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By J. K. Wilmshurst

Absorption, emission and reflection techniques for the study of [molten] inorganic materials at high temperatures have been critically examined. In general, the reflection technique is the most satisfactory for tine study of pure materials, while the absorption, and possibly also the emission techniques, may be useful for studies of certain dilute solutions. In the present investigation infrared emission spectra for sodium nitrate and silver chloride were obtained together with absorption spectra derived from reflectivity data by the method of Robinson and Price for sodium nitrate, silver chloride, lithium and potassium fluoride and their 1:2, 1:1 and 2:1 mixtures and for solutions of zirconium tetrafluoride in lithium-potassium fluoride (1:1) and sodium-potassium fluoride (1:1). It is concluded that vibrational spectroscopy cannot give unambiguous information concerning the existence of complex ions in fused salt, mixtures.

Jan 1, 1963

By D. M. Hausen

A quantitative x-ray diffraction method has been developed for the analysis of alteration minerals in wallrock. Alteration data are plotted and contoured (analogous to geochemical data). Alteration trends outlined by this technique correlate closely with geochemical anomalies, and in some cases attend well beyond the perimeter of anomalous base metal values. "Monomineralic contouring," applied originally to porphyry-type mineralization, has been extended to other types of mineralization, including volcanogenic massive sulfide deposits. Equipment and techniques used in the quantitative measurement of alteration mineralogy are discussed.

Jan 1, 1978

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 James R. Garvey

The impact of conversion on the coal industry can be summarized very briefly: We are going to have to mine an awful lot of coal. Fortunately, the United States has the coal reserves available, and given the right conditions, we can mine it. The coal reserves of the United States are enormous. If we consider them on the basis of proved reserves, using the standards of the petroleum industry--that is, resources mapped and explored and recoverable with present techniques at close to present costs--and compare that with the reserves of other fuels, coal constitutes 88 per cent of the proved recoverable energy resources of the nation. That includes oil, natural gas, oil shale and uranium, so long as the uranium is used in burner reactors. If we consider resources on the basis of "ultimate recoverable" reserves, that is, those resources which can be extracted with improved technology and at somewhat higher costs--and if we include those resources of all fuels not yet found but believed to be waiting discovery--coal still accounts for 74 per cent of the national total. We have built a hydrocarbon economy in which about 76 per cent of our total energy needs are supplied by petroleum and natural gas, and about 20 per cent by coal. Domestic resources of oil and gas are running dangerously low and, assuming a continued hydrocarbon economy, the 20 per cent supplied by coal may increase dramatically. We already import nearly a quarter of the petroleum we consume, and the chief source of additional imports seems to lie in the politically unstable Middle East. Natural gas is in even shorter supply, and the problems of importing it seem at least as difficult as those of oil. The fact is, the United States is already relying to an increasing extent on foreign fuel sources. There is an obvious national risk in making an important part of energy supply hostage to foreign governments of uncertain tenure and friendliness. There is also an economic risk--one of the chief reasons for last year's economic freeze was to try to correct the deficit in our balance of payments; it is obvious

Jan 1, 1972

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

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 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 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 M. J. Klishis

This paper presents the findings of a study on roof bolters' hazard exposure. A "micro-analysis" of accident data was combined with ergonomic observations of roof bolter operators to categorize bolting-related injuries and a checklist was constructed. Bolting-related problems were identified as situations that could expose bolter operators to hazards. Approaches to avoid these situations were applied at six mining operations to evaluate specific problems in roof bolting operations. The re-search emphasized the importance of analyzing worker behaviors in the context of mining situations and equipment design problems that lead to human error accidents.

Jan 1, 1995

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

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 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 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

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 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 Steve Kral

Commodity price down cycles are a fact of life in the mining industry. And companies pre-pare for them as best they can. Evenso, operations are still curtailed or closed during those cycles, profits shrink, layoffs are inevitable and many companies do not survive. However, one of the few good things that occurs during down cycles is the new, innovative exploration, mining and processing technologies that come about during hard times. To survive the lean times, the mining industry turns to improved technology to decrease costs and hold the bottom line. And, because mining is a cyclical business, each down cycle brings about technology improvements that carry over into the good times.

Jan 1, 2004

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 Wilfred Walker

Much is known of the geography of the Alpine orogeny because it has now ended and all geosynclines are in their terminal, cordilleran form. The principle of sea floor spreading, continental drift, and mantle cells has gained general acceptance, but the number and position of the cells, even during the Alpine orogeny, is controversial. The oceanographers have demonstrated the uprises and in this paper it is suggested that downflows are marked by island arcs in the oceans and geosynclines (now cordillera) in the continents, for a total of about a dozen cells. Major mineral deposits associated-with the Alpine downflows are porphyry copper, molybdenum, nickel, chrome, lead-zinc-silver, gold, mercury, tungsten, and tin. Amore precise environment is known for some of these metals, for example, nickel, chrome, and mercury in flysch (which flanks mantle downturns), Ten major orogenies have taken place from 3500 m.y. to the present, Their re¬construction and metallogenesis is the subject of a continuing study.

Jan 1, 1971

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 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