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By C. Gregory Knight

Adequate planning for the development, operation, and reclamation of a surface mine requires attention to present and future uses of land, both on the mine site and in the mine vicinity. This paper outlines land use implications of surface mining, and suggests procedures that could link mine planning, mine operation, and reclamation to more general land use concerns. Mining is viewed as a temporary use of land that may irretrievably commit land resources away from some future activities, but may allow other uses, some of which may have been impossible without mining. The paper accepts the premise that surface mining should attempt to minimize environ-mental damage and to maximize future alternative uses of land by appropriate reclamation. I. The Effect of Surface 1'1ining on Land Use Surface mining is a temporary utilization of the land most often criticized because the disturbances it creates are of far greater duration than the actual extractive operation, Resource recovery disrupts existing activity on the land, at least temporarily, and

Jan 1, 1977

By Mohamed A. Younis, Robert J. F. Goodfellow

This paper investigates the design approaches taken and the philosophy employed during the construction of the Metropolitan Airport Commission (MAC) storm tunnels, part of the Phase 4 Segment of the MAC Trunk Storm Sewer Project at Minneapolis St.-Paul International Airport, located in Minneapolis, Minnesota. URS Corporation was retained to provide a design and Construction Management (CM)services for the MAC Trunk Storm Sewer Project. A case history of the design and construction challenges of the project is presented. The MAC storm tunnels consisted of the construction of twin 10-foot inside diameter (I.D.) tunnels within 7 feet of an existing 72-inch I.D. storm pipe at the base of a 70-foot high highway embankment. The analysis required during the design stage of the project is discussed. This analysis and our design approach provided a defensible framework and justification to make design decisions on relevant issues including: allowable spacing of new and existing structures; preferred order of construction; expected ground deformation behavior; response of lining types to adjacent construction; and effects of proposed changes to design at the submittal stage and during construction.

Jan 1, 2003

By C. N. Speltz

The cost of transportation of industrial minerals is frequently higher than the cost of the product. Where a minc, industrial mineral plant. or customer is served by a single railroad, that single railroad, because of lack of competition, may increase rates and/or provide inadequate service so that the economics of that mine, plant or customer are adversely affected, or so that the level of service precludes satisfactory performance. Transloading of industrial minerals from rail-to-truck or truck-to-rail in order to improve economics and sales of product is not new. However, transloading to reduce freight costs or improve inadequate service caused by a lack of competition in the rail industry, is a relatively new concept brought on by the recent mergers of many of the main line railroads, both in the eastern and western United States. For example, with completion of the Burlington Northern/Santa Fe and the Union Pacific/Southern Pacific mergers, the western United States has only two mainline railroads. The industrial mineral producer, in order to reduce the cost of transportation, or increase the level of service, must evaluate potential transloading opportunities in light of higher prices and reduced service brought on by reduced railroad competition.

Jan 1, 1998

By R. Fields

Nevada is primarily known today for its nation-leading production of gold and silver. However, industrial mineral production continues to play an important role in providing construction materials to help make the state the fastest growing in the United States. Aggregate production in Nevada was about 20 million tons in 1991. Most of that was used in construction in the fast-growing Las Vegas area. The state leads the nation in the production of barite and mined magnesite and has significant production of lithium carbonate, diatomite and gypsum. Other industrial minerals produced in the state include specialty clays, silica, lime and dolomite and relatively small production in salt, perlite and dimension stone. Industrial minerals operations are subject to state and federal permitting requirements, especially in the areas of air and water quality and mined land reclamation. As in all segments of the mineral producing industries throughout the nation, the amount and complexity of regulations affecting industrial minerals has increased significantly in recent years. Nevada is no exception.

Jan 1, 1993

By Mark A. Jirsa

The Biwabik Iron Formation is a ~1.9 billion year-old sequence of iron-rich sedimentary rocks that was metamorphosed at its eastern- most extent by ~1.1 billion year-old intrusions of the Duluth Complex. The metamorphic recrystallization of iron-formation locally produced iron-rich amphiboles and other fibrous iron-silicate minerals. The presence of these minerals in iron-formation along the eastern part of what is known as the Mesabi Iron Range, and their potential liberation by iron mining has raised environmental health concerns. We describe here the geologic setting and mineralogic composition of the Biwabik Iron Formation in and adjacent to the contact metamorphic aureole of the Duluth Complex. The effects of metamorphism are most pronounced within a few kilometers of the contact, and decrease progressively away from it. The contact aureole has been divided into four metamorphic zones?each characterized by the composition and crystal structure of the metamorphic minerals it contains. The recrystallization of iron-formation to iron-rich amphibole minerals (grunerite and cummingtonite) and iron-pyroxene minerals (hedenbergite and ferrohypersthene) is best developed in zones that are most proximal to the Duluth Complex contact. ©2007 Elsevier Inc. All rights reserved. Keywords: Iron-formation; Mining; Fibrous; Mineralogy; Metamorphism.

Jan 1, 2007

Remote sensing methods have been used to evaluate vegetative growth patterns for many applications, though relatively little work has focused on tracking mine reclamation progress. For coal mines in Central Appalachia, reclamation approaches that include production of biofuel feedstocks are increasingly attractive, as these may yield significant post-mining land values and contribute to carbon-neutral energy supplies. To optimize biomass productivity, the influence of reclamation practices on biomass production must be well understood, which necessitates tracking biomass production over long time periods. Satellite-based estimations may offer low-cost alternatives to conventional biomass estimations and, also, the potential to provide critical input for carbon accounting at varied spatial scales. In this paper, experimental biomass production plots on reclaimed mine sites established in Wise County, VA, are used for a comparative study of satellite spectral derivatives, which are evaluated against groundbased biomass estimates. Metrics based on four spectral derivatives, band ratios and spectral transforms were regressed against biomass measured in situ for different species. The results demonstrate that greenness and principal component 2 (PC2) were more efficient than the other spectral derivatives for monitoring the biomass of this reclaimed area. Also, it is shown that Landsat-5 TM has provided promising results for monitoring of the biomass changes occurring from 2008 to 2010 over the study area.

By Andrew Neale

ERIC GUTIERREZ: With that, we'll go ahead with the final speaker of the day, Andrew Neale. Andrew has a master's of science degree in mineral processing from the University of Alberta. He worked at the Falconbridge in Sudbury area, also at Brenda Mines, and then he became part of the Brenda Process Technology group in British Columbia. He joined Freeport in late 1993 in Indonesia, and was involved in process control and automation. He is now the senior manager of metallurgy in New Orleans. He's responsible for designing Freeport's new 100,000-ton-per-day expansion concentrator, which is currently being commissioned. Please welcome Andrew. ANDREW NEALE: With the ongoing explosion in digital computing power, there seems to be no limit to what can be modeled, simulated, and controlled in the mineral processing plant. However, at each stage of development of a control system, it is necessary to complete a cost-benefit analysis for justifying the move to a higher level of control. Incremental improvements in plant performance, while often significant, must be weighed against the costs of implementation and long-term maintenance. This presentation will provide examples of what the author believes are misplaced or misguided process control efforts and make a case for the KISS principle as applied to process control.

Jan 1, 1998

By Walter R. Hibbard

Precipitation in the northeastern United States, Florida, California and in many industrialized areas of the world is now more acidic (lower pH) than can be accounted for by natural causes. At the same time, the acidity of many lakes and streams in the northeastern United States has been measured and found to be similar to that of actual rain. These facts have led to conclusions that the two conditions are related. Coal burning utilities, 700 to 1000 miles upwind, have been accused of being the cause, leading to proposals for strict emission controls on the alleged offenders. The costs of these controls would place an estimated $10 to $15 billion capital burden on utility customers in about 15 states plus $2 to $6 billion annual operating costs. There appears to be no direct well-established scientific evidence that the accused are guilty but that the indictment is based largely on circumstantia1 evidence. This study examines the evidence, describes the situation and proposes what must be done to reduce the acid precipitation in an orderly cost beneficial manner. It is interesting to observe that studies by the different adversaries on the acid precipitation issue come to different conclusions largely because they do not read the same literature, but selectively develop evidence to support their own points of view, This study will try to review the issues impartially and reach a position of scholarly balance.

Jan 1, 1982

By Robert Smith

Deposits are global, said Barrick Gold's Smith. This means that the mineral industry, by necessity, is global. "Manufacturers have considerable freedom to decide exactly where they wish to produce whatever it is that they sell," he said. "What we sell, on the other hand, must be produced where nature chose to lay it down. The question is not so much, whether to go global, as when to do it and how to go about it." The timing of international expansion depends on external factors, often political, Smith said, and on internal ones that relate to the company's size and stage of development. "In deciding how to expand, a company is largely deciding how to adapt its existing business strategy to activity on the world stage," he said Barrick entered 1997 with 1.58 kt (51 million oz) of reserves, Smith said, annual production of 93.3 t (3 mil- lion oz) and cash flow of $463 million. Reserves in- creased 40% in 1996 and production will begin to rise again significantly in 1999. "We believe our fundamental strategy is responsible for our early development and subsequent success," he said. Barrick entered the gold-mining industry in 1983. Its corporate mandate was to create shareholder value, Smith said. From the beginning, the company took a different approach - businesslike, entrepreneurial, strategic and focused. "Many mining companies start out with a technical team and develop business and financial expertise thereafter," Smith said. "In 1983, Barrick had the business people, and then moved into mining." First, it acquired part interest in two small operations, one in Alaska and one in Ontario. Then, in 1984, it merged with Camflo Mines, which operated a low-cost underground operation in Quebec.

Jan 1, 1997

By C. Leal

Modern production has as goal to reach high and uniform quality in their products. To success with this, it is essential to have a good knowledge of the different variables involved in the process. Investigation or analysis of a process or system has as references the measurements of the variables. These measurements are presented normally in form of data. These data are measured in intervals over time. The aim with measurement of the data in a process is to obtain information about the state of it in order to have it under control. Other goal is to know how the results are affected by the process variables to improve upon product quality, redunding manufacturing cost, better pollution control etc.

Jan 1, 1994

By James P. Connell

The Montana Operations of the Anaconda Company constitute an integrated, though geographically separated, non-ferrous metal production complex. The mines are located at Butte and consist of one large open-pit mine, two small underground mines, a precipitation plant for both underground and pit-dump leach water, and the Weed Copper Concentrator. The smelter, located at Anaconda, Montana 25 miles to the west, processes all Butte copper shipments as well as copper materials from both Anaconda and private mines. Copper and zinc are refined at Great Falls, Montana, 165 miles to the north. Other facilities developed over the years include the Anaconda Forest Products Division, the Butte, Anaconda, and Little. Chicago Water Companies, and the Montana Hardware Company. Data processing for these operations has been performed on an IBM 360 Series, Model 30 computer, utilizing a Disc Operating System. This was replaced in September 1970 with a 360 Series, Model 40 128K unit. In addition, some data processing is also done for Anaconda Company operations located at Britannia Beach, British Columbia; Columbia Falls, Montana; Yerington, Nevada; and Twin Buttes and Tuscon, Arizona. The material under discussion in this paper will be concerned primarily with the mining operations at Butte.

Jan 1, 1970

By G. L. Black

Choosing a mining method for an underground ore body is a complicated and often iterative process. Advances in technology give the design team an overwhelming array of possibilities for methods and equipment. Hecla's recent discovery of the deep Gold Hunter ore body has given the staff at the Lucky Friday Mine the exciting challenge of determining the optimum mining method. Taking an ore body from prospect to production requires traditional resource characterization, including drilling, delineating and modeling. Developing the mining plan is an evolving process, changing with each new piece of information as the project progresses through exploration and development.

Jan 1, 1998

By R. Kalra

The current paper looks at evaluating the merits of large geared mills versus gearless driven mills by evaluating the following factors: The capability of currently available systems in terms of power and mill diameter Efficiency in terms of overall electrical power consumed vs mechanical output power Capital cost Running costs Cooling requirements in terms of air versus water cooling Installation and delivery time World?s largest geared drive ? 2x8500kW ? Wushan, China (operating) Among the many reasons that geared drives on large SAG mills are not favoured, is due to not having an efficient variable speed drive option (60 to 80% critical speed), which is required for process reasons. As technological advances have occurred quite rapidly in recent years, this paper uses the latest data in applying these comparisons and attempts to dispel some of the myths regarding Slip Energy Recovery (SER) and variable frequency drive technology on twin pinion drive systems. Early attempts to provide load sharing on twin pinion drives used primitive electronics which have since been developed to eliminate the problems encountered in earlier attempts. In particular, torque pulsations between the twin motors have been overcome using a higher number of devices (pulses) and better electronics. With successful operation of 2 x 6.5MW (Phu Kham, Laos) and three 2 x 7MW units under manufacture (Pascu Lama) and a further 40 projects worldwide, energy efficient Hyper Synchronous SER drives are now mature and ready for use on 2 X 10MW dual drive mills. Speed variation required is in the range of +/- 15% of synchronous motor speeds. VVVF drive packages from ABB and Siemens are also available for 2 x 10MW in low and high speed options. Dual hydraulic inching drives provide a much safer and convenient operation with the added advantage of locked charge detection.

Feb 27, 2013

By Peter J. Szabo

Introduction There has been much said recently about the sophistication of Japanese management in turning out reliable, inexpensive products, such as cars and steel. Techniques include consensus management and quality control circles. These have been touted as prime reasons for inexpensive Japanese products. An often neglected, but major factor in the equation of cheap export goods is the role played by Japanese trading companies. These venerable institutions are a vital factor in Japan's overall strategy of keeping the price of raw materials at the absolute lowest levels. This is critical to the country's economy since the nation must import more than 85% of all its coal. A country that is so desperate for imported raw materials would appear, at first glance, to be at the mercy of its suppliers. In Japan's case, however, the opposite is true. With the exception of brief' windows in 1974-75 and 1980-81, Japan has been in the driver's seat in negotiating contract terms. Due to its dominant role in world coal trade, Japan's situation can be described as a de facto monopsony. By definition, a monopsony is a market situation where the product, in this case coal, is offered by many sellers, but is sought by one buyer. This has been due to the role of Japanese trading companies in dealing with suppliers. Table I depicts trading companies by size in 1982. Mitsubishi and Mitsui are overshadowing in terms of size. The others, though less significant, play a vital role in orchestrating the marketplace. Three critical building blocks on which the strategy of the trading companies are based include intelligence networks, exceptional training of company traders, and shrewd contract negotiation practices. Intelligence Networks All success is derived from these three key components. Of the three blocks, intelligence gathering is the most important. With all the sophistication of the Central Intelligence Agency, the Federal Bureau of Investigation, Interpol, and the Surete', the Japanese trading company's method is every bit as competent and far more gentlemanly. Friendly competition is the key to survival. Although one Japanese trading company appears to be in ardent competition with its rival Japanese trading companies, when studied closely, a totally different picture emerges. The end user nominates certain trading companies as market channels and informally guarantees they will receive compensation regardless of which company wins a specific order. With this concept in mind, the pressure is off. The trading company can aim at getting the best price for the end user. Therefore, bargain, beat, and share information. Do whatever is necessary, but get the lowest price for the end user. Even with the game so gentlemanly, no victory could be assured without an adequate intelligence network. Proper intelligence is only as good as the sources drawn from. But how is one assured of getting the right information? The answer is verification. Verification is comprised of numerous independent sources each cross checked at a central processing unit in Tokyo. Each major Japanese trading company receives input, not only from its own trader, but from other trading companies as well. In addition to their own compilation, trading companies rely on the The Coal Manual, published annually in Tokyo by TEX. This manual covers every major coal producing country. Mines are located and seams identified, mining recovery, equipment lists, washing yield, railway distances

Jan 1, 1985

By William Gleason

"The Colorado School of Mines has used the Edgar Mine in Idaho Springs as an experimental mine to teach students since 1921. Since the school acquired the former gold, silver, lead and zinc mine, countless students have received hands-on engineering lessons on their way to earning mining engineering degrees. On Dec. 14, the House Subcommittee on Energy and Mineral Resources held a historic field hearing about the future of mining education in the United States in a classroom about 300 m (1,000 ft) inside the Edgar Mine. Representatives Doug Lamborn (R-CO), Rob Bishop (R-UT), Cresent Hardy (R-NV) and Ed Perlmutter (D-CO) were on hand for the first ever congressional hearing held in a mine where they heard testimony supporting the Mining School Enhancement Act, which was introduced to Congress by Hardy and Perlmutter on Oct. 9, 2015. The act, which is part of a larger mining development and reclamation reform package, seeks to address the absence of a viable pipeline necessary to replenish current faculty vacancies in United States Mining Schools. “What better place to hold a hearing to discuss the need for future mining engineering experts,” Subcommittee Chair Lamborn said in his opening statement. “It is a need felt by industry, states, the federal government as well as nonprofits.” The Mining School Enhancement Act would redirect millions of dollars in fees that are being collected from active mining operations to fund the research and educational programs at engineering schools with mining programs. Those fees now are being used in the form of grants awarded by the Surface Mining Control and Reclamation Act of 1977 (SMRCA)."

Jan 1, 2015

By E. J. Wasp

The transportation of mine products incurs a cost which can have a significant bearing on the competitive position of the manufactured product. Clearly, the engineer who is responsible for selecting a mode of transport must base his decision, at least in large measure, on economic comparisons. And today, the engineer usually finds that he has to choose between several modes, including slurry pipelines. For the purpose of an initial economic screening, it is not necessary to go deeply into the technical details of a slurry system. What is usually needed, however, is a method with which the engineer can make a quick economic assessment to determine whether a slurry pipeline should be included in the detailed final analysis. This paper presents a rapid method for making such a preliminary appraisal. Experience with commercial slurry pipeline systems in several countries and with a variety of solid materials has shown that if several assumptions pertaining to critical design variables are made, it is possible to roughly estimate the transportation cost of a slurry system on the basis of only three factors: the specific gravity of the solid material, the length of the system, and the quantity of slurry to be pumped each year. It is assumed that conditions pertaining to field construction, corrosion inhibition, and the like, will be favorable. This assumption is critical because any factor which analysis shows to be particularly unfavorable will raise the total transportation cost estimate which this paper establishes. If the engineer employs this estimating procedure and decides that the use of a slurry pipeline is economically unattractive, his chances of being wrong are small. Conversely, if his quick appraisal indicates that the use of a slurry system is economically favorable, the engineer is justified in committing the time and money needed to make a more detailed investigation of the slurry pipeline potential.

Jan 1, 1969

By E. Tarshizi

Research was conducted to develop a simulation and animation model for an aggregate (sand and gravel) mine operation. This model can assist the mine engineers to investigate and consider the various options of haulage systems which are critical for the mine operation productivity. Discrete-event system simulation studies can be used for the typical haulage issues that mining engineers are often faced with: using truck fleet haulage, conveyor belts, or a combination of both. The simulation has identified some strengths and weaknesses in the current loading and hauling fleet of the mine, and has resulted in some suggestions for improving the system. The simulation includes animation of the operation. Animation is needed to enhance the benefit of any mine simulation model. By combining the visual power of animation with a mine simulation, a complete picture of the mine system is obtained and displayed. The mine is modeled and animated using GPSS/H® and PROOF Professional®, both of which have shown great applicability in discrete mining simulation projects.

Feb 23, 2014

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 Ernst Raphael

Mechanical drives of belt conveyor drives have experienced a huge amount of improvements concerning technology, manufacture and product structure that reduced investment and maintenance cost significantly. Most of these improvements were of technological nature in the'70s and '80s of this century; whereas, the present decade requires products that meet technical excellence as well as commercial advantages such as quick delivery, low cost and reliable spare parts supply. The best approach to meet these requirements is a highly modular and standardized system of reliable components that cover all demands a conveyor drive might require.

Jan 1, 1998

By Richard W. Amerman

The final cost and quality of a project employing equipment, labor, and materials is dependent upon the expediency and extent to which each of these parameters are used. An ideal solution then, would be one in which three solvable equations were given for each particular situation. The equipment, labor, and materials could then be solved for, and the perfect job would result. In reality, however, the ideal and most economical solution is seldom attainable by solving three given equations. Therefore, knowledge, experience, and sometimes guesswork must be relied upon when correlating equipment, labor, and materials. Drilling and blasting, in particular, is one operation which normally involves more uncertainty than other operations. It is also an operation in which the outcome is extremely critical for two reasons. First, the cost of the operation that follows drilling and blasting is dependent upon how well the material is fragmented. Second, once the drilling and blasting has taken place, it is impossible to return to the area, without considerable expense, and correct any mistakes that might have been made. Therefore, what is desired is a method by which drilling and blasting operations can be performed yielding optimum results at the lowest cost; this can best be accomplished by having the relationships between equipment, labor, and materials prior to their use. For obtaining best results, the selection of these three relationships must be based on knowledge, experience, and as little guesswork and uncertainty as possible.

Jan 1, 1969