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By R. H. King

Underground coal mining machinery utilizes portable electric sables, "trailing cables." to obtain power from load centers or distribution boxes. Cables are frequently damaged since mobile equipment, poor lighting, and restricted space are inherent to coal mining operations. Normally, the damage is repaired by splicing--the joining of one or more severed conductors and replacing insulation and jacket. Figure 1 illustrates a typical single conductor splice. Although the repair seems simple, difficulty of the splicing process is exemplified by the many safety hazards and frequent production delays that result from defective splices. Forty-two cable splice related injuries were reported to the U.S. Bureau of Mines in 1972 and 1973. Additionally, 17 splices related fires were reported in the three year period prior to December 1972. Assuming the damaged area is quickly located, an average splice time for a two conductor cable is twenty minutes. Some operators estimate this delay is incurred once per day per operating section. If one ton per minute is averaged throughout the shift, each unit could loose 4800 tons per year from splice delays. An estimated cost for materials and labor to make a splice is $20. The expenditure could result in a $4800 annual cost per section. The estimated expense does not include wages of other personnel waiting for the repair to be completed. Nevertheless, labor and materials cost is minor compared to the income lost from decreased production.

Jan 1, 1975

By J. D. Isbister

Coal is the most abundant and most economical source of energy in the United States, however, combustion of coal results in release of pollutants to the environment. The release of sulfur dioxide and oxides of nitrogen during combustion of coal contributes to the deterioration of the environment. Energy independence in the United States must include the increased use of coal reserves. Increased reliance on coal for energy will dictate the necessity for making coal a cleaner fuel. New technologies employing a variety of techniques from harsh chemical treatment to mild physical separations to clean coal are rapidly becoming available. Success for any coal cleaning process is in economics which translate into efficient removal of sulfur with high recovery of combustibles as well as low capital and operating costs for the process. Conventional coal cleaning processes remove water soluble sulfates and a portion of the pyritic sulfur and ash from coals. Removal of additional sulfur from coals requires more advanced coal cleaning techniques. Coal contains many organic sulfur forms which are the most difficult of the sulfur types to remove from coal. The heteroaromatic sulfur species, such as the comlex thiophenes, are the most commonly found organic sulfur forms. These sulfur forms are resistant to chemical attack and are considered to be refractory compounds. Atlantic Research Corporation has developed an "unique" microorganism, CB1 (Coal Bug 1), capable of oxidizing thiophenic sulfur in coal to form water soluble sulfates.

Jan 1, 1986

By M. Ramokhothoane, S. Rupprecht

"NTRODUCTION Women employment in the mining industry dates back to the 19th century. Various parts of the world, for example, India, Japan, the United Kingdom and the United States of America had women employed in large numbers. The women’s jobs were primarily manual in nature. Women were used to carry coal in buckets from the coal face and out the mine, and those who worked on the surface plants were used to sort waste rock from the coal product. Other heavy industries, which were traditionally male dominated, for example the military, also had a considerable number of women supporting the war effort. The outbreak of war also caused a shortage of labour, which in turn, necessitated that women were used in various roles during the war. After World War II, women returned to their traditional roles, but had acquired new skills, and had a different outlook to life. The wearing of pants and short hair became fashionable, as a result of being in the army.Various laws were passed which prevented the employment of women underground. Different countries had rules that they believed were in the best interest of women and were of the opinion that the rules somehow were protecting women against the harsh working conditions. In South Africa, post 1994, there has been a shift in thinking in regard to the employment of women in the mines. WOMEN IN SOUTH AFRICA MINING In the words of the Minister of Women in the Presidency, Minister Susan Shabangu, “women must take centre [sic] stage as the country gears itself for the implementation of radical socio-economic transformation policies and programmes in the next five years” (SA Government News Agency, 2014). In as much as some progress has been made in advancing women, more needs to be done in order to realize sustainable benefits in the economy. The emancipation of women is a reality and remains top of the South African government agenda. From the Authors’ experience there are two types of men in the mines. The first group support change and see the value in it. To them, women in mining bring in the diversity and play the complementary role in achieving greatness. There is no fear of job security and humiliation but a great sense of “camaraderie”. The other group continues to enforce stereotypes, which works against the spirit of redressing the imbalances of the past."

Jan 1, 2018

By Henry H. Rubin

Rubber and its contributions to the economic solutions of environmental problems in the minerals industry. The intelligent applications of "Rubber" to systems of noise abatement, vibration isolation, dust containment, weak and corrosion resistance has proven economically beneficial. Intelligent application requires a thorough understanding of the nature of the material, knowledge of the process wherein it is going to be applied, and consideration of the environmental conditions in which it will serve, for these determine the proper amount, type, compound and configuration for an economically successful application.

Jan 1, 1979

By James R. Arnold

Over the past few years several commercial wetting agents and drying aids have been tested in the lab and in the plant at Gold Fields Mining's operations at Mesquite and Ortiz. The major goal was to increase recovery with these surfactants by improving the permeability of the pad and increasing the rate of penetration through the rock.

Jan 1, 1988

By Vighnesh Chandurkar, Peter Moser, Michael Hitch, Michael Tost, Susanne Feiel

"From 1998-2002 the world's leading mining and metals companies developed the Global Mining Initiative (GMI) to understand their industry's role in the transition to sustainable development and to ensure its long-term contribution to sustainable development (SD). Since then, the industry has come a long way: For example, operational safety and health have improved significantly, environmental management systems and impact assessments have become the norm, community relations have been established, many mining companies report annually on their contributions to SD and the International Council on Mining and Metals (ICMM) has taken on the recommendations of the GMI as an industry association. However, since the GMI the concept of sustainable development has been evolving from a rather generic and loose definition (“weak sustainability”), to an absolute and strict definition of sustainability, based on the boundaries of our planet (“strong sustainability”). Similarly, other concepts such as corporate social responsibility (CSR) have evolved and even deviated from their initial intentions. This paper presents results from a literature review looking at how far this transition has moved from a scientific debate towards becoming mainstream. Furthermore, it explores, by using qualitative comparison analysis, if the current efforts of the large mining companies are still sufficient or if the industry is again at risk of falling behind societal expectations and hence should once again come together - for a GMI 2.0 - in order to update its approach. We conclude that the mining industry, whilst in a “weak sustainability” position and behind the peer group on climate change and natural capital considerations, is aligned with current societal expectations, expressed through the Sustainable Development Goals, and therefore there is no need for a GMI 2.0 at present."

Jan 1, 2017

By Jack R. Miller

This session has been organized to suggest to you that the development of direct reduction is important to the iron ore mining and coal mining industries. The papers presented this morning will include a discussion of the costs of making direct reduced iron (DRI), the iron ore and coal supplies needed to produce DRI, the financing of direct reduction (DR) projects and, probably most important, the impact of the DR development on the iron ore and coal industries. For starters, this opening presentation offers a brief statement about DR practice and DRI, under the title that should surprise no one: "Direct Reduction: What Is It?" There is always the chance? that a brief statement may become long and complicated. But, by mixing some slides borrowed from Hal Lownie with a larger number of photographs accumulated from other sources, I hope to avoid such pitfalls.

Jan 1, 1978

By Brian Ulrich

The majority of individuals involved in the mining industry can appreciate and under-stand that mining is an activity that is necessary to satisfy the very basic needs of society, and to assist in accommodating our ever-changing world. As the expression goes, ?if it can?t be grown, it has to be mined.? And at this point in time, society has granted the mining industry the right to go about the business of mining, with the general anticipation that the work will be carried out without causing undue harm to the environment or populations in and around the mining operation. The term ?sustainable development? is gaining momentum as a popular concept, and indeed it has become something of a catch-all phrase, but it is important that the idea behind the term is not cast aside as a nonsense buzz word, as it simply is an indication that development (e.g. mining) can be satisfactorily carried out with an eye toward stewardship of the environment and society. On Feb. 19, 2010, a round-table discussion (Roundtable 2010) on ?Strides Toward Sustainability in Mining? was hosted by Knight Piésold and Co. (Knight Piésold) at the Red Lion Inn and Casino in Elko, NV. Knight Piésold had local representatives (Bryan Ulrich and Steve Boyce), as well as representatives from other office locations (Cynthia Parnow and Rick Damiani from Denver, CO, and Rick Frechette from Tucson, AZ) to help facilitate the discussion. The meeting played host to 30 attendees from five states. Attendees included personnel from nine mining properties and various corporate offices. The majority of participants were people who are directly involved with environmental work on a day-to-day basis. Others were project managers whose jobs involve some level of environmental focus.

Jan 1, 2010

By T. H. Eyde

Worldwide production of natural zeolites during 2001 was estimated to be about 3.5 Mt (3.85million st). Construction and agriculture continued to be the major consumers. Estimated production in North America during 2001, including the United States, Canada and Mexico, was about 40 kt (44,000 st). In the United States and Canada, the zeolitic tuffs are ground, extruded or modified for use as adsorbents, desiccants, ion-exchange media and carriers. In Mexico and the rest of the world, the zeolitic tuffs are cut into dimension stone that is used in construction. Zeolitic tuffs are usually composed of the minerals clinoptilolite, mordenite or both. They occur in a variety of colors and are easy to cut and shape. And they have low thermal conductivity. This construction application is classified with dimension stone rather than with chemical and agricultural uses.

Jan 1, 2002

By G. Balletto, C. Furcas

"The mineral raw materials industry is a key-component of the Gross Domestic Product of industrialised economies, closely related to both the building and the industrial sectors. Despite this, at local level mining and quarrying are associated with both irreversible environmental damage and several visual alterations affecting the natural landscape. In this sense, SIA (Social Impact Assessment) has become a strategic tool that can not only improve the prediction but also the assessment of the social impact by involving the local communities in a participatory process. Taking into account the SIA experience, together with the examination of some relevant international case studies, it is possible to draw up a list of good practices for mining project management, from exploration through to closure and beyond, with quarry restoration. Such good practices will complement the existing studies, focusing on environmental issues, with the social issues arisen considered in SIA application."

Jan 1, 2011

By T. Gonzales

Magma Metals Company operates an Outokumpu Flash Furnace, four Peirce-Smith Converters and two Anode Casting Wheels supported by six Anode Vessels. Process gasses from the Flash Furnace and Converters are treated in a two train/double contact sulfuric acid plant. Sulfur capture for the smelter is +98%. The new flash furnace was commissioned on July 7, 1988 and has processed over three million tons of sulfide concentrate without a major rebuild. Magma has gained unique experience in the operation of the flash furnace at high oxygen enrichments with low off-gas dust loadings. New procedures have been developed to maintain secondary material generation at equilibrium and for maintaining metallurgical control of operating parameters. This paper describes all the procedures, operation control parameters and operating philosophy that has allowed Magma to achieve superior performance.

Jan 1, 1992

By Andrew Kaczmarek

The mining industry is enjoying a much needed and long awaited increase in demand for natural resources. However, consolidations in the mining and mining service industries, along with a generational departure of experienced industry professionals, is challenging today’s mining companies. These challenges are not only in maintaining their existing operations, but also in securing qualified resources for developing new projects. These challenges are compounded for junior mining companies. They oftentimes lack for operating properties to draw experienced professionals from. Also, juniors have to compete with the majors’ “mega-projects” for experienced project personnel from the reduced ranks of engineering companies. This article discusses some strategies developed by Anatolia Minerals Development (Anatolia) in developing its Çöpler gold project in central Turkey.

Jan 1, 2006

By D. Campos, J. M. Macedo, S. Chadwick

The incorporation of low cost technology transfer to increase the ability of locals to acquire and maintain long term employment are key ingredients for sustainable industrial development. Alcoa’s Alumar plant on the island of Sao Luis is the largest and most modern refinery/smelter complexes in northern Brazil. The plant has one of the most advanced Environmental, Health, and Safety management process in the aluminum industry. Technical assistance, training and financial support were made available to Alumar to address social sustainability issues. Through several programs led by employees on a voluntary basis and applying intensive and extensive training programs, Alumar has enabled local people to develop skills on agriculture and land management, wastes minimization, small business development and administration, all based on sustainable development and social responsibility concepts.

Jan 1, 2004

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

By Chee Theng

"It is not surprising that the most popular key takeaway from the Developing Diversity in Mining workshop (see box) held on the first day of the SME Arizona Conference in December was, “Have more parties!”The adage that mining professionals work hard and play hard was clearly demonstrated at the two-day conference in the JW Marriott Tucson Starr Pass Resort & Spa in Tucson, AZ. Nearly 550 participants, some of whom had left behind frigid temperatures and thick parkas in their hometowns, attended a full slate of technical sessions, shared industry experiences and knowledge, reconnected with buddies in the industry, and made strategic new contacts in the conference’s collegial environment, aided by the mild Arizona winter.To start off the technical sessions, John Mansanti, president and chief executive officer of Crystal Peak Minerals and 2017 SME president, entertained a packed lecture room with his keynote lecture on “Tariffs, Embargos, and Cartels ... Oh My! A Perspective on Potash.” Mansanti gave the audience the benefit of his more than 35 years of experience at companies including Barrick Gold, Newmont Mining Corp., Placer Dome, Freeport-McMoRan and Intrepid Potash, where he was senior vice president for operations, technology and strategy. At the luncheon, Justin Cross, general manager of Freeport-Mc- MoRan’s Bagdad operations, spoke on how the role of a leader in mining is transforming from one based on technical expertise to one based on the ability to collaborate, to lead and to adapt to changes in technologies and skill sets, in his talk on “Knowing When to Learn, When to Lead and When to Manage.”"

Feb 1, 2019

By Y. C. Kim

The strongly skewed grade distributions and the need to estimate the local recoverable reserves in a selective mining environment are the two problems that Ordinary Kriging (OK) cannot easily handle. With the recent introduction of the nonparametric, distribution-free technique of Indicator Kriging (IK), the above problems can be solved. This paper describes the results of performance evaluation of IK in an open-pit gold-silver deposit. For performance evaluation, the predictions of local recoverable reserves using IK were compared with the actual reserves based on blast hole information. The IK estimator, although a bit optimistic, performed very well in predicting the total recoverable ounces of gold from each panel on a test bench. The OK estimator was also used to try to predict local recoverable reserves, by treating each panel as either waste or ore, depending on the panel's average grade. Under this criterion. OK was found to be very biased and pessimistic.

Jan 1, 1986

By Eugene C. Spilker

Cross country belt conveyors are becoming the preferred method of bulk material handling in the industrial complex. Installed cost, maintenance, reliability, simplicity and operating expense enhance this choice, especially when faced with rising cost and questionable availability of liquid fuels. Conveyor flights are getting longer, faster, and higher in capacity, and are being installed in rugged terrain. Rights of way are often difficult to obtain. All these considerations lead up to design aspects well beyond those for in-plant conveyors. This paper points out some of the aspects that lead to the successful design of a cross country belt conveyor system.

Jan 1, 1980

By Wayne W. Murdy

Peru is a mineral hot spot in the world today. Newmont is in the exploratory phase of this mining cycle, a phase full of optimism and expectations. But exploration is high risk. There will be successes but also failures. Many foreign companies will come and go. But it is the responsibility of the mining industry leadership of Peru and the government to continue to foster an environment conducive to investment. This is the time of year companies begin planning their next annual report. Last year, Newmont’s was called “new horizons.” It highlighted the company’s global expansion into Peru, Uzbekistan and Indonesia. Now, projects that were only on the horizon a year ago are moving into production. So “turning opportunity into gold” may be this year’s theme.

Jan 1, 1996

By Tony Dunn

FMC Corp. achieved a significant cost reduction at its Green River, WY soda ash operations using a new proprietary solution-mining and processing technology. In phase one of the program, trona ore is dissolved, recovered and processed with the new technology. It is then fed into an existing refining plant, replacing dry mined and calcined trona ore. Phase two produces a final high-purity product. It also increases capacity by 635 kt/a (700,000 stpy). Both phases were completed under budget and ahead of schedule. This $120-million expansion project uses a new process and a new team to derive soda ash in a more cost-effective and environmentally friendly manner. The team successfully introduced solution-mining technology - with a liquid solution injected into previously mined sections of the mine. This shift in techniques signified a new era for soda ash production. The project is an example of teamwork at its best. For it to be successful, FMC had to work within several different areas inside and outside of the company. Engineers, contractors, mechanical operators and technical people were needed who could blend in with FMC's existing in-house team.

Jan 1, 1999

By Henry N. McCarl

The New England States form the most northeastern portion of the continental United States and include Connecticut, Rhode island, Massachusetts, Vermont, New Hampshire, and Maine. These states have an aggregate population of over 10.5 million people, and an average annual population rate increase of about 1.3%. A great deal of new construction is required each year to meet the increasing demand for new homes, roads, offices, factories, and warehouses. Yet, prices of construction materials such as blocks and concrete are generally higher in New England than in other well populated areas of the United States. This is an indication of local demand being somewhat greater than supply, an atmosphere conducive to new developments in the production of construction materials. One such field of development is the rapidly growing Lightweight Aggregate Industry. Recent construction in Boston has used a great deal of lightweight aggregate. New structures using lightweight aggregate in lightweight concrete include the following: M.I.T.'s 20-story Earth Science Center and 17-story Married Students Housing Project Prudential Life Insurance Center, West End Redevelopment Project at Charles River Park, Hotel Americana, and the British-owned 33-story office building at 50 Pearl Street.

Jan 1, 1964