulfuric acid solutions, and leaching thermal effect. The waste product contained about 68 percent zinc (Zn), 7 percent chlorine (Cl), 2 percent aluminum (Al) and less than 1 percent other metals, such as iron (Fe), manganese (Mn), calcium (Ca) and silicon (Si). It consisted mainly of zinc oxide contaminated with metallic zinc and zinc hydroxide chloride. The dissolution of metals from the zinc ash was determined for solid-to-liquid ratios ranging from 100 to 500 kg/m3, acid concentrations of 10 and 20 percent, and temperatures of 20 and 40 °C. The best result — 130 g/dm3 Zn(II) at 95 percent zinc recovery — was obtained at a solid-to-liquid ratio of 200 kg/m3, sulfuric acid concentration RI SHUFHQWDQGLQLWLDOWHPSHUDWXUHRI ƒ& 7KH¿QDOVROXWLRQVZHUHFRQWDPLQDWHGPDLQO\E\0Q ,, DQG)H ,,, ions, but the presence of cadmium (Cd(II)) and lead (Pb(II)) ions enabled electrowinning of zinc of about 99 percent SXULW\DWKLJKFXUUHQWHI¿FLHQF\RI WR SHUFHQW /HDFKLQJRIWKHPDWHULDOZDVDQH[RWKHUPLFSURFHVVZLWKUHDFWLRQ heat of about 520 kJ/kg

By Louis W. Cope

Since its discovery, Cuba has been called the “Pearl of the Antilles.” The country remains that, albeit a little tarnished these days. In Havana, many of the buildings are being refurbished, while some new ones are under construction. Since 1991, the laws have been relaxed so that Cuba is developing a mixed economy of central control with free market. Joint venture agreements have been signed with businesses from many countries. This does not include the United States due to its embargo. But even these regulations have been relaxed some.

Jan 1, 2003

By D. P. Bryan

The identification and-develop¬ment of new construction aggregate resources, the most common mineral mined, is an essential need in this country's growing urban areas. In developing an aggregate exploration program, a thorough geological identification of all potential aggregate resources in an area is still of primary importance but other factors have also to be considered. These include physical properties, end product application, transportation and mining costs, and local government regulations including zoning. The present major aggregate producers are most likely to develop these future resources and are in the best position to initiate comprehensive exploration programs.

Jan 1, 1987

By Samuel A. Reipas

Introduction The ore mining industry has been successful because of technological progress and huge sums of capital investment. But new technology and plants have not come cheap. The problem now is companies will run out of money before they run out of ideas. Survival Strategies Industry survival strategies demand restructuring and new plans. Inland's prescription for the future includes: • Continued emphasis on technological improvements to upgrade pellet quality and lower costs; • Effective use of human resources resulting in employee satisfaction and improved planning and productivity; • Deliberate, well planned, and documented cost-control programs for the short- and long-term; and • Capital investments to support the first three initiatives. Technology Technological changes are not only required by the need for operational improvements, but by product quality improvement dictated by the user - usually the blast furnace operator. Established ambient measurements of pellet quality, such as tumble index, compression strength, porosity, size distribution, and chemical composition, are no longer considered meaningful in predicting pellet performance in a blast furnace. New specifications, called low temperature and intermediate temperature properties, have been recently introduced. Low temperature specifications are characterized by disintegration of pellets in the 500°C (930°F) range in the upper portion of the granular zone during the hematite-to-magnetite transformation in blast furnace stack. Intermediate temperature properties (measured by 1000°C or 1800°F) are characterized by swelling, reducibility, and compression strength after reduction, reflecting conditions in the lower portion of the granular zone of the furnace. These new parameters are being used for pellet quality evaluation at Inland, and will be introduced at its Minorca mine for more routine analysis and correlation with the pellet furnace operation. With increased emphasis on quality, effective communication between the blast furnace operator, research, and the pellet plant operator is critical. At Inland, this is accomplished through technical meetings where the opportunity is provided to solve problems, establish a common understanding on the value of quality, and develop future quality standards and programs. With the degree of sophistication in determining pellet quality as it affects blast furnace operation, the future pellet plant operator will actually be producing a custom pellet. Human Resources Technological change has been a strong point at Inland, and will continue to be. However, human resource management is equally important. Is management giving sufficient attention to employee motivation and involvement? It is a way to improve productivity, reduce costs, and enhance employee job satisfaction. The industry is beginning to understand the principles and the potential for tapping employee brainpower. The payoff can be handsome. Management has to be willing to share both information and power if participative management is to live up to its potential. It has to become more flexible and be willing to adapt to change on the human side. Management should embrace rather than fear employee involvement. Given time, joint problem solving will replace adversarial attitudes and pay dividends for both sides. Productivity and product quality will improve and new dimensions of employee job satisfaction will be achieved. But, it will not happen overnight. Attitudinal change must permeate the organization from top to bottom. This change is needed to support the working relationships and give everyone a sense of direct and meaningful involvement.

Jan 11, 1983

By B. A. Massey

Sooner or later, we'll encounter a subordinate, peer, or boss that will test our management skills to the limit. The chances are good that our formal educations have not fully prepared us to effectively handle the situation, and through trial-by-fire, we have learned that the management of people is often as much an art as it is a science. Assertiveness - as opposed to agressiveness - is basically positive persuation. Assertive management techniques can help combine the art and science of managment to sell ideas, accomplish goals, direct the workforce, and generally promote the corporate - as well as our own - objectives

Jan 1, 1986

By Frank E. Dalton, Bart T. Lynam, Forrest C. Neil

The Tunnel and Reservoir Plan (TARP) is the largest tunneling program in the history of the metropolitan Chicago area (Figure 1). Between September 1976 and September 1977, rock tunnel contracts having an estimated cost of approximately $420 million will be advertised. During the past six months, the Metropolitan Sanitary District of Greater Chicago (MSDGC) has awarded contracts for 16.5 miles of rock tunnels in diam of from 9 ft to 30 ft having a total bid price of $120,261,750. RECENT CONTRACT AWARDS Addison-Wilmette Tunnel $63,140,480 Upper Des Plaines #20 Tunnel 35,749,664 Upper Des Plaines #21 Tunnel 21,371,607 Addison-Wilmette Tunnel The first contract was advertised in September 1975. This contract, described as the Addison-Wilmette Tunnel, runs from Wilmette Harbor at Lake Michigan under the North Shore Channel to Addison Street in the City of Chicago, a distance of 10 miles. The contract calls for constructing approximately 27,750 linear ft of 30 ft ID and 24,020 linear ft of 22 ft ID unlined rock tunnels, excavation of two construction shafts, and the excavation of 32 drop shafts of various diam. Two hundred ninety-three companies were notified of this contract being advertised, 70 companies took out contract specifications and 3 companies ultimately submitted bids. The contract was awarded to a joint venture of:

Jan 1, 1976

By Neil C. Hario

The purpose of this paper is to explore the various designs and design alternates available for large fine crushing plants, and to discuss objectives and criteria upon which these designs are founded. Common practice for size reduction of run-of-mine or run-of-pit ore in preparation for subsequent treatment utilizes a three-stage system. First stage, or primary breaking is generally carried out with jaw or gyratory crushers. The usual output from this stage provides a feed for fine crushing in the size range of 6 to 10 inches. This discussion is limited to the process of fine crushing, and we will further limit it to what is commonly called secondary and tertiary crushing. We define a large crushing plant as one with a minimum capacity of 2,000 tons per hour. Generally, these plants utilize cone type crushers to reduce ore for rod, ball, or pebble mill feed.

Jan 1, 1970

By R. W. Culbertson

During the 1920's, approximately 11,000 small gasifiers were in operation in the United States. They converted about 15 million tons of coal per year into low Btu gas. In some cases, hot raw gas was used for applications such as firing open hearth furnaces or brick kilns. In other cases the gases produced in the gasifiers were cooled, cleaned and desulfurized for various utility and industrial purposes. The steel industry was by far the largest user. The most important fact was that the conversion of coal to a usable fuel gas was demonstrated to be commercial. During the late 1940's and early 1950's, this form of energy was largely replaced by natural gas as the pipeline net work was expanded. Producer gas was no longer economically competitive. Over the past twenty-five (25) years, government controls on the interstate price of natural gas have maintained this situation. At present only three commercial small coal gasifier plants are still in operation in the United States. These facilities are operated by the Glen-Gery Corporation which is located in eastern Pennsylvania; the National Lime and Stone Company which is located at Carey Ohio; and Holston Defense Corporation which is located at Kingsport, Tennessee. There are, however, numerous operating gasifiers in other parts of the world. Recent events indicate that this situation is changing. The quantity of domestic natural gas available to the interstate market has been declining at the same time that demand for all forms of energy has been increasing. The current potential market for gas with a heating value ranging from 100 to 500 Btu per cubic feet has been estimated at sixteen (16) quads (16 x 1015 Btu) per year. This is expected to grow to twenty (20) quads by the year 2000.

Jan 1, 1978

By Richard Giffen, Boris CARO VARGAS, Terrence Carroll

"This paper takes an in-depth look at the $72 million design-build Norris Cut project, which includes the replacement of an existing 54-inch waste water sewer main to Fisher Island under the Norris Cut Channel. Tunneling through one of the country’s most unpredictable geologies created unique challenges in both the design and construction phases of the project. The paper presents the geotechnical and structural design considerations for the 100-foot deep secant piled TBM launch shaft in the highly permeable Fort Thompson formation limestone and sands. The structural design effort also included the design of the tremie slab, thrust wall and design of the largely unreinforced launch shaft to resist asymmetric loading from partial ground freezing. The retrieval shaft was designed as a deep soil mixed shaft and is thought to be the deepest soil-mixed shaft in Miami. From a construction perspective, this paper discusses the unique challenges of building two shafts with two different techniques and will compare some of the constructability aspects, costs and equipment schedule-considerations related to the use of two separate techniques. INTRODUCTION Nicholson Construction Company (NCC) was awarded a $72.1 million Design-Build contract to replace an existing force main from the Virginia Key Central District Wastewater Treatment Plant (CDWWTP) under the Norris Cut Channel to Fisher Island. The location of the project is shown in Figure 1. The project involves replacing an existing 54-inch diameter pre-stressed concrete sewer force main with a 60-inch diameter fiberglass force main. Arup USA, Inc. (Arup) is the lead designer for Nicholson on this design-build project. Arup is providing design services for the TBM launch and retrieval shafts, segmental tunnel lining, the fiberglass pipe, and the horizontal directional drill component. Miami-Dade Water and Sewer Department currently owns and operates the existing 54-inch sanitary force main that transmits sewage collected from Miami Beach and Fisher Island to the CDWWTP for treatment and disposal. The existing force main was subject to a condition assessment in December 2011 which revealed structural deficiencies in the pre-stressed concrete pipeline."

Jan 1, 2016

By H. Lyn Bourne

This is the fourth annual tabulation that gives mineral royalty information. The table presents previous information plus about two dozen new entries. In addition to the royalty information, some entries show the cost of purchased reserves. Last year's tabulation appeared in two issues, to accommodate all of the information. This year the format has been changed slightly so the table can be printed in one issue. This year's table presents the commodities in the same sequence as last year. Sand and gravel information appears first, followed by: crushed stone for aggregate; other stone; industrial sand; other industrial minerals; energy minerals (coal, oil shale, uranium); and finally metals. As always, a caveat relates to factors that influence the reserve values. The data should serve only as a general reference. The table is not intended to present an absolute scale of reserve costs. Several factors influence the value of mineral commodities. These factors include: • location and transportation costs (especially significant for most industrial minerals); • market conditions for both the commodity and the company acquiring the right to mine it; • quality or grade of the deposit as it reflects the amount of processing and beneficiation necessary to produce the finished product; • and legislative restrictions and conditions for mining a given material at a given site. These and other factors will influence reserve costs of reserves. The table shows the range of royalties and the variations in the basis of computing the fees. In a few instances, it gives the cost of acquired reserves based on purchase price and quantitative estimates of the material in place. The table lists the commodity; the location (either by state, US geographic area, or Canadian province); the cost (R for royalty and P for purchased cost); and the year in which the lease or purchase agreement occurred. The last column offers either comments or gives a footnote number for more information. The cost column requires more explanation. The units may refer to cubic yards (/yd), cubic feet (/cuft), tons (/T) (2000 lbs) or acres (/A). 1 cu yd = 0.76m3 1 cu ft =0.28m3 1st = 0.9 t7 1 acre = 0.40 ha or m2 In several cases the royalty is a percentage of the finished products, sale price and is levied against either the amount produced or the amount sold. We thank those who contributed information for the table: J. Dunn, T. Eyde, K. Loda, L. Morgan, F. Nix, H. Sorenson, and L. Williams. Several people have said they would like this to be an annual tabulation. That can happen if new information comes to the writer. What appears in the table is only a very small fraction of the cost information relative to the various commodities and the geographic areas for which there is royalty information. If you find this column of interest and possess information write or call: H. L. Bourne, c/o Neyer, Tiseo & Hindo, Ltd., 38955 Hills Tech Dr., Farmington Hills, MI 48018, (313) 553-6300. Only with new information can this become an annual and current source of reserves costs.

Jan 8, 1986