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By Karl C. Dean

The current emphasis on environmental problems has focused attention on the massive nationwide accumulations of mine, mill, and smelter wastes that represent potential air and water pollution hazards. The pollution hazards can be reduced or eliminated by utilization or stabilization of these wastes. The U.S. Bureau of Mines, since the inception of the Solid Waste Disposal Act of 1965, has been conducting research to determine the practicality of various utilization and stabilization procedures. Investigations include partial extractions of desirable waste components and full utilization of the wastes as simulated soils or in ceramic or other structural products. Chemical, vegetative, and combined chemical-vegetative methods of stabilization have been actively studied. This report updates information previously developed by the Salt Lake City Metallurgy Research Center and presents the current status of antipollution solid waste work 1/,2/.

Jan 1, 1970

By David R. Maneval

At the turn of the century the keys to industrial success were coal and iron. At that time, Pennsylvania was the ranking mineral producer among the States and close to 90% of the Nations energy output was generated by coal. The growth of this Common-wealth into the greatest industrial State in the nation has been due to the huge resources of easily accessable coal found by the early settlers. It was the development of these deposits that provided the United States with a new source of fuel energy. For nearly a century, the Commonwealth was the chief powerhouse of our nation and the chief source of its industrial blood and bone. In 1928 it was truly said that coal was king in Pennsylvania. Pennsylvania that year mined a billion dollars worth of coal. A single train carrying this output would reach more than twice around the world at the latitude of Pennsylvania. Coal formed nearly 67% of the freight of Pennsylvania and was responsible for its four billion dollar iron and steel industry. Coal was the real reason why Pennsylvania although 32nd in size was second and not tenth or fifteenth in wealth, population and industry. Pennsylvania was slow to take-up her heritage as the greatest coal producing State in the union. But the knowledge that coal was present was not slow in accumulating. In fact the Indians were aware of its existence long before the white man arrived. They knew that many of the hills were underlain with black stones that would burn. It is reasonably certain that Arnold Viele, the first white man to cross the mountain in this State saw coal in them in 1692. But awareness was not enough. The population in these days was confined to southeastern corner of the State and the population at this time had little need or interest in the resources further inland. Pennsylvania anthracite was discovered in 1762 but was first regarded only as a curiosity. Commercial productions started in 1820. This stimulated the development of many native industries and extensive canal system and afterwards an elaborate net-work of railroads were constructed at great costs to bring the products of the hard

Jan 1, 1971

By Malcolm J. Robinson

Over 80% of Australia's population lives within 200 km of the coast, 70% in 10 major coastal cities. Potential cement raw materials are widely distributed but deposit size, quality, transport, market and environmental considerations are important in determining economic value. Major production locations are in a variety of geological environments ranging from Lower Paleozoic crystalline limestones to Tertiary and Recent polyzoal limestones and limesands, both onshore and offshore. Raw material transportation is by road, rail, sea, aerial ropeway and pipeline; road/rail transportation of the finished product is traditional but movement by sea of clinker and cement is increasingly a feature of the industry.

Jan 1, 1982

By S. C. Howell

The mining of taconite, to provide feed for a processing plant, requires that the flow of material continue uninterrupted. This means first, that the crude must be of a size acceptable to the primary crusher in order to reduce the delays caused by plugging the crusher with chunks. Secondly, elimination of oversize in the pit will reduce costs of all wear parts used in the mining and processing of taconite. Savings in wear parts is readily recognized in dipper teeth, bases, buckets, truck boxes, and crusher parts, both primary and secondary. During the early days of taconite mining, it was soon recognized at reserve mining company's Babbitt operations that experience in mining other ores was not always (or ?necessarily??) Applicable to excavating taconite. This was especially true in drilling and blasting. Blasting of small tonnages in single or double rows simply filled the pit with scattered chunks and provided very shallow banks for shovel loading. It also created problems for the jet piercers, since all drilling had to be performed in fractured areas. Drilling efficiency suffered and costs were extremely high. Shovel and truck efficiencies were also low and again costs were high. A high percentage of secondary breakage was required. This necessitated the use of numerous man hours to jackhammer holes in chunks, preparatory to loading and blasting. After the chunks were reduced, bull- dozer and grader hours were needed to pile the taconite for acceptable shovel loading.

Jan 1, 1968

By Michelle Stokes, Alexandra Miller, Campbell McKenzie

"The ancestral Ringarooma River in northeast Tasmania has transported alluvial tin and other heavy minerals from their onshore source of stanniferous Devonian granites downstream into what is now Ringarooma Bay. Previous exploration work has demonstrated the presence of potentially economic tin mineralisation within the palaeochannels and terraces associated with the submerged river.The offshore tin resource lies directly on the seabed or with less than 2 m of overburden, and within 5 - 50 m water depths in the wider bay area. The main river channel continues offshore for at least 13 km, with high tin grades found within the palaeochannel but also dispersed across the sea floor as a sheet wash, a result of Quaternary sea level change reworking the placer deposits. This drowned portion of the coastal plain contains a continuation of rich tin leads as low gradient anastomosing channels, and has been delineated by marine seismic and drilling activity since the 1960s. Tin grades in the Tertiary and Quaternary alluvial profiles vary from 50 - 300 g/m3, with the highest concentrations in the coarser basal horizons. A previous offshore explorer estimated a resource of 194 Mm3 at 150 - 250 g/m3.Kenex Ltd created 3D models of the paleochannels and the mineralisation with the aim of better constraining the resource estimate and identifying additional depositional areas. The modelling was undertaken with the input of geophysical data, bathymetry and geochemical sampling of the seabed surface and from historic offshore drill holes. A prospectivity model covering Ringarooma Bay was produced to target tin-bearing gravels. Predictive maps were created to represent various features of the offshore mineral system, including assessing gradient changes in palaeochannels and their sinuosity. The model identifies areas with higher potential for alluvial tin mineralisation and will be used to focus the exploration programme over tenements currently held by Kenex Ltd."

Sep 1, 2014

By William Gleason

The mining industry is a unique space. It is one in which geologists and chemists can intersect with computer and data science professionals daily. The industry requires expertise in not just mining and metallurgical engineering, but also electrical, mechanical, environmental and more. It requires expertise in worker health and safety, behavioral science, finance and economics, as well as human resources management. The locations of mining operations are often in remote corners, and for underground activities, they are unlike anything else in the world. The industry presents those who join it a wealth of opportunities, but often struggles to overcome incorrect perceptions of safety, labor and environmental standards, making it difficult to recruit and retain employees at a time of increased demand for mined materials.

Dec 1, 2025

By Josh B. Taggart

Some twenty to twenty-five years ago we saw the beginning of mechanization in our coal mines, It has now progressed to the point Chat as instruments of production the pick and shovel are things of the past, They had to give way to better and more efficient methods--so mechanization, followed by and combined with automation, has become common-place in our mines. Our coal could not keep its competitive position without this progress Without it our industry could not look to the future with any degress of confidence. Today we lock back and see cases of regained and salvaged markets. We see better coal products being produced at decreasing costs. We see better utilization of manpower and a stronger, more confident industry, Our hats arc off to those mining men, equipment manufacturers, labor leaders, and others who had the foresight to work toward these ends and the ability to bring them about.

Jan 1, 1962

By Gunjan R. Bhattarai, Kumar Bhattarai

Recently, there has been an enormous increase of interest in artificial intelligence (AI), machine learning (ML), and their applications by researchers, government agencies, and the underground construction industry. Ultimately, these tools have the potential to automate the design and construction processes and boost productivity, safety, quality, and operational stability. This paper presents ongoing research and applications of artificial neural networks (ANNs), robotics, and 3D technologies in ground characterization, tunnel ground support prediction, risk projection and reduction, and productivity enhancement in TBM operations. The paper further investigates potential uses of AI, robotics, and 3D technologies in the underground construction industry

Dec 1, 2022

By Ben Roderds

The Waneta Expansion Project (WAX) is located near the existing Waneta Dam site at the confluence of the Pend d?Oreille and Columbia rivers, approximately 10 km (6.2 miles) south of Trail, BC, Canada. The WAX owners consist of a partnership between Fortis Inc., Columbia Basin Trust and the Columbia Power Corp. This design-build project was awarded to SNC-Lavalin in late 2010 and is expected to be operational in mid-2015. The WAX consists of a new 335-MW powerhouse, including two new Francis turbine units, each generating approximately 167 MW. The powerhouse is located downstream of the existing Waneta Dam, and will make use of excess water that would otherwise be spilled during the runoff season. Water will be funneled to the turbines through an intake structure and two 10.5- m (34.5-ft) diameter, concrete-lined Penstock Tunnels. A 10-km (6.2-mile) transmission line will connect the powerhouse to existing electrical grids. Redpath/FKCI Waneta Tunnelers (RFK) was subcontracted by the heavy civil contractor, the Aecon/SNC Lavalin (ASL) joint venture, to excavate the two penstock tunnels and install the cast-in-place concrete liner. RFK is a joint venture partnership between J.S. Redpath Ltd., an underground mine contractor located in North Bay, Ontario, and Frontier-Kemper Constructors ULC, a heavy civil tunneling contractor based in Nova Scotia, Canada. Since penstock tunnel excavation was planned using drill-and-blast methods with a significant grade of more than 17 percent, the combined experience of these two contractors was a perfect match.

Mar 1, 2014

By L. Zhou, L. Yuan, D. Bahrami

Underground mine fires remain a concern for mine operators, posing a health and safety risk to mineworkers. In the last decade, the number of mine fires has decreased significantly; however, dealing with an unknown fire in underground mines can be a challenging task, which could lead to a hazardous condition for miners during an evacuation and rescue operation. A timely detection of a mine fire and monitoring its characteristics, namely size and location, are of great importance in reducing the risk of mine fire injuries. A new improved fire location algorithm has been developed and integrated into an Atmospheric Monitoring System (AMS) program by researchers from the National Institute for Occupational Safety and Health (NIOSH). This paper describes the new fire location model and presents the results of verification fire tests conducted at the Safety Research Coal Mine (SRCM) facility of the Pittsburgh Mining Research Division (PMRD) using the collected AMS data. NIOSH is endeavoring to develop workplace solutions to improve detection of and reduce the risk of hazardous conditions in mines. The results demonstrate successful application of the improved fire location model and provide a useful tool for solving the problem of unknown fire location and reducing the risk of hazardous conditions.

Sep 29, 2020

By C. Roos

"Mining companies have included quantifying uncertainty, or at least risk, as a requirement of project justification for many years. However, many times this process lags behind the traditional mine planning process and the results are rarely used to improve the plan. Nearly every parameter used in a mine plan is an estimate and the mine planning engineer should recognize, and even embrace, the inherent uncertainty in those parameters and its effect on their forecast results. While many of the uncertainties are beyond the scope of the traditional mine plan (e.g. global market uncertainty, socio-political uncertainty, environmental uncertainty), some uncertainties can, and should, be included in the mine planning process.Many mining engineers have incorporated techniques such as Monte Carlo Simulation or Discrete Element Simulation to understand the range of productivity that can be expected for an operation, but most still rely upon one estimated model for what is likely the critical component of technical uncertainty, the geologic resource. Modern geostatistical methods can provide multiple orebody realizations to provide a thorough unbiased picture of the geologic uncertainty. However, most traditional mine planning techniques are not formulated to allow for multiple (100-200) realizations of each material quality/grade parameter.Commercial software companies and research groups are progressing with development of tools that can incorporate geologic uncertainty, and even optimize extraction plans in the uncertain environment. Unfortunately, this author believes that a significant number of mining operations will not be able to adopt these techniques due to the computational requirements of the advanced techniques and the costs associated with implementing proprietary software. In an attempt to encourage mining engineers to embrace the inherent uncertainty in their mine plans, this article presents a cost-effective alternative that can be developed in-house, at any mine, to schedule mid- to long-term mine plans while continuously monitoring the uncertainty in the results. The aim of this article is that by demonstrating the usefulness of such a system, mining companies will encourage engineers, geologists and geostatisticians to find ways to incorporate this powerful data into their processes and procedures."

Jan 8, 2017

By Edward Holloway

The basis for the selection of the ultimate pit for an open pit mining operation is generally opaque. Some form of value-based analysis will generally guide the final decision; however, the value will often gradually plateau whilst the ultimate pit size continues to increase. There is no established framework to guide specialists in the selection of the ultimate pit, with such decisions regularly made on a somewhat arbitrary basis. The key component that is missing from the analyses typically used to select the size of the ultimate pit is risk. Once risk is quantified within the analysis framework, the decision-making range is significantly reduced, and the process for selecting the ultimate pit becomes more consistent, replicable, and defensible. This paper provides an approach to including risk in the process used to select the ultimate pit.

Feb 21, 2024

"Replacing the century old rail tunnels that run beneath the Hudson River and carry about 200,000 passengers per day between New York to New Jersey has been a high priority for many years. But after Superstorm Sandy hit the east coast of the United States in 2012, the urgency to replace the tunnels increased dramatically. The Hudson Tunnels project is one of nine projects that make up the larger $30 billion Gateway Project. The Gateway Project has been called the most urgent infrastructure program in the country and the Hudson Tunnels is the most critical part of the project, as it will build a new rail tunnel under the Hudson River and rebuild the existing and deteriorating North River Tunnel that connects New York and New Jersey.“Superstorm Sandy proved the level of resiliency of the tunnels, which was not very good,” Amtrak deputy chief engineer structures James Richter told attendees of the George A. Fox Conference in New York City on Jan. 23. Age and corrosive salts deposited by flood waters from the storm in 2012 have affected interior concrete and copper wiring in the tunnels. “Since then, things have been deteriorating and getting less reliable.”Richter, along with Mohammed Nasim, senior director engineering design, both with Amtrak, spoke at the 2018 George A. Fox Conference where more than 350 tunneling and underground construction professionals attended the conference at the Graduate Center of the City University if New York to share insights about the complexities many of them face on daily basis.Under the theme of “Managing construction of complex underground projects: Strategies for tunneling in populated areas,” the one-day conference featured presentations from some of the top minds in the tunneling and underground construction industry. The presentations touched on everything from the highly technical challenges of constructing tunnels through changing geology while working beneath cities and rivers, to navigating the complex financial issues and contracts that come with the projects that have many stakeholders.All of those challenges, and more are part of the Hudson Tunnels project. It is one of the best examples of the full complexities of a complex tunnel project, with the added pressure of securing funding from state and federal government entities under an increasingly tight deadline."

Jan 3, 2018

By D. R. Willmer

An understanding of how health and safety management systems (HSMS) reduce worksite injuries, illnesses and fatalities may be gained in studying the behaviors of health and safety leaders. These leaders bear the accountability for identifying, understanding and managing the risks of a mining operation. More importantly, they have to transfer this knowledge of perception, recognition and response to risks in the mining environment to their workers. The leaders’ efforts to build and maintain a mining operation’s workforce that consistently executes safe work practices may be captured through more than just lagging indicators of health and safety performance. This exploratory study interviewed six leaders in occupations such as site-level safety supervisors, mine superintendents and/or general managers at surface and underground stone, sand and gravel and metal/nonmetal mine sites throughout the United States, with employee populations ranging from 40 to 175. In exploring leaders’ perspectives on how they systematically manage health and safety, examples such as approaches to task training, handling near-miss incidents, identifying future leaders and providing workers with feedback offer insights into how leaders translate their knowledge and management of site-level risks to others.

Jan 1, 2018

By D. R. Willmer

An understanding of how health and safety management systems (HSMS) reduce worksite injuries, illnesses and fatalities may be gained in studying the behaviors of health and safety leaders. These leaders bear the accountability for identifying, understanding and managing the risks of a mining operation. More importantly, they have to transfer this knowledge of perception, recognition and response to risks in the mining environment to their workers. The leaders’ efforts to build and maintain a mining operation’s workforce that consistently executes safe work practices may be captured through more than just lagging indicators of health and safety performance. This exploratory study interviewed six leaders in occupations such as site-level safety supervisors, mine superintendents and/or general managers at surface and underground stone, sand and gravel and metal/nonmetal mine sites throughout the United States, with employee populations ranging from 40 to 175. In exploring leaders’ perspectives on how they systematically manage health and safety, examples such as approaches to task training, handling near-miss incidents, identifying future leaders and providing workers with feedback offer insights into how leaders translate their knowledge and management of site-level risks to others.

Jan 1, 2017

By John B. Gustavson

This paper describes a case history of geochemical prospecting. An area of known mineralization was available for an orientation survey which led to the selection of elements and criteria for a reconnaissance survey in the area offsetting the known mineralization. Certain anomalies were found which were then made subject of confirmation sampling and of rock geochemical investigations. Inasmuch as the geochemical prospecting technique specifically led to a detailed area which now serves as a target for drilling and other exploration efforts, the geochemical prospecting part of the program is considered successfully concluded and, therefore, reported on here. Whether the target area will turn out to host the deposit or not is, of course, of utmost importance to the Company, but is of less importance to this paper. We will describe the concepts, the planning, the execution, the analysis and the interpretation of this typical geochemical prospecting case. A number of people on the staff of International Oil & Gas, Inc. have participated in this prospect, as have students from Southeast Missouri State University and their professor, Gary M. Lowell. In addition, the Missouri Geological Survey has been most helpful with records and letters on the century-old prospecting and mining in the general area. Many valuable discussions have also been held with geologists from the industry who, from time to time, have visited the area, examined the property and reviewed the status of the project. The support and interest from all these parties has made it possible to pursue and expand this exploration concept from one of being just "more of the same kind" to the most chal-1enging and exciting with which this author has ever been involved, namely the prospect for tin porphyry deposits in the mid-continent United States.

Jan 1, 1977

By Robert S. Shank

Introduction The Pinto Valley open-pit copper mine is located in southern Arizona, 11 km (7 miles) west of Miami. Production at Pinto Valley began in 1974. About 350 Mt (386 million st) of ore and waste was removed by the end of June 1982. At that time, the mine was using more than 90 major equipment items with a total mobile fleet numbering 320. Some of the major equipment consisted of four Marion M4 rotary drills; six P&H 15, 11.5- and 19.1-m3 (15- and 25-cu yd) shovels; and 24,136- and 154-t (150¬and 170-st) Wabco haulage trucks. This equipment was used to move more than 139 kt/d (154,000 stpd) of ore and waste. The mill was processing more than 50 kt/d (55,000 stpd) of mine ore. Shutdown A two-week vacation shutdown began in July 1982. Maintenance jobs were scheduled, and most employees left for the vacation. During the vacation period, copper prices fell below $1.32/kg ($0.60 per lb). Inventories remained at alarmingly high levels. At this point the mine was losing more money operating than it would by being shut down. The vacation shutdown was first extended to five weeks. But, after further evaluation, the mine was shut down indefinitely. In Dec. 1982, Cities Services Co., owner of Miami Operations (which included the Pinto Valley mine and mill), was acquired by the Occidental Petroleum Corp. On March 1, 1983, Occidental sold the operations to Newmont Mining Corp., and Newmont created Pinto Valley Copper Corp., as a wholly owned subsidiary. Copper continued to be produced by the Pinto Valley solvent extraction-electrowinning (SX- EW) plant because of its low cost per pound of production. To ensure proper equipment care during the shutdown, maintenance management was given three goals; • maintain the SX-EW plant; • maintain the environmental and pollution control systems such as domestic water pumps and mine dewatering; and

Jan 4, 1985

By Jim McKinley

With a growing number of mines reaching closure and seeing closure costs materialize, regulators, lenders, and banks are observing projects that fail economically by miscalculating these costs. Mine closure costs are often categorized as a type of liability which is defined as the money owed by the company to offset effects from the project, and the money available to pay for those debts (e.g., bond). Often, decisions made before Day 1 of mining (e.g., co-disposal, dry stack tailings, waste segregation) can significantly change the bond calculation. Once the bond is calculated and funded, operators are encouraged to conduct closure research and use applied science for progressive bond release prior to final closure. However, this author has observed few instances of financially significant progressive bond release, as there are typically no robust procedures for bond return, either before or during closure activities. As a result, many companies decide that entering a state of Care & Maintenance (C&M) is less risky than attempting to fund closure activities with an unknown bond return mechanism. Although perhaps less risky in the short-term, the primary long-term risk with entering C&M is that it increases the chances of the bond not covering the cost of closure and the chances of the government/regulatory agency inheriting the mine closure. Bonds are typically reevaluated on a regular cycle (e.g., five years) so every mining company goes through this financing challenge eventually.

Feb 22, 2026

By Edward L. Vickers

When I was originally asked to give this talk, I had certain preconceived ideas of the mining industry's reaction to Operations Research. It seemed at the time to be a rather simple task to collect these ideas for presentation here today. Jotting down these notions, I became concerned that overexposure to this activity called OR perhaps had clouded my outlook on what was actually being done on a nation-wide scale. I felt, to have a better cross section, a questionnaire of current industrial activity was in order. I solicited the response of some 75 mining companies varying in sizes and operating characteristics, and I am pleased to report that the response was good. I received answers from 51. The questionnaire was intended to measure the degree to which their concerns were actually engaged in OR efforts. With all due respect to the people who were so gracious as to answer the questionnaire, I feel that there is a tremendous misconception as to the designed purpose of OR. This is not to imply that there are no active OR groups in the mining industry. But by in large, the majority of the companies sampled appear to be somewhat confused as to what OR really is.

Jan 1, 1962

By Syd S. Peng

University research in the U.S. consists of three components; faculty, funding, and graduate students or postdoctorals. Individual faculty is the unit area of research that is not limited, although faculty normally performs research in their areas of expertise. Faculty can and often do join with other faculty in multidisciplinary research. Faculty research achievements or reputation reflects the standing of the program and university. Therefore, research is highly encouraged and regarded within the university community. Graduate students are the work force of faculty research and doctoral students are preferred for high-quality products. The federal government provides the majority of funding sources, with the remainder coming from industry, state government and others. Compared with other engineering majors, the mining engineering programs in the U.S. are unique in that they: ? Are small in terms of the number of programs, and number of faculty and students in each program. ? Serve a single industry (i.e., mining) and are thus cyclic, reflecting the up and down economic state of the mineral industries. Enrollment statistics during the past 70 years show that a cycle consists of approximately 30 years with the first 10 years up, followed by 20 years down. ? Have curriculum designed to emphasize and thus serve for either the coal, hardrock or industrial minerals industries. These unique features make mining engineering programs hard to manage in university environments. Funding for mining research has relied primarily on the federal government, i.e., the former U.S. Bureau of Mines (USBM) and currently the National Institute for Occupational Safety and Health (NIOSH). The mining industry does not directly perform, nor sponsor research projects. Federal funding provides primarily in-house research. In the last four decades, federal extramural funding was only available when Congress appropriated extra funding in response to mine disasters. For instance, a string of coal mine explosions in the mid to late 1960s prompted Congress to enact the Coal Mine Health and Safety Act of 1969. It provided massive research funding from 1970 to 1983 covering all mining-related subject areas. From 1984 to 1995, federal extramural research funding was minimal, through two generic mineral technology research centers for selected mining engineering programs. In 1995, Congress closed the USBM and transferred the health and safety of miners program to NIOSH. Federally-funded extra-mural research practically stopped from 1995 to 2006. In 2006 and 2007, in response to a series of disasters, including those at Sago, Aracoma, Darby and Crandall Canyon, Congress again appropriated funding for short-term re-search in selected subjected areas such as underground tracking and communication, mine seal and ventilation, and deep cover pillar extraction. Therefore, to develop a meaningful academic mining research program during the past three decades, funding needed to be drawn from other sources such as the mining industries. A ?meaningful? program requires a sufficient amount of consistent funding in order to produce effective results. A review of federally funded extramural research pro-grams shows that a great majority of contractors/grantees are private entities, involving few mining engineering faculty. This, in part, is due to the fact that mining engineering involves so many different subjects. Therefore, a small mining engineering program can only have resources to cover teaching in the core subject areas (i.e., extraction, ground control, ventilation and material handling), at best. In this respect, a successful and meaningful academic mining re-search effort requires strong supporting programs such as geology/geophysics, structural (applied) mechanics, material sciences, compute/software application, etc. Therefore, academic mining research had to rely on private sources such as coal companies, in the author?s case, for sustained funding in the past three decades. Relying on funding from coal companies presents several problems. The projects were small and considered routine consulting projects requiring practical answers in a very short time frame. This is not really suitable for academic research, for which the major goal of research is the training of graduate students. These short-term projects vary with time and mines, most of which are driven by U.S. Mine Safety and Health Administration (MSHA) or U.S. Office of Surface Mining (OSM) regulations. So sustained funding under such condition requires broad experience of coal mining operations, which is also not well-aligned for academic research where faculty tends to specialize in a narrow field. Consequently, under such a funding environment, it is important to keep in mind how to develop long-term academic research objectives from conducting small short-term consulting projects that require quick solutions. In other words, how to look beyond the quick answers and to develop broader and more fundamental theories applicable to other situations that advance the-state-of-the-art. In order to achieve this objective, faculty must act as the connecting link because graduate students come and go. Faculty must know the detail of each project such that they know what are the important unsolved problems, what to assign to specific graduate students and how to guide the next group of graduate students to continue the development and advance the mining science. Under such funding environments, the most effective way to conduct academic mining research and ensure quality products is to maintain a research group consisting of postdoctoral, PhD, and MS students of various rankings such that the senior ranks can assist in guiding the junior ranks, especially the senior PhD students who are experts in their dissertation research areas. A weekly meeting should be scheduled for the group in which problems encountered in the research are discussed or individuals take turns presenting the progress of their projects. During each meeting, the importance of open discussion on scientific issues must be emphasized. Thus, opinions are encouraged, debated, and rejected or accepted. Students are encouraged to listen to and analyze other points of view. In addition to training of this thought process, the meeting also helps identify the strengths and weakness of each individual. As the subject of research expands over time, the group?s and, thus, the faculty?s research experience broadens. With this approach, companies can get the quick answer they desire from expert research experience and the faculty can engage in meaningful applied and basic research that is most relevant to routine mine operations. The end result is that companies will have a high regard for academic mining research.

Jan 1, 2009