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By V. G. Lofftus

Since plant start-up in January 1983, Golden Sunlight Mines, Inc. has implemented several process changes and improvements. Among these are a pulp preaeration circuit and a sand tailings retreatment circuit. The purpose of the preaeration circuit is to reduce reagent consumption during gold dissolution. The sand tailings retreatment circuit was added to recover and process separately pyrite concentrate to maintain acceptable overall gold recoveries with the more refractory sulfide ores. Research and plant operating data along with process and improvement descriptions are presented.

Jan 1, 1987

By Richard H. Sailors

Data from full scale marked ball tests are used to demonstrate the effects of abrasion, corrosion, and impact on overall wear rate. The predominate wear mechanism need be identified before the optimum alloy can be chosen for the grinding media. Use of high chromium grinding media often results in increased mill efficiency due to shape retention. Thus, a benefit from energy savings can result as well as a reduction in wear rate. Converting from steel to east high chromium grinding media requires close association and cooperation between producer and consumer in order to properly conduct these studies.

Jan 1, 1990

By Sterling S. Cook

The U.S. Bureau of Mines is conducting core leaching experiments with sulfuric acid on oxide copper ores from the Cyprus Casa Grande and ASARCO Santa Cruz deposits in Arizona to further our understanding of the leaching process in supergene copper ores as it relates to in situ mining. Leach solutions from atacamite mineralization contained 5 to 30 g/l copper and few extraneous ions. Leachant from chrysocolla ores, with grades similar to the atacamite, contained 2 to 9 g/l copper and abundant extraneous ions. Quartz and K-feldspar had no impact on leach solution composition at any acid concentration (up to 40 g/l) while illite and sericite had minimal impact. Biotite, calcium-rich clay and limonite have a significant impact on solution chemistry when there is abundant free acid in solution. High acid concentrations increase acid consumption in ores with abundant biotite and limonite gangue. High acid concentrations can be used in ores with quartz, K-feldspar, and sericite gangues without increasing acid consumption per unit of copper removed.

Jan 1, 1988

By S. S. Klima, D. E. Pollock, J. A. Organiscak

"Airborne respirable coal dust capture by water sprays or wet scrubbers has been studied and developed over many decades as an engineering control to reduce dust exposure in coal mines and combat coal worker pneumoconiosis. Empirical relationships and deterministic models for particular dust capture experiments have previously been devised to show the key parameters involved in airborne coal dust capture. Many of the results from these models show that the significant parameters related to airborne dust capture are water spray pressure, water quantity, water droplet size, relative water droplet-to-dust particle velocity, and total operating air pressure of the scrubber. However, many airborne dust capture efficiency relationships and models developed for particular experiments cannot be readily applied to forecast the dust collection efficiency of different spray and scrubber design configurations, which rely on several key dimensional engineering measures. This study examines engineering measures from previous water spray and wet scrubber experiments conducted by the U.S. National Institute for Occupational Safety and Health (NIOSH) and the U.S. Bureau of Mines (USBM) to develop empirical models for wet collection of airborne dusts. A dimensionless empirical model developed for predicting airborne dust capture efficiency of water sprays and wet scrubbers is presented. IntroductionWater sprays have been one of the earliest mainstay engineering controls used to suppress respirable dust in underground coal mines. Some of the earliest reports of water spray usage on continuous mining machines indicated respirable coal mine dust reductions of 20 to 60 percent (Kobrick, 1970). Not long after the enactment of the 1969 Coal Mine Health and Safety Act, the U.S. Bureau of Mines (USBM) and others conducted extensive research into water spray and wet scrubber systems to control respirable dust in coal mines. The primary aspects of water spray dust control included prewetting for dust prevention, localized ventilation redirection and airborne dust capture, which are summarized in handbooks or best-practices guides (Kost, Yingling and Mondics, 1981; Kissell, 2003; Colinet et al., 2010). Initially, underground studies were conducted to identify the primary sources of dust during the mining processes and effective dust controls (Courtney, Jayaraman and Behum, 1978; Jankowski and Organiscak, 1983). Laboratory research systematically studied ventilation and airborne dust capture effects of water sprays and scrubbers to improve their application in underground coal mines (Tomb, Emmerling and Kellner, 1972; Divers and Janosik, 1978, 1980; Grigal et al., 1982; Ruggieri et al., 1983; Jayaraman, Jankowski and Kissell, 1985; Volkwein, Ruggieri et al., 1985; Jayaraman, Schroeder and Kissell, 1986; Divers, Jankowski and Kelly, 1987; Jones and James, 1987)."

Jan 10, 2018

By William C. Larson

The Bureau of Mines, as a result of its contract research program, is developing a retractable core bit for the wireline drilling system (Retractable Sit System, No, H0272004). The prime contractor, Longyear Company, Minneapolis, Minnesota, and the subcontractor, Doerfer Division, Cedar Falls, Iowa, have designed, fabricated, and are currently field testing the in-hole retractable bit system. he objective of the program is to develop a minerals exploration core drilling system that allows retraction of a worn out bit and insertion of a new core bit, without pulling the drill rods out of the hole. To date, the results of the project are encouraging, and the retractable bit contract is currently in the last phase of a four-phase program, which is on schedule and under budget.

Jan 1, 1980

By Donald C. Moore

Introduction Asamera Minerals (US) Inc. and its joint venture partner, Breakwater Resources Ltd., discovered ore grade gold mineralization on their 20 km2 (5000 acre) Wenatchee, WA land position in February 1983. Due to the high grade nature of the discovery ore and the known reserves of ore in the "B Reef' and "B West" zones previously outlined by other companies, a decision was made to construct a mine/mill operation near the known ore occurrences. Further drilling in the discovery area quickly expanded known gold occurrences to more than 3.6 Mt (4 million st) with tentative in-place ore grade of 7 g/t (0.25 oz per st) and minor silver values. Based on existing knowledge of the ore body and the rapidly increasing ore reserve, a decision to build a 1.8-kt/d (2000-stpd) mine and mill complex was made in the second quarter of 1983. A schedule was devised to begin immediate mine development, shaft sinking, environmental and land use permitting, and mill and tailings dam construction (Fig. 1). Meeting the scheduled startup date, April 1, 1985, required a fast track schedule in all areas. To this end, Asamera purchased the Oracle Ridge Partners concentrator. This was an assemblage of new equipment designed for use as a copper concentrator in southern Arizona. The purchase contained all of the major mineral dressing equipment - crushers, screens, rod and ball mills, etc. and an engineering package. It did not include most of the other required items, such as buildings, conveyors, pipelines, tanks, and pumps. At the same time, core samples were sent to two independent process development laboratories for initial flowsheet development. Due to the refractory nature of the carbonaceous ore, cyanide leaching was not feasible. Flotation was selected as the concentration process. Further testing showed that autoclaving of the flotation concentrate followed by cyanidation would result in overall recovery of about 85% gold. A mine manager was hired to begin assembling an operations staff, hire an environmental consulting firm, and begin mine development. Environmental and land use concerns were major obstacles due to the mine's close proximity to a city of 20,000 people. These concerns had to be rapidly defined so as to mitigate any adverse impacts from and mining processing operations. Baseline data dealing with weather, air and water quality, and sound were measured before start of mine construction. Concentrator and flowsheet development remained static until October 1983 while definition drilling and mine development proceeded. In late October, a process engineer was hired to coordinate development of a process flowsheet, purchase the remainder of the concentrator equipment, prepare a concentrator construction contract, finalize concentrator detail engineering, and combine environmental and process requirements with a tailings dam design. Process development There were only 17 months remaining to mill start up from the hiring date of the process engineer. Therefore, the process flowsheet had to be finalized rapidly. To accomplish this, samples of drill core from the highest grade (and therefore potentially the most commercial) ore zones were sent to an outside metallurgical laboratory to confirm beneficiation tests on the flotation process. Test results again showed that flotation would provide about an 86% gold recovery. Therefore, all further testing was concentrated on flotation and autoclave/cyanidation of flotation concentrates. Focusing on a well known process such as flotation was important in accomplishing the rapid design and construction of the concentrator. If, during these next phases, we were continually changing design concepts, layout, and process flow, the mill startup would have been delayed many months. Once a process flowsheet is selected the process engineer must obtain the process criteria needed to design the beneficiation system. For example, it was known in early December that the Oracle Ridge rod and ball mills were too small to grind 1.8 kt/d (2000 stpd) of Wenatchee ore. A decision had to be made to purchase a large, used ball mill and convert the Oracle Ridge ball mill to a rod mill. The process engineer must be cognizant of the process criteria needed to size and select equipment. If not, the process engineer must use the professional services of the equipment manufacturing companies to review the requirements that the equipment is asked to perform. For the Wenatchee system, this resulted in the adaptation of a ball mill to a rod mill with a weight limit of grinding rods to protect the mill bearings and drive trains. When a decision is required, the process engineer has to present the facts and options in a manner that allows a rapid decision. This information must include costs, equipment availability, and effect on the construction schedule. At the Cannon mine, there were process development details that resulted in decisions similar to the ball mill purchase. These included an increased flotation residence time from eight to 25 minutes, an increased thickener area requirement, a high pressure tailings pumping system, and area constraints in plant layout. All of these decisions had to be timely and required assistance from manufacturers' service engineers, and knowledge of the alternate costs and effects on construction completion. Equipment procurement It was decided in early 1983 to build the ore milling facility with Oracle Ridge equipment, augmenting it with used equipment

Jan 2, 1989

By Robert E. Mazurak

Mines and plants for sale, downsizing, bankruptcies, consolidation, slab imports, minimill growth displacing traditional integrated steel-making. These are some issues for North American iron ore and integrated steel producers. But the blast furnace still remains the workhorse of the ironmaking industry. And direct reduction and other alternate ironmaking technologies have yet to make any serious inroads in North America. How come? This article addresses the current state of primary ironmaking in the changing North American steel industry, the direct reduction market and new technologies under development that may hold some promise.

Jan 1, 2003

Residential and commercial plumbers in the United States were introduced to Viega?s copper press technology in 1999. In short, the technology allows plumbers and installers to join copper pipe securely in four to seven seconds on pipe sizes of 1.2 to 10 cm (0.5 to 4 in.) by pressing the connections with specialized tools and fittings rather than through sodering or welding. The water- and air-tight technology, first introduced in Germany in 1989, includes three different sealing elements, a variety of materials and a selection of configurations. By eliminating the need to thread or solder pipe, connections and repairs can be made quickly and securely. Installations are also much quicker and as secure as traditional methods.

Jan 1, 2012

By S. J. Schatzel, V. Gangrade

A ventilation research study was conducted by the National Institute for Occupational Safety and Health and a cooperating trona mine in the Green River basin of Wyoming, USA. The mine operation uses the longwall mining method in trona bed 17, a commonly mined unit in the region. The longwall face length is 228 m (750 ft), and caving on the face occurred up to the back of the longwall shields. The mine is ventilated using a main blowing fan and a bleeder shaft. For this study, sulfur hexafluoride (SF6) tracer gas was released in two separate monitoring experiments. For the first experiment, tracer gas was released on the face, this test focused on airflow along the longwall face of the active panel. Face test showed the airflow patterns to be more complex than just head-to-tail flow in the main ventilation air stream on the active panel. For the second experiment, tracer gas was released 2 crosscuts inby the face on the headgate side, this test focused on gas transport in the mined-out portion of the same active panel. Gob test showed a pathway of movement through the front of the active panel gob that moved outby from the tailgate corner. The primary pathway of tracer gas movement in the active panel gob was towards the headgate and tailgate bleeders and out of a bleeder shaft. The rate of movement towards the back of the gob was measured to be 0.19 m/s (37 fpm).

By W. D. Monaghan

One of the major ignition sources of fires and explosions in underground U.S. coal mines is flame cutting and welding. On May 20, 2006, a flame-cutting operation at the Darby Mine No. 1 led to an explosion that resulted in five fatalities. On Jan. 22, 2003, another explosion caused by flame cutting at the McElroy Mine resulted in three fatalities and three serious injuries. On June 22, 1999, a flame-cutting and welding operation at the Loveridge Mine caused a fire that required sealing the mine for an extended period. On March 19, 1992, an explosion initiated by welding at the Blacksville No. 1 Mine resulted in four fatalities. These examples of mine incidents demonstrate the need to conduct research to develop best practices for safely conducting flame cutting and welding in underground coal mines. The National Institute for Occupational Safety and Health (NIOSH) conducted a study on fires and explosions in underground U.S. coal mines that were caused by flame-cutting and welding operations to determine the root causes of these types of incidents. The methodology included interviewing mining personnel who perform flame-cutting or welding operations in underground U.S. coal mines and visiting mines to observe these operations. In addition, MSHA reports of investigations and accidents statistics were analyzed. The findings were used to identify and compare differences between flame-cutting and welding practices and techniques in small and large mines, eastern and western mines, low-seam and high-seam mines, room-and-pillar and longwall mines, and between experienced miners and new miners. As a result of this study, best practices were developed to reduce the number of ?res and explosions caused by flame cutting and welding. This paper provides a summary of this research.

Jun 1, 2010

By Douglas F. Stevenson

Your committee doesn't assign any easy topics to us speakers. How do you define "successful" in what is essentially a losing game? I am reminded of the fellow who returned from a one-week vacation in Las Vegas, and proudly stated, "I only lost $150." To him, that was "success." I am afraid that workers' compensation is a losing game for employers, too, and success has to be defined in terms of how much or how little is lost. We have no chance of producing a profit for our employer. We will narrow down to some suggestions about conducting a workers' compensation program at the plant level, but first I want to discuss the general legal, social and legislative climate in which your plant program operates. Workers' compensation is a statutory program with its general parameters established by the legislature. These parameters are then amplified by the boards and commissions established to administer workers' compensation. What influences the legislature and the boards and commissions as they establish the framework in which we must function?

Jan 1, 1986

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By Michael G. Nelson

In 1992, the Alaska Department of Environmental Conservation received a grant from the Environmental Protection Agency (EPA) to fund the reclamation of an abandoned placer mine. The project also included the development of a water-quality and hydrologic-monitoring program. The grant was provided under Section 319 of the Clean Water Act and is administered through EPA's Region X Water Division. For the past 100 years, Alaska's interior has been the site of extensive placer-mining operations. Early surface and underground operations left small tailings piles, some of which are still visible. Dredging left larger tailings piles, similar to those in California and elsewhere. The only reclamation of these tailings involved use as road base and fill and other civil applications. Most active mines in Alaska are on state and federal lands. The standards of reclamation for mines on federal lands are established under US Mining Laws, 43 CFR 3809. They address only mines operated since 1981. Under a state statute passed in 1990, the Alaska Department of Natural Resources, Division of Water and Mining, has issued reclamation regulations. These regulations apply to sites on state, federal and private lands, but only those mined since Oct. 15, 1991.

Jan 1, 1995

By Felicia F. Peng

Using a fuzzy logic controller, a signal applied on the processes may be generated through a linguistic protocol expressing an operator's intuitive control strategies. In this work, fuzzy logic controller and PID controller imposed upon the feedback liquid level control systems for a stirred tank are studied and compared. The construction factors including the shape of membership functions, number of fuzzy variables, number of inputs, number of rules, and different defuzzification methods are considered in design and formulating the fuzzy logic control strategies and algorithms. From the analysis of the strategies and control performances, an optimum controller may be generated by making use of the best combination of these fuzzy construction factors.

Jan 1, 1997

By EREN KOMURLUR, ATILA GURHAN CELIK, IBRAHIM GUNES

In this study, laboratory and site studies were performed to investigate the usability of a new insertion apparatus designed for the split-set type of friction bolts. The new apparatus decreases the friction during the bolt insertion by a temporary diametric compression of the split tubes. According to the results, the new precompression apparatus was found to be advantageous in terms of the insertion practicality and prevention of the buckling problem. By allowing increases in the ratio of bolt diameter to drill-hole diameter, the new apparatus was found to supply relatively high normal stresses and friction capacity in drill holes after opening its clamping mechanism.

By Jr. Garnar

Heavy mineral mining has been a relatively small but important Florida industry for over sixty years. Geology of the Florida heavy mineral deposits is similar. Each formed along active coastlines after which the titanium minerals were upgraded in TiO2 by post depositional oxidation and leaching of the iron. There are four heavy mineral plants currently Operating in Florida. Ore is mined by dredges and the heavy minerals concentrated by gravity separation. The heavy mineral concentrates are further processed with high tension and electromagnetic separators to Produce titanium mineral concentrates for TiO2 pigment manufacturing plants. Zircon sand is produced as a co-product at all of the Florida plants. Staurolite is produced by Du Pont and Titanium Enterprises. Du Pont also markets a kyanite-sillimanite product. (Monazite is produced by Humphreys and Titanium Enterprises). Reclamation of mined-out land is an important part of heavy mineral mining. At the Du Pont plants soil is removed ahead of the dredge and placed over the quartz sand tailings. Grass is planted after fertilizing. A year later the land is fertilized again and pine trees planted. Most of the heavy mineral deposits now being mined will be nearly exhausted by the end of the century. New deposits to be mined in the 21st century will probably be smaller and lower grade than those now being mined. Advances in mineral processing technology will have to be made to allow these lower grade deposits to be mined economically.

Jan 1, 1978

By Hans-Henrik Wallin

The stresses in the heads and shell of a grinding mill are largely dependent on the bending moment produced by the trunnion bearing. By using spherical roller bearings in a special narrow housing a short moment arm is obtained and the bending moment is reduced. For large mills a hydrostatic shoe bearing which also gives a short arm, can be used. Spherical roller bearings also require less maintenance and have a long service life. As the bearings are grease lubricated an automatic lubricator is used instead of an oil lube system. Service data from two Swedish mining companys confirm the fact that the above arrangements provide a long service life.

Jan 1, 1979

By L. M. English, Y. J. Wang

When plotted as head vs. volume, fan curves start high and decrease in head with increasing volume while mine head curves start low and rise with increasing volume. Their intersection is the system operating point. But wait a minute: Isn't head loss a negative number, a debit? And isn't fan head an energy addition, a credit? This, as every ventilation instructor knows, is often a stumbling block to student or audience comprehension. It is possible to use the intuitively correct curves - pressure losses as negative values and energy additions as positive values-and still obtain the correct operating point: adding the two curves produces a third curve that intersects the x-axis at the operating point, the point at which the fan energy input exactly matches air circulation energy loss. Using this technique also makes it easier to account for outside influences on the system, such as natural ventilating pressure; with the standard approach it is quite easy to add or subtract such influences to the wrong curve. This approach can be extended to the graphical solution of any series/parallel circuit or ventilation network. The results are the same, and the approach is logically consistent and less confusing.

Feb 24, 1997

By E. R. Bauer

The trend in underground room-and-pillar coal mining is to employ remote-control continuous mining machines and extended cuts, 12 m (40 ft) deep or more. This system of coal extraction, adopted by over 435 mines, can create additional worker-safety hazards. To address the ground control and worker-positioning hazards, a combination of statistical analyses and numerical modeling was conducted. Initially, the reported roof-fall incidents and fatalities were reviewed to delineate the ground-control hazards. Then, the application of the Coal Mine Roof Rating (CMRR) for estimating safe extended-cut depths was evaluated. Finally, computer modeling to predict roof displacements during extended-cut mining was completed. The paper describes the results of these studies and their impact on the safety of extended-cut mining.

Jan 1, 1999

By William L. Meyer

With high expectations and promises, computers were introduced to the mining industry in the late 1950s and 1960s. Applications spread in the 1970s when capabilities began to catch up to early promises, and people within the industry began to see the benefits of using computers in business and engineering. The 1980s have seen a wide acceptance of computers, both large and small, and the use of computers is accelerating throughout the industry. Computers have changed dramatically over the last 25 years. The power of some microcomputers matches the capabilities of main frame computers from less than 10 years ago. The variety of software on these micros exceeds what is available on many larger computers today. Changes over the next 10 years are likely to be greater than those of the last 10 years. Making use of available computer technology while trying to cope with the rapid changes in this industry will take much effort within mining. To take advantage of existing computers, consider and evaluate: project needs and applications; professional, administrative, and support personnel; computer software and technology; and computer and related hardware. Note that this list is in the order of decreasing importance. These categories are also presented in the order for which organization and solutions should be provided to get the most out of computers. To start with a computer and go up the list has cost many mining companies needless expenditures, wear and tear on personnel, and frustration. It is assumed for this article that the need for computer tools is self evident. You can do without a computer by using the appropriate techniques (manual methods) with any required shortcuts plus a lot of personnel time. Indeed, several companies are doing that as a "solution" to what to do with their excess engineering personnel in these lean times. However, the future may be better served if some of these people could be prepared to handle the applications and technology presently available. People and Problems To present the factors related to turning the computer into a productivity aide, it may be enlightening to examine some common people problems that reduce productivity. The most valuable resource any mining company has is its mining professionals. And, particularly with computers, people either make the successes or create the barriers, not the machines. The following list of people problems (syndromes and complexes) has been amply observed during some 23 years of the author's experience with computers and their applications in mining. Home Grown Syndrome - "Nobody else can really understand my problem or provide `exactly' what I need to solve it." While there may be some truth to this syndrome, it would be an unusual project that cannot be handled with existing solutions for at least 75-80% of the needs. Having a base to build on will also speed the development of any remaining needs. It does not seem justified to start all over for a new application, even if "our problem is unique." Not Invented Here Syndrome - This "justification" for the continued existence and budgets of some groups has various forms: "It wasn't done here so it obviously can't do the project the way I think it should be done"; and, "If it wasn't invented here, it obviously

Jan 11, 1983