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By Lena Paar

"Underground construction poses certain challenges for all parties involved because the actual ground conditions are often unpredictable. Highly complex projects like tunnel construction are affected by various uncertainties. To address this complexity, the construction contract has to be flexible enough to be adapted to the actual conditions (e.g. divergent ground conditions, work delays). However, the adaptation of a tunnel construction contract does not guarantee the absence of a margin of interpretation. The perfect construction contract is an illusion because ex ante statements of the actual ground conditions are not feasible. This paper will discuss contractual parameters that must be considered in order to enable an effective adaptation of the contract during excavation. It is therefore necessary to discuss the following topics: decision-making competence, variable remuneration, fair-risk allocation, value engineering and partnering between client and contractor. INTRODUCTION Thinking of tunnel construction processes, engineers’ first (or at least second) association is about ground conditions. When constructing under the surface, the project is directly related to the ground conditions; however, ground conditions are known fairly well in advance. The estimated conditions can be the same or can also differ from the existing ones. A clear view of the conditions is possible only by driving through the section. What Hoek calls “Geological unpredictability which is guaranteed to provide some surprises in even the simplest tunnelling job” is, in addition to contractual issues, one of two critical aspects of modern tunneling (Hoek 1982). Almost no research tries to figure out, what flexibility in this context means and how to approach it in the contracts. Papers dealing with the New Austrian Tunnel Method (NATM) pose some principles to meet the requests for flexibility (cf. Austrian Society for Geomechanics 2011). However, it remains unclear how to create contracts in order to make them “flexible” enough to react to divergent ground conditions."

Jan 1, 2016

By Larry F. Drolet

Charleston, SC is anything but boring. The city was founded in 1670 and has played a significant role throughout the history of the United States. Located along the coast of the Atlantic Ocean in the southeastern United States, Charleston was a vital city in America?s early existence. Charleston?s coastal location has helped the city become the fourth largest cargo port in the United States and earn the 2011 designation as the number one travel destination in the United States by the Conde Nast Traveler Magazine. Part of Charleston?s charm and beauty can be attributed to its historic structures and churches that line nearly every sidewalk, roadways that were laid out based on the width of horse carriages, great weather, southern hospitality and coastal living. Now imagine the challenges of installing new, or re-placing aging infrastructure, in this setting. Every shovel full of dirt, every stick of pipe and every roadway sub-surface has its own historic story to tell. For engineering minded individuals, Charleston?s infrastructure has almost as fascinating a history as its more visible surface structures. Charleston was among one of the first American cities to construct separate sanitary and storm water drainage infrastructure. This concept has roots dating back to the city?s founding and is a credit to the foresight of its founding fathers who understood the basic health differences between sanitary and storm water.

Jan 1, 2013

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 John T. Langstaff

Rock bursts in the deep metal mines of the Coeur d’Alene district present an ever increasing problem in the safe and economic mining of the district’s silver, lead and zinc ores. Hecla Mining Company operates two mines in the district - the Star, a 1100-ton/day lead-zinc mine, and the Lucky Friday, a 750-ton/day silver- lead mine. Rock burst problems at both operations prompted Hecla management to make an all-out attempt to find a practical method of predicting and eventually controlling these bursts. Research by personnel from the Denver Research Center of the Bureau of Mines at ASARCO's Galena Mine indicated that a recognizable pattern of seismic activity preceded some bursts and this activity could be precisely monitored by present- day, off-the-shelf electronic devices. Using information gained by the Bureau and other sources, Hecla designed and installed a 24,- channel seismic monitoring system in the Lucky Friday mine. Installation was completed in December 1973 and after a year of successful operation, it was decided that a similar system would be installed in the Star mine. This second installation was completed in June 1975. Both systems are now operating and providing continuous information on underground seismic activity. Each monitoring system consists of a network of geophones with attendant amplifiers that are connected by shielded cable through an interfacing device to a computer. The origin of each seismic event is determined by the computer and a three-dimensional location is printed out. This information is plotted daily and is used to pinpoint rock burst prone areas and chart their relative seismic activity. This paper will review the causes and effects of rock bursts in the Coeur d'Alene district, the equipment and operation of the microseismic system at the Star and Lucky Friday mines, and the results obtained to date.

Jan 1, 1977

By N. B. Prenn

Case Studies in Open Pit Design Using Whittle 4D will be discussing the following four examples: 1) Optimization of process plant design using Whittle 4D as a sizing tool. In this case, the home office and project team had different views of the size of the final project. The home office wanted to reduce the size of the project to reduce capital expenditure, while the project team suggested a larger project. Whittle 4D was used to determine Net Present Value and Internal Rate of Return using the Whittle scheduler (FDAN) to schedule many alternatives, and calculate the NPV and return for each alternative. 2) Comparison of pit optimization methods: Lerchs-Grossman vs floating cone. Many pits are developed based on floating cone economics. A comparison of methods in one large gold mine resulted in the stripping ratio of the pit being reduced by 10% in the Whittle 4D optimization as compared to the floating cone optimization. 3) Pit optimization to determine if a new mill is justified. A large heap leach gold and silver mine needed to determine if a new mill was justified. The planning and scheduling would take several man months if completed without pit optimization and scheduling software. Whittle 4D software proved to be very effective in providing optimized pits and a mine schedule in a short time frame. 4) Pit optimization to determine how to mine and size. Open pit optimization determined where the underground operation should start, and whether the material should be processed by milling or heap leaching. One of our clients asked for help in determining where the pit should end and a new underground operation start. We used Whittle 4D to help determine where the pit should end and where to go underground. In addition the operation needed to determine how to process the material.

Jan 1, 1996

By Bjørn Nilsen

"INTRODUCTION/BACKGROUND Weakness zones or faults containing clay-rich gouge represent one of the most challenging rock mass conditions to be encountered during tunneling. In Norway, such conditions count for a large part of the rock support costs, and in cases where the rock support has been insufficient, serious instability and cave-in have in many cases been the result. Most commonly, such cave-in has occurred after water filling of hydropower tunnels, but in some cases it has also occurred in tunnels under excavation and in completed “dry” tunnels. To avoid instability, two important requirements have to be fulfilled: 1) The location of the weakness zone and its character have to be identified in time. 2) The rock support has to be sufficient to withstand the loading caused by the zone. An incident which really brought the problems related to swelling clay into focus was the cave-in at the Hanekleiv road tunnel in 2006. Here, rock fall from the roof as shown in Figure 1 occurred unexpectedly about 10 years after the tunnel was completed. Fortunately this happened at a time with very little traffic, and nobody was injured. This incident emphasized the significance of the issue of swelling clay, although it was found to be caused also by gravitational collapse of the clay-rich gouge material of the weakness zone, and not related to swelling only (Nilsen et al. 2007).In this paper, main focus will be on discussing the characteristic features of swelling clay, test procedures which are being used for characterizing swelling clay, and the reliability of the results from testing for use in support evaluation and design in conditions with swelling clay. It is generally well known that swelling clay may cause considerable pressure on support elements, but quantifying this pressure for reliable analysis and design of rock support is still a great challenge."

Jan 1, 2016

By T. Reed Scollon

Before we can attempt to answer the question of what can be expected from coal research, let us examine why research is done in other fields and what others expect for the money they spend on research and development. Up to 1900 almost all organized research was carried out at universities. Most of the support came from the university, and by present standards the amount of research was extremely small. The motivation for university research was basically discovery of new phenomena, with the objective of advancing knowledge. Side by, side with this organized effort was that of individual inventors who were primarily responsible for applying this new-found knowledge to useful purposes. During this period inventors were rarely supported by anyone, and experimentation was carried out either in their spare time or at the expense of earning a living. Men like Edison, I believe, were the first to demonstrate on a large scale that one could systematically apply newly discovered scientific principles to inventions that would serve useful purposes and would return a profit to those engaged in the effort. The tremendous expansion in research therefore began with the realization and demonstration that the scientific discovered could be applied in such a way as to return a' handsome profit to those who invested in it. The motivation of many of the research personnel however, remained the satisfaction associated with new discoveries, The money to support their efforts came from those interested in a return on their investments. Since the First World War and a rapidly accelerating rate since the Second World War another important motive for supporting research has appeared--the needs associated with national defense; this type of research has been supported almost exclusively by the Government.

Jan 1, 1959

By Charles H. Jacoby

The economic importance of salt domes has been recognized throughout the world primarily because of oil and gas accumulations on their flanks and, to a lesser degree, for the value of their salt and potash. Recently they have become of value as hosts for cavities used to store hydrocarbons. In the near future we believe that their main value will be as a source of geothermal energy. Although tremendous effort has been expended on the understanding of the geology and physical characteristics of the strata intruded by salt domes, relatively little energy has been exerted in the comprehension of the salt dome itself. Salt domes have long been recognized as a geological heat anomaly. With respect to other sedimentary rocks, salt is a good conductor of heat. Expressing values in 10-3 cgs units, sedimentary rocks vary from 1.0 to 8.0; metamorphic rocks from 5.2 to 8.4 and igneous rocks from 3.1 to 9.8. Rock salt in its pure form has a thermal conductivity of 17. (Gussow, 1970). Thus a salt dome (Fig. Ml) can be expected to act as a conduit bringing heat vertically from deep within the Earth's crust. This was, in part, substantiated when in 1958 a horizontal core hole was drilled from within the Avery Island Mine at the 500 foot level. The horizontal hole was started where the ambient temperature of the salt was 74° F. and drilled toward the center of the dome. At the end of this 2,000 foot hole the temperature was 90° F. thus depicting a horizontal temperature gradient of 7° F./1,000 feet. Because this core hole penetrated a shear zone connate water that appeared as a "cold spot" on the temperature gradient, the foregoing data can only be regarded as indicative.

Jan 1, 1974

By Basil W. Mercer

Increased emphasis on industrial pollution control has intensified investigation of waste treatment technology for methods of reducing the amount of pollutants discharged by industry. The mining and mineral processing industry can point to a record of considerable accomplishment in the field of wastewater treatment and reclamation because these operations are so frequently an integral part of the entire operation of an ore dressing facility. This is amply demonstrated by metal producers in the arid regions of the Southwest where water shortages require maximum use of available water. For example, the copper industry in Arizona during 1960 employed an estimated 184 billion gallons of water of which 87% was reused water. (1) Only 0.0003% was discharged to streams and the remainder was consumed by evaporation (8%) and seepage (5%). The most severe pollution problem facing the mining and ore processing industry today is that resulting from acid mine drainage. This problem is largely associated with the mining of coal although it occurs to a lesser degree with the mining of other materials. The degradation of streams by acid mine drainage in the vicinity' of the Appalachian coal fields has been widely publicized and a major effort is underway to determine the best means of correcting this situation. Other forms of pollution from mining operations are less well-known, but it is anticipated that improved or advanced waste treatment techniques will be required for segments of the industry to comply with new pollution control regulations. The current emphasis on redefining hazardous levels for heavy metals and various chemicals with regard to the total environment will in all likelihood lead to tighter discharge controls in some cases. It is the purpose of this paper to review some of the waste

Jan 1, 1971

By Joseph G. Wargo

The purpose of this paper is to investigate trends in exploration expenditures of a selected group of mining companies for the interval 1968 through 1971. The paper also compares these trends with other financial factors that are associated with various groups of companies and comments on the implications of these trends. Although a four-year interval is hardly enough time to establish a long-range set of trends from which operating rules can be derived, the fact that the four years selected are in the immediate past gives some sense of relevance to the matter of exploration expenditures at the present time and in the near future. The sample under study here consists of 21 mining companies. Of these, 19 are listed on the New York Stock Exchange and 2 are listed on the American Exchange. Twenty are American, one is Canadian. All are fundamentally "mining companies" in that they derive the bulk of their income from the extraction, sale, and at times, fabrication of metals from their own mines. This is in contrast to companies which have mineral exploration departments but derive the bulk of their revenues from sources other than mining; for example, from oil and gas sates, Also, no companies which can be considered strictly as exploration companies are included in this study. Although this definition held up fairly well when studying this list in 1968, the strict application of this definition became more difficult through the years up to the present time. In 1971, three or four of the companies were changing their character in that they were phasing out of the mining business, and either deriving their income or planning to derive a substantial part of their income from activities other than mining. A study of

Jan 1, 1973

By F. G. Miller

It is generally accepted that sulfur exists in coal in three forms: (1) pyritic, (2) organic, and (3) sulfate sulfur. Sulfate sulfur usually makes up less than 1% of the total sulfur content. Pyritic and organic sulfur, make up almost all of the total sulfur and occur in varying amounts in different coals and can vary greatly in coal of the same seam Pyritic sulfurs of 20% to 80% of the total sulfur have been reported Other authors have shown that it is not possible to remove the organic sulfur without chemically altering the coal. Chapman and Jones (1) state: "Organic sulfur, unlike pyritic sulfur does not exist as discrete particles, but is intimately associated with the coal structure, and as such it is not possible to remove it or reduce its concentration by physical means." Any success in removing sulfur has come about by removing pyritic sulfur by physical means; therefore, removal of sulfur in the pyritic form is the subject of this investigation. The extent to which any impurities can be removed from a particular coal can be determined by a washability study. Outside of crushing coal, to finer sizes or chemically altering the coal, there are no known methods of changing this inherent washability characteristic. The efficiency of various methods used to remove impurities can be determined by comparison of results produced at a yield to the results as shown by a washability study. In recent years heavy media processes have proven their ability to wash plus 28 mesh coal and nearly produce results shown to be theoretically possible by the washability study. Therefore, it is the objective of this paper to show various methods of treating the finer fractions of the coal, in the hope of developing a process, which can effectively produce in the fine fractions the efficiency of heavy media devices in the coarse.

Jan 1, 1963

By William Gleason

The world has seen unprecedented economic changes in recent years, starting with the stock market collapse of 2008 and the great recession that followed. With these changes, the mining industry, like others, has been forced to find ways to adapt to the shifting and sometimes volatile conditions. It has been a bumpy ride that has not been easy. Prices for most commodities have been in a decline in the past several quarters ? albeit still well above the average prices of 10 years ago ? as the costs of production have been on a steady incline for the past 10 years. Adding to the concern was the report in April that China, which had grown at an average pace of 10 percent/year, for the past decade, slowed to less than 8 percent gross domestic product (GDP) growth this year, catching many off guard. Even gold, once the safe haven for investors during rocky times, stumbled in April of this year, losing 7 percent of its value in two days. So what?s an investor to do ? and how can companies still attract financing? For the first time in 10 years, SME, in conjunction with the New York Local Section of SME, attempted to clear the waters of the mining finance sector with a conference focused on ?Current Trends in Mining Finance.? Held at City University of New York, Graduate Center, April 29-30, the two-day conference attracted 148 attendees and was intended for senior executives and mining industry specialists, covering a range of important topics and trends through 17 panels with about 50 speakers. The presentations came from representatives from some of the most influential companies in the mining and financial sectors, including Citi, Nomura, Societe Generale, Caterpillar, Newmont Mining Corp., Ernst & Young, Export Development Canada (EDC), KPMG, HSBC, Tocqueville Asset Management, BNP Paribas, Revett Minerals, Royal Gold, Environ and ERM.

Jul 1, 2013

By Preston McGrain

Geologic maps are indispensable tools in the modern search for mineral and fossil-fuel resources. They are the first essential step in understanding the lithologic nature and structure of rock units that form the land surface and that lie beneath it. They provide the basic foundation for planning mineral resource exploration programs and form the superstructure from which subsurface investigations are projected. In view of the economic application of such maps, the Commonwealth of Kentucky and the Federal Government entered a formal agreement in 1960 to map Kentucky geologically on a scale of 1:24, 000, or one inch map distance equals 2,000 feet on the ground. A 7. 5-minute quadrangle would comprise the unit map area. A resolution which urged the preparation of a new geological map of the entire State was passed by the Kentucky Society of Professional Engineers in February 1959, and was presented to the Governor of Kentucky, the Legislative Research Commission, Kentucky Department of Economic Development (now Department of Commerce), Kentucky Chamber of Commerce, and Kentucky Geological Survey with a request for support and action. The request was subsequently endorsed and actively supported by numerous civic and professional societies as well as representatives of various facets of Kentucky government, commerce, and industry. Monies to initiate the program were appropriated by the next session of Kentucky legislature; this appropriation was matched by federal funds (Hagan, 1961). Kentucky's state-wide topographic mapping project was completed in 1956, just four years prior to starting the geologic mapping program. The recently completed modern 7. 5-minute, 1:24,000 topographic maps made ideal bases for plotting areal geology. Had they not been available, it is doubtful if a geo- logic mapping program so large and comprehensive could have been undertaken.

Jan 1, 1966

By H. Colijn

The problem of the freezing of moist raw materials, such as concentrates, in railroad cars during winter shipment has been a continuing source of both economic and operational trouble to the industry and to the railroad companies. The difficulties center around the discharging of frozen cargoes into the plant materials handling system. Because of cargo freezing, appreciable delays in car-dumping schedules occur each winter and cause additional expense for demurrage charges and for slowdown of plant operations. In one plant during one winter, a car dumper rated at 40 cars per day could dump only 3 cars per day in bad weather. Delays became so serious one winter, that 500 cars held in the yard became so badly frozen, that they were sent to the southern part of the United States to thaw after they accumulated an average of two months demurrage charges. These delays in car unloading become critical if unit or integral train concept is applied to the movement of raw materials. Anticipated savings in transportation costs through better equipment utilization are largely based on rapid loading and unloading cycles of whole trainloads. If freezing problems cannot be adequately solved, unit train operations cannot be operated to achieve the potentially large reductions in transportation costs. The freezing problem may tend to become even greater in the years ahead, because the unit train concept will allow the trains to run faster and consequently the heat loss will be accelerated due to the larger heat transfer coefficient. A compensating factor, however, will be the shorter travel time. Further, the sources of raw materials being mined are located farther north than before and the ambient temperatures during transit are going to be lower.

Jan 1, 1976

By William L. Meyer

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

Jan 11, 1983

By R. J. Roman

Introduction This paper attempts to describe the characteristics of the industrial minerals segment of the minerals industry that make it different from the other segments. Also described are the trends, strengths, and shortcomings in the industrial minerals segment. This may help professionals in the minerals industry determine if there is a place for them in industrial minerals. Industry Overview It is difficult to generalize when describing the industrial minerals industry. Some products, such as cement and potash, are produced exclusively by large, well capitalized and technically sophisticated companies. Others, such as sand and gravel, are generally produced by small, family-owned companies operating on a shoestring budget. Still other products, such as feldspar, are produced by both types of companies. Not only are the companies vastly different, the products and marketing of their products are also different. Industrial mineral products are sold based on their physical characteristics (abrasives), or their chemical characteristics (trona), or both (glass sand). Marketing can be direct by the producing plant, a corporate office handling products form several plants, or through distributors. The geologic, mining, and processing skills needed can be minimal or sophisticated. There can even be large differences in the technical skills needed in two plants producing the same product. One feldspar producer may only need to mine and grind his ore, while another may use a delicate flotation process. One easy generalization is that there are industrial mineral operations in all geographic locations. A second is that industrial minerals offers more opportunities to entrepreneurs than the metals field because of the variety in the sizes and types of operations. Industry Growth Industrial minerals must be considered a mature industry. Consequently, little exciting growth can be expected. Over the past 30 years, industry sales have grown at a rate of 6.2%, compared to a 6.7% growth rate of the GNP (Kliff, 1978). A 3.8% growth rate has been forecast for the remainder of this century. The fortunes of those plants producing a product for local consumption will depend on the prosperity of the local economy. The fortunes of those plants that sell into the national market will depend on their competitiveness in their industry. Major industrial mineral products are shown in Table 1. The first three commodities account for 66% of the industrial minerals market. Typically, deposits of stone, sand and gravel, and the limestone, silica, and clay needed for cement are easy to find and mine. Role of Mining Engineers and Geologists Because a sophisticated techcical knowledge of geology or mining is not required, very few geologists and mining engineers are employed in industrial minerals. Geologists working for these companies function less as geologists than managers and executives dealing with permitting and land acquisition. Likewise, mining is done mostly by open-pit methods. It is generally supervised by an individual experienced in the operation and maintenance of heavy equipment, not a mining engineer trained in rock mechanics or computer methods of mine planning. What of the geologists and mining engineers employed by the industrial minerals industry? Many gained their positions as a result of their experience dealing with the regulatory agencies that control the operations of all mines and mills. Their technical expertise in geology or mining becomes only a side benefit. Finding and mining industrial minerals does not generally require the concentrated efforts of geologists and mining engineers. But the processing of the ores does

Jan 2, 1985

By William Bogan, Mark Vaivoda, Richard Daniele

Many factors must be considered when performing engineering and construction work for a major minerals project. Dravo's Afton copper smelter in British Columbia illustrates some of the E&C factors considered when setting up this new operation. In March 1978, Afton Mines Ltd., a Tech Corp. subsidiary, began blister copper production at the world's first integrated copper ore mining, milling, and smelting operation to use Top Blow Rotary Converter (TBRC) process smelting technology. This key TBRC smelting element is licensed by INCO Ltd. to Dravo Corp. The TBRC process uses a single vessel of modular design. It rotates for mixing and provides complete processing capability, from concentrate through blister copper. The Afton facility is about 16 km west of Kamloops, a town in south-central British Columbia. To make its operation as economic as possible, Afton officials considered several options for the copper smelter, the first in modern times in the province. Inability to extract precious metals-primarily gold-from the concentrates ruled out hydro-metallurgical processes. The final choice was between a conventional electric furnace/ Peirce-Smith converter combination and the TBRC process. The TBRC process was chosen for its versatility in processing the various Afton concentrates and grades and its 40% lower capital cost compared to the electric furnace converter system. The TBRC smelter -including concentrate slurry receiving, drying, storage, smelting, off-gas cleaning, and copper casting-had an installed cost of about $25 million. In December 1974, a pilot program was conducted by Teck, Dravo, and INCO at INCO's Port Colborne, Ontario, research facility. The pilot program demonstrated the TBRC's ability to smelt, convert, and clean copper slags. After the successful pilot effort, Dravo performed additional research to find an effective fixation system for high grade, intermittent SO2 gases. Once the go-ahead was given, design and procurement for the Afton copper smelter was provided by the Denver Division, Dravo Engineers and Constructors. Commonwealth Construction, Vancouver, constructed all Afton facilities. Afton's single furnace smelter is designed to produce 25-kt/a blister copper in 363-408 kg cake form. The product is sold to England for electrolytic refining. The TBRC process is only one of several innovations proposed by Dravo and chosen by Afton to insure the most modern smelter in North America and meet all British Columbia's environmental restrictions. Conventional smelting methods use a separate furnace for each process step. The TBRC process employs but one furnace. The Afton TBRC vessel measures 6.4 m in length and 4.3 m in diameter. The furnace is supported on a set of motor-driven rollers. These permit the vessel to rotate at variable speeds to 40 rpm. Rotation provides good mixing, high reaction rates, and effective heat transfer from the refractory sides to the molten bath resulting in a low thermal gradient. The furnace can tilt through a full 360° for charging, firing, and pouring. Smelting at Afton is accomplished in sequential fashion. Flotation concentrate and limestone flux are initially charged to the hot, empty vessel. Using the water-cooled, oxy-fuel lance, the initial charge is smelted. Once sufficient molten bath is obtained and slagging completed, the metallic concentrate is charged. Materials are charged through the water-cooled, variable position additive chute mounted on the TBRC

Jan 10, 1980

By S. D. Bechtel

Bechtel Civil and Minerals, Inc., one of the Bechtel group of companies, is a large engineering and construction firm that services the mining industry, among others. The firm's head, S. D. Bechtel Jr., comments on how his E&C company is dealing with the recessionary economy. First, he offered a historical perspective. About a half century ago-in the middle of the Great Depression-W. A. Bechtel and several business partners drew up a fixed price bid to build the Hoover Dam. At that moment in history, the W. A. Bechtel Co. was a modest success, but the times were troubled and uncertain. Money was scarce and a lot of contractors across the country were one project ahead of bankruptcy. The bid for Hoover was a make-or-break proposition for Bechtel, and it turned out successfully. The Hoover Dam was a no-frills operation in an isolated and harsh environment. There was plenty of hard work, long hours, and not many amenities. Controlling costs was critical. Everyone knew what had to be done, and why and what the consequences were. Today's Challenge Bechtel is now a bigger, more complex organization whose management views the current economic recession as a challenge to be met in much the same way W. A. Bechtel met the challenge of the Hoover Dam: by pulling together with a sense of purpose and direction. In many respects, Bechtel's situation today has a number of parallels to that which faced my grandfather. The company is eminently successful, but times are tough and there are plenty of signs that they could get tougher. My grandfather bet on the Hoover Dam to insure the future health of his company and I think we can work together again in that same tradition, make some tough decisions together, and the company's future can be just as promising. The first and most important requirement is to make certain that everyone understands the situation. The Bechtel group of companies are in an excellent financial position now. Its workload hit an alltime high in 1982 and it is well positioned in its principal markets. But the next two years may be critical for the company. Traditionally, Bechtel's work load lags behind general developments in the economy. Although many of its clients continue to suffer serious business difficulties, Bechtel is only beginning to feel the impact. The worldwide market for basic metals remains soft; relatively low prices and abundant supplies of oil and gas have flattened the petroleum market and made once promising synfuels projects economically unattractive; utility clients are still caught in the vise between overregulation and escalating costs. And persistently high, long-term interest rates have made capital investments expensive and difficult to justify. The company maintained a healthy workload through 1982. In some areas it has had little new work and consequently has been forced to lay off some staff as projects have been canceled or concluded. In other areas new work has tided the company over and more people have been hired. But new work bookings have fallen off, creating some uncertainty for the near future. 1983 requirements are clear, although seemingly contradictory. Belt tightening and cost reduction are necessary for Bechtel to remain healthy and competitive, enabling it to handle a possible further downturn with a minimum of turmoil and dislocation. At the same time, we need to allocate resources and funds in areas that will keep us positioned for the turn-around marketplace.

Jan 2, 1983

By Raymond W. Peterson

The practice of Countertrade and all of its variations has increased dramatically during the last five years in great part due to the worsening world economic situation and the Third World's increasing debt problems. Conventional wisdom has held that the goods finding their way into countertrade will tend to be manufactured goods of ever increasing value added. It is my contention that this has not been the case. The continued depression of most metals and minerals prices has conspired to keep a great number of metals and raw materials in the forefront of countertrade negotiations. The concept that if a country needs hard currency it will simply sell metals into world markets for cash has been significantly modified by countertrade which encourages subsidies for raw materials which are in turn funded by higher prices for the manufactured goods which the country must import. Countertrade is a term that is relatively new to most of us who have been involved in the international trade of metals and minerals, but it is one that we will continue to hear more of in the future. Countertrade as it is generally known today had its beginnings after the Second World War in Eastern Europe. As the shattered economies of Europe struggled to right themselves, a "cashless" system of trade developed. This system included such ancient concepts as barter as well as more modern ones like bilateral clearing agreements. For over 30 years countertrade was confined mainly to the COMECON nations and their various trade protocols with Third World nations. If metals and minerals were involved, there was little disruption of world markets by such examples as Cuba shipping ferronickel and sugar cane to the U.S.S.R. for a host of manufactured goods and oil. As the world's economy began to slow in the late 70's and the debt crisis began in earnest in the early 801s, this all began to change. As more and more nations which had previously been almost totally dependent upon their mineral wealth over-extended themselves in an attempt to industralize, they concurrently found their income from minerals falling, due to the decreased demand and subsequently lower prices available in the marketplace. At first these nations attempted to balance their payments by promoting the sales of their high value-added manufactured goods. We have all heard numerous examples of U.S. companies going to sell their high technology products in Rumania or Yugoslavia and being confronted with counterpurchase requirements for machine tools, shoes or drill bits. When faced with these demands, a number of companies chose not to sell into those markets while others merrily signed up the obligations without much intent to carry them out. The Performance Bonds required were generally minimal, especially when considered in light of the high margin inherent in high tech items; and the penalty clauses were equally small or nonexistent. A third group of companies actually tried to buy the machine tools or drill bits either for their own internal use or resale but found that due to poor quality and high prices, they were faced with a difficult if not impossible task. This is not to say that no one was able to fulfill a countertrade requirement, but the success ratio on these transactions was incredibly low. This was one of the major contributing factors to the reputation that countertrade has gained as a discipline ... "that it is mostly talk and very little action." As this situation slowly evolved, both the countries imposing the countertrade obligation and the exporters assuming the obligation began to realize that something

Jan 1, 1986

By Qinghua Song, Jianhong Chen, Shan Yang, Zhiyong Zhou

"The development process of Metal Resources Technical and Economic Evaluation Expert System (MRTEEES) is introduced in the aspects of requirements analysis, design of the expert system, main functions of the expert system and features of the expert system. The system is based on C/B/S mixed mode and uses ASP.NET technology with .Net Framework being chosen as the development platform and metal resources database providing data support at the bottom layer. The system is an auxiliary management system for metal resources technical and economic evaluation and has the basic functions of auxiliary decision analysis, metal resources database management, data management and comprehensive query. Technical and economic evaluation model can be set up by users independently according to at which stage a project is, mainly including exploration stage, development stage and production stage, and according to the mining methods, for example underground mining, surface mining and in-situ leaching mining. Then, the technical and economic evaluation parameters can be generated. By inputting the value of each parameter in a simple and convenient way, the evaluation results can be directly calculated out and shown in the form of diagrams among others, and feasibility evaluation report can also be automatically generated, making the technical and economic evaluation process accurate and efficient. As the system can achieve the functions of scenario analysis, sensitivity analysis, shareholder’s returns analysis, horizontal comparison of different projects, it can improve the ability of project senior decision makers for rapid response to the rival and meet the demand of pricing negotiations. IntroductionWith the arrival of a new round of industrialization upsurge in both developing and developed countries, growth of demand for metal resources is entering a new stage. Population involved in the new industrialized countries is about four times that of all previous industrialized countries, implying resource consumption increases dramatically both in speed and in quantity. It is a must to seize the strategic opportunity of developing and utilizing metal resources around the world to lay abundant resource base for national industrialization. Objectively speaking, global configuration of metal resources is an inevitable tend. Presently, many issues, for example, resources exploration, mining, merge of mining companies, metal trades, mining financing, etc., generally show the feature of globalization. For the reality that competition for metal resources is becoming fiercer, industry standards of mineral resources will undoubtedly be improved. Occupying large scale mineral resources with high grade and developing them with low cost is the base for the survival of mining companies and metal resources merchants. With the growing demand of global investment in mineral resources exploration, which is at the upstream of the industry chain, geological exploration industry is promising. Globally building market relationships for mineral resources exploration companies is key to their sustainable development. Developing large and super-large deposit with low cost is also an important approach to enhancing core competence of a country or an enterprise. Mining companies around the world are rushing to purchase mineral resources globally. However, in different countries, economic, financial and tax systems for mineral resources vary greatly, and mining and processing techniques, technical parameters and equipment selection also change a lot. Thus, pro-phase research work is necessary for feasibility evaluation of mineral resources projects and it can be time wasting if taken in the traditional way. It is necessary to accelerate the process considering the complex and rapidly changing international situation."

Jan 1, 2017