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By Keshavan Nair

In connection with Project Payette, which is concerned with the detection of underground nuclear explosions, it was necessary to determine the technical feasibility of constructing and maintaining a large (approximately 315 feet in diameter) unsupported underground cavity at a depth of approximately 2700 feet in the Tatum Salt Dome in Mississippi. The dimensions and the location of the cavity in the salt dome were governed by criteria laid down by the Atomic Energy Commission. Within the framework of the specified criteria, cavities of various shapes and dimensions could be utilized. One aspect of the feasibility study was to investigate the structural stability of various cavity shapes and to recommend a preferred shape. This paper summarizes the studies that were conducted to evaluate the structural stability of various proposed cavities.(l)

Jan 1, 1968

By Burke Trafton

An earlier paper1 introduced a rapid solution for mine ventilation network problems, employing the digital computer. In this paper, refinements and additions to the computer program which expand its scope of application and a solution to a ventilation network having a coal-mine configuration are presented. Specifically, the revised program--written in FORTRAN for the IBM 7074 computer in Penn State's Computation Center--is applicable to any mine ventilation network employing natural splitting and having its fan located externally. It accomplishes the following; 1. Distributes an assumed total quantity of air flow among all air- ways of the network, performing iterations until an acceptable level of error is attained and the flow in each airway is known. 2, Computes the pressure drop (head loss) in all airways and the overall network and mine head losses. 3. Determines the operating point for the mine and a given fan, adjusting all air flows and head losses to the actual values.

Jan 1, 1964

By N. W. Stump

New developments in on-stream analysis using immersed radioisotope gauges including results from plant installations are described. The control of grinding and flotation using a small digital computer has been complemented by this development. A control scheme for grinding which is based on maximum throughput at constant product size and preliminary work in flotation control are also outlined.

Jan 1, 1974

By Fritz Grübl

Modern shield TBMs allow tunnel drives through almost any type of ground. Thanks to high elaborated technical measures, significant subsidence of the ground surface can be almost entirely avoided. The tunnel lining behind the TBM must be capable of withstanding all loads without deforming, especially during ring erection and advance. Single-shell tunnel linings behind the TBM, usually reinforced concrete segmental rings, can be designed to fulfill this demand. With many projects, however, damage occurs to the lining. Repair costs may be extremely high. Reasons for damages and possibilities to avoid them are shown and explained.

Jan 1, 2001

By W. J. Atkinson

Since the inception of the Ashton (formerly Kalumburu) Joint Venture in 1972 the parties have expended 524 million in exploration for diamonds in the Kimberley region. This has resulted in the discovery of the currently subeconomic Ellendale deposits in 1976/77 and the economic Argyle - Smoke Creek Deposits in 1979/80. In addition to Argyle and Ellendale some 90 kimberlitic and lamproitic bodies have been discovered grouped broadly into three provinces, on the west, east and north margins of the Kimberley block. These bodies range in size from dyke-like features less than one metre in width to pipes with a surface area of 128ha. The bodies with larger surface area are volcanic crater deposits, infilled with air-fall and water deposited tuffs and epiclastic sediments.

Jan 1, 1984

The efficiency of a coal mine ventilation circuit is usually measured by the ratio of the sum of the face quantities divided by the quantity supplied by the fans. Other types of systems use the power delivered to the power supplied to measure efficiency. This paper argues the case that the current measure may be inadequate and that by also looking at the power ratio, ventilation may be better managed. Problems associated with failing ventilation systems would be highlighted earlier so that crisis management could be avoided.

Jan 1, 2009

By G. J. Joy, J. P. Rider

Technical advances in longwall mining over the last several years have resulted in much larger and faster shearers that have the capability of mining at speeds over 30 m/min (100 fpm). This has resulted in a substantial increase in the amount of dust that is generated at the shearer and during shield advances. Meanwhile, increased underground coal production has put a greater demand on longwall dust control systems as some operators have had difficulty maintaining consistent compliance with federal dust standards. To address this need, the U.S. National Institute for Occupational Safety and Health (NIOSH) is investigating the effectiveness of a water spray manifold mounted on the tailgate end of the shearer body. The sprays are oriented parallel to the tailgate ranging arm, and these sprays create a water curtain confining the dust plume near the face, preventing the dust from drifting into the walkway. This redirection of dust provides a clean air envelope for the tailgate shearer operator and jacksetters working near the tailgate drum. Three different tailgate spray manifold designs were tested and evaluated at the Office of Mine Safety and Health Research (OMSHR) Pittsburgh Longwall Test Facility. Manifolds were equipped with hollow cone or flat fan water spray nozzles and evaluated at three face air velocities — 152, 213 and 274 m/min (500, 700 and 900 fpm)— and at water pressures of 689, 1,034 and 1,379 kPa (100, 150 and 200 psi). Reductions in dust concentrations were observed at six face sampling locations for all the tailgate manifold systems at each of the tested spray pressures and face velocities. Average reduction efficiencies of at least 90 percent were seen at the three sampling locations closest to the shearer for all three manifold systems at nozzle spray pressures greater than 689 kPa (100 psi). Based on results from the laboratory tests showing reductions in dust concentrations at sampling locations downwind of the shearer, a spray manifold was fabricated and evaluated at an underground operation.

Jan 1, 2016

By T. E. Breaux

Repair of large rotating apparatus such as ball mills is uncommon but under certain circumstances is achievable. This paper describes the successful repair of trunion on a 14 foot diameter by 20 foot long ball mill. Diagrams of the repair are included for visual perspective and non-destructive test procedures are outlined.

Jan 1, 1988

By Tyler Luxner

Stillwater Mining Co. (SMC) is the largest primary producer of platinum and palladium in North America. SMC operates two underground mines in south central Montana, along the 45-km (28-mile) platinum/palladium J-M Reef in the Stillwater Complex. The Stillwater Mine exploits 9.6 km (6 miles) of deposit strike length and East Boulder Mine exploits 4 km (2.5 miles) of deposit length. The two mines are 20.4 km (12.7 miles) apart with SMC controlling a considerable length along the entire J-M Reef trace. Production at the Stillwater Mine began in 1986 and in 1988 the first tunnel boring machine (TBM) was commissioned, becoming an integral part of mine development at SMC. TBMs have been used for developing production footwall laterals (FWL) to access new mining blocks at the Stillwater Mine, as well as boring twin crosscut ac-cess tunnels at the East Boulder. Two TBM development expansion projects are currently in progress: the Graham Creek project at the East Boulder Mine, which will extend footwall lateral development 2,591 m (8,500 ft) to the west, and the Blitz project, where a TBM will be commissioned to extend east out of the Stillwater Mine to 3,658 m (12,000 ft) beyond the current production mining front. General strike and dip of the Reef is west to east and to the north, respectively.

Jan 1, 2012

By Timothy P. Smirnoff, Arthur P. Chase, Herman J. Smith

INTRODUCTION The Newtown Creek Pollution Control Project (P.W. 53) is a major system of facilities designed to collect wastewater from large areas of the Boroughs of Manhattan, Brooklyn and Queens, then channel it to a treatment plant where the wastewater is processed and discharged. The North Branch interceptor collects wastewater along the east side of Manhattan and transports it downstream to a Junction Chamber at Avenue "D" near East 13th Street. The South Branch interceptor similarly collects wastewater from the southern part of Manhattan Island on both east and west sides of Manhattan and transports it to the same Junction Chamber from where both flows are delivered to the adjacent Manhattan Pumping Station which pumps the wastewater under the East River to a treatment plant in Brooklyn. This system is shown in Figure 1. Construction of the Manhattan Pumping Station began in the Summer of 1966 and was delayed by a number of mishaps. In the vicinity of the North and South Interceptors, approximately 3,060 cubic meters (4,000 cubic yards) of soil flowed into the excavation: 765 cubic meters (1,000 cubic yards) at the North Branch Interceptor, and approximately 2,300 cubic meters (3,000 cubic yards) at the South Interceptor. These movements were accompanied by surface subsidence, collapse, or both. On June 4, 1973, while pumping station construction was underway, approximately five to seven cubic yards of sand entered the junction chamber through a temporary bulkhead valve in the North Branch Interceptor.

Jan 1, 1979

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 Betty L. Gibbs

A clear and accurate knowledge of the status of ventilation in an underground mine is essential to continuing safe operation. In a small mine with a few working faces, the problem is simple and can easily be solved by choosing the appropriate fan. In larger, more complex mines the problem of supplying the working faces with fresh air is a problem beyond the scope of 'finger in the wind' analysis. In today's climate of stiffer government regulation and mining company concern for the safety of workers, computer programs which analyze ventilation networks are helping mining companies meet the standards. The development of computer programs for ventilation network analysis is summarized. Early programs were developed at universities or government agencies and required large expensive computers. As computers have become smaller and less expensive, the development or revision of programs for micro computers has become more available. Prices have lowered to the point of affordability even for medium and small companies. A list of ventilation network analysis programs is provided along with a summary of capabilities, costs, and hardware requirements for each program.

Jan 1, 1987

By Thomas V. Falkie

The title of this talk has brought some interesting responses - even before it was written - from different parts of the country. A geologist from the Western U. S, was deeply concerned with recent layoffs in his profession and the employment situation in general and wondered why "the AIME wasn't doing anything for the benefit of its members." A petroleum engineer in Texas said that a group in his field were studying "professionalism" and their professional status and wondered if there were any words of wisdom for him. A mining engineering professor from the East pointed out that the National Science Foundation did not include mining engineering as one of its recognized fields in one of its equipment funding programs. These are just a few examples of reactions received to date, but they serve to illustrate the broad image that the title has meant to various people. Actually the term profession is defined by Webster as "a calling requiring specialized knowledge and often long and intensive academic preparation." The word encroach means "to enter by gradual steps or by stealth into the possessions or rights of another", or "to advance beyond desirable or normal limits." The intention of this paper, as originally conceived and requested by the program chairman, was to combine those two words literally and talk about how the professional standing of mineral engineers is being eroded from people outside the profession. But the amazing preliminary response suggests that it may be timely to broaden the discussion by including some comments about professionalism in general. In the paper the terms "mineral engineer" or "mining engineering" are used frequently, but it should be clearly understood that much of what is said is valid and is intended for all fields covered by SME and perhaps for AIME in general.

Jan 1, 1972

By D. R. Kalasky, J. M. Mutmansky, B. Kolonja

This paper considers simulation of truck dispatching systems using maximum expected production of the truck-shovel system as the measure of performance. Two analysis methods are utilized: multiple comparisons with the best (MCB) and the combination of MCB with the variance reduction technique known as common random numbers (CRN). These two techniques are compared via simulation experiments. Results show that the combined procedure of MCB with CRN is the superior tool to use to reduce the total number of replications needed to ensure the specified probability of correct selection from a number of systems. In this case study, MCB with CRN reduced the variance by 29% and the number of required replications by 48%. Also, the MCB with CRN procedure narrowed the confidence interval by 18%.

Jan 1, 1995

By Anthony Harding, Rodolfo D. Aradas, Juan M. Fernandez, Darío Tsingas

"The adoption of tunneled combined sewerage interceptors and outfalls leads to design linings which are often subject to internal pressures that are larger than the external pressures, resulting in significant tension loads. The need to meet stringent durability conditions for the normal design life of 100 years often drives client specifications to require a double pass solution with a cast in situ secondary concrete lining. However, improvements in concrete technology and the need to seek efficiency in terms of time and costs, have driven designers to consider single pass segmental linings. The Riachuelo Sanitation project in Buenos Aires is subject to these constraints both upstream and downstream of a sewage treatment plant. This paper describes how the challenges of up to 2 bar pressure differential have been addressed by careful analysis of soil structure interaction to ensure that the full benefit of external ground pressure is realized, resulting in a more optimal design for the constructor both in terms of cost and time. INTRODUCTION The construction of long sewerage interceptors and outfalls is becoming an increasingly common piece of infrastructure for modern urban cities facing a large water front and estuarine conditions, which are under a significant environmental burden imposed by decades of sustained growth. Such works intercept most of the distributed sewage discharges to then divert them to a central treatment point from which it will be finally diffused via an outfall into a water body capable to accept these discharges under acceptable environmental conditions. Depending on the magnitude of the sewage load to be handled, the configuration of the urban environment and the conditions of the receiving water body, both in terms of oceanography forces and seabed conditions, these schemes will vary in length, conveyance capacity and design and construction requirements. When conditions permit, the current trend is the execution of long outfalls using flexible solutions (such as the use of HDPE pipes) which usually require some form of concrete ballasted weights to resist off shore dynamic forces when directly laid over the sea bed. However, this concept faces limitations when the conveyance requirements indicate the need for large diameters (typically above 3000 m) and also when the outfall needs to avoid deep features off shore such as navigation channels. When this occurs, tunneling, particularly segmentally lined tunnel constructed by TBM emerges as the most feasible approach for large diameter, long deep outfalls. The operating conditions often result in internal pressures that are larger than the external pressures, resulting in significant tension loads in the lining. The need to meet stringent durability conditions for the normal design life of 100 years often drives client specifications to require a double pass solution with a cast in situ secondary concrete lining."

Jan 1, 2016

By J. M. Keane

Critical to successful dump and heap leaching for copper is an adequate testing program for evaluation of the applicable parameters. This paper deals with testing methods to establish best conditions for dump and heap leaching of copper so that commercial operations can proceed on a rational basis. Discussion is also offered of ore occurrences suitable for dump and heap leaching.

Jan 1, 1985

By J. J. Casey

This paper is one of a series of presentations organized by the Conference of American Society of Civil Engineers with the goal of making significant progress toward an equitable and effective allocation of risks in construction undertakings among the principal parties - owner, contractor and designer. The role I have been assigned is principally one of identification of risk while others will devote greater attention to the allocation of these risks and the contractual arrangements necessary to properly make these allocations. Construction projects are joint undertakings by parties who bring different skills and interests toward a common effort, much as this conference does. A project is not an adversary proceeding and does not benefit from establishment of an adversary mode, as our lawyer friends seek in the resolution of legal issues. Accordingly, I urge upon this Conference the adoption of two basic precepts and guidelines as the criteria for sharing of the risks inherent in construction undertakings toward achievement through mutual effort the common goal of a successful project completed in the shortest time and at the least overall cost. These precepts are: (1) that all risks are rightfully the owners unless transferred to or assumed by another party for a fair compensation; and (2) that the principle guideline in determining whether a risk should be so transferred should be whether the receiving party has both the competence to fairly assess the risk and the expertise necessary to control or minimize it. The sponsors of the conference have provided certain guidelines to the authors. There is, however, no constraint in expressing one's bias and I suspect that my contractor's outlook may be inherent in my comments. The guidelines have suggested that I indicate whether the risks identified are ones that can or should be shared or borne by one party alone. In doing so, I will attempt to follow the precepts I have recommended.

Jan 1, 1979

By Halter L. Gould

Since the turn of the century there has been a marked increase in population, industrial and economic growth, and in energy requirements in the United States. During this time our energy needs have been met largely by natural gas and petroleum, but as our reserves of these materials are depleted, we are going to depend more and more on our large reserves of coal. The mining of coal for electrical power production has increased at a rapid rate during the past decade. Over half the coal produced in the United States in 1971 came from mines utilizing surface mining operations (Paone, et al, 1974). Surface mining is expected to increase as the rising cost of oil places more demand on coal for energy. About 57 percent of the coal reserves in the United States lie in the area west of the 100th meridian. About one-quarter of this can be mined by current surface methods. This would involve the disturbance of approximately 1.5 million acres (600,000 hectares). By the year 2000, projections indicate disturbance of about 200,000 acres, or 300 square miles, in the West. Mined areas receiving more than 250 mm of annual precipitation can usually be revegetated without irrigation if the spoils are properly shaped, the surface layer consists of suitable plant growth media, and proven techniques in rehabilitating disturbed rangeland are applied. Areas receiving less than 250 mm of annual rainfall or with high evapotranspiration rates pose a more difficult problem. Revegetation of these areas can probably be accomplished only with major inputs of water and good management (National Academy of Science, 1974).

Jan 1, 1978

By Osamu Nishikokura, Jumpei Yamashita, Darrell Liebno, Malcolm Sheehan

"The Eglinton-Scarborough Crosstown Project builds a 19km LRT corridor that includes a 10km underground portion, between Keele Street and Laird Drive. The West Tunnel Contract (ECLC1-15) includes 6.5km of twin EPB TBM bored tunnels with a 5.75m internal diameter precast concrete segment lining (PCTL), between Keele Street and Yonge Street. This paper summarizes the overall scope of work, the technical challenges faced and innovative solutions developed by the contractor during the TBM move across an existing subway tunnel using state of the art high capacity strandjack gantry crane.1. PROJECT OVERVIEW The Greater Toronto and Hamilton Area (GTHA) is Canada’s largest urban region, populated with over 6 million people, and is one of the most rapidly growing regions in North America. One forecast estimates that the population of this region will increase to 8.6 million by the year 2031. In September 2008, Metrolinx, an agency of the Government of Ontario, launched a 25-year regional transportation plan named “The Big Move” to cope with the expected increase in transportation demand. The Eglinton-Scarborough Crosstown, one of the projects included in “The Big Move”, is a light rail transit (LRT) that will run across Toronto in an east-west direction between Mount Dennis and Kennedy along Eglinton Avenue. In October 2012, the West Tunnel Contract of the Crosstown LRT (ECLC1-15) was awarded to Crosstown Transit Constructors (CTC), a joint venture between Obayashi Canada Ltd., Kenny Construction Company, Kenaidan Contracting Ltd. and Technicore Underground Inc. The project includes approximately 6.2 km long twin bored tunnels, 9 cross passages, 1 emergency exit building, 7 sets of station headwalls, and an intermediate pair of extraction and launch shafts. Each of 6.5 km long twin tunnels are divided by the existing subway station into two drives: the first half from the launch shaft LS-1 (west of Keele Station) to the extraction shaft ES-1 (west of Eglinton West Station), and the second half from the launch shaft LS-2 (east of Eglinton West Station) to Yonge Station, as shown in Figure-1. The TBMs are extracted at ES-1 and moved to LS-2 over the existing Yonge-University Subway Line at Eglinton West Station before resumption of tunneling at LS-2."

Jan 1, 2016

By J. W. Stevenson

The need for a separate ventilation department within the management team was recognized by the management of U. S. Pipe and Foundry before the company was purchased by Jim Walter Corporation in January, 1970. Because the coal beds of the deep underground coal properties owned by Jim Walter Resources lay 1300 to 2200 feet below the surface, efficient mine ventilation practices are essential through shaft openings varying from 16 to 22 feet in diameter. The extremely high methane gas quantity indicated to be in the coal bed because of the depth of cover and documented by various U. S. Bureau of Mines tests and demonstrated by early mining proved the need to implement this early management decision. At U. S. Pipe and Foundry mine ventilation was a function of the Mining Engineering Department with ventilation personnel assigned to the mine receiving their day to day work assignments from the mine manager or mine foreman. At Jim Walter Resources, the General Manager - Ventilation reports to the Senior Vice President, Mining Engineering, who reports directly to the President, Mining Division, Figure 1 (Company Organization Chart). Position descriptions are static; however positions are dynamic and consequently the degree of emphasis of specific duties and responsibilities change depending not only upon the aptitude of the individual performing the job but also upon his ability to meet the needs of his supervisors; and ultimately upon his ability to react to the economic forces directing our society. The following describes the duties and responsibilities of the General Manager - Ventilation, Figure 2.

Jan 1, 1980