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By D. R. Nagaraj

Literally thousands of new flotation agents, both collectors and modifiers, have been proposed for sulfide and non-sulfide flotation over the past six decades since the beginning of the use of soluble surfactants in flotation. In stark contrast, the number of flotation agents used in practice is small. Xanthates and fatly acids, along with a few well-recognized modifiers, dominate the industry. Three major questions will then arise: a) are there truly specific needs in the industry that call for chemistries that are different from those used currently ? b) if yes, given the track record in the industry, what is the likelihood that such different chemistries will ever be used and to what extent ? and c) is more research into developing new chemistries necessary ? A critical assessment of flotation agents in general is made in this paper to provide answers to these questions and to identify the major factors that are responsible for the large disparity that exists between flotation reagent research and commercial usage.

Jan 1, 1994

By I. Nimmo

Since the beginning of Aluminum mining and refining the industry has lived with distributed control rooms and suffered from many behavioral problems common with this design. When Human Factor/Ergonomic design is introduced to a Western Australian installation a common centralized control room realized many improvements including economic payback. Communications issues were resolved, better coordination of materials, improved situation awareness during startups, abnormal operations and an opportunity to make improvements during normal operations characterize the changes at the Worsley Refinery. This presentation will review the reasons for the change. Since the beginning of Aluminum mining and refining the industry has lived with distributed control rooms and suffered from many behavioral problems common with this design. When Human Factor/Ergonomic design is introduced to a Western Australian installation a common centralized control room realized many improvements including economic payback. This presentation will review the reasons for the change, what changed and the process of changing the culture from reactive to predictive and what difference that has made.

Jan 1, 2011

By Steven B. Van Kouteren

Value added is a loosely used qualifier in the industrial minerals industry. What exactly does it mean? What does it take to make a value-added product? More importantly, how does a company maintain the value added to its products? Most people agree that value-added means the value of a mineral minus the cost to produce it. This is misleading, though, because producing value-added products does not necessarily guarantee the profitability of the products. In some cases, firms that make value-added products are not very profitable. It is important not only to understand how to make a value-added product but also how competitive forces in the market can erode the value added. Therefore, when looking at value-added opportunities, producers must understand how to obtain the value added and how to maintain that value. Four major factors limit a company's ability to add value to its products. This paper examines these factors. It uses the ground calcium carbonate and mica industries as examples.

Jan 1, 1990

By John E. Tilton

The ability of companies and countries to mine copper and other mineral commodities competitively and in the process to generate new wealth depends on their mineral endowment. Chile, for example, produces and exports copper because it is well endowed with high-quality, low-cost deposits. This production creates wealth that benefits mining companies and their stockholders, the government, local communities, as well as copper consumers around the world. The widespread perception that mineral endowment must largely determine competitiveness, or what economists call comparative advantage, must be true at any particularly moment. Countries with abundant reserves must be competitive. This follows from the definition of reserves — the quantity of a mineral commodity found in discovered deposits that are profitable to exploit under current conditions. As a result, it is a tautology and not particularly interesting. The important question is what causes reserves to change over time, producing in the process new wealth and shifts in competitiveness?

Jan 1, 2003

By N. Weidner, V. A. Samaranayake, K. Awuah-Offei, S. Que

"This research sought to facilitate improved stakeholder (community) analysis using discrete choice theory (DCT). The work considered 16 project attributes and four demographic factors. The discrete choice experiment was conducted in Salt Lake City, Utah to illustrate the usefulness of DCT in mining stakeholder analysis. The data was used in discrete choice modeling of individual preferences. The approach answers three important questions for enhanced stakeholder analysis: (1) What are the factors that affect individual preferences? (2) What is the effect of demographics on individual preferences? (3) What is the value of environmental and social impacts to individuals in the community? INTRODUCTION Stakeholder analysis is crucial for effective stakeholder engagement because it is important to identify and characterize stakeholders in order to effectively engage in dialogue with them. This is not only true for all stakeholders but true for characterizing the members of a particular stakeholder. The local community is usually the largest and most diverse single stakeholder group. Also, the local community is perhaps the most important stakeholder group. Thus, analysis of the local community is essential for project management. Conventional mining stakeholder analysis is a three-step process, which involves evaluating: (1) each stakeholder’s view of the project (positive, neutral, or negative); (2) how influential each stakeholder is (high, medium, or low); and (3) how they will be impacted by the project (high, medium, or low) (ICMM, 2012). The results of this evaluation are documented in a stakeholder analysis matrix (Table 1), which is used to classify the stakeholders into three groups: highly influential supporter of the project, neutral about the project, and highly influential opponent of the project. This process can be used to describe groups of stakeholders (e.g. community, non-governmental organizations, etc.) or individuals making up a particular stakeholder group (e.g. members of the local community)."

Jan 1, 2016

By P. Conrad, S. Rosenthal

"Engineers remain in demand. Job opportunities in the United States still exceed the number of students graduating from college with degrees in Mining Engineering. Although enrollment is up for freshman studying Mining Engineering, many of those students will either change majors or not complete their degree, maintaining that deficit of available Mining Engineers. What can be done to ensure that enough Mining Engineers will graduate to fill the needs of the mining industry over the next ten to 20 years? The authors believe that this need can be met by recruiting students to Mining Engineering programs who are genuinely interested in working in the mining industry. With this in mind, Montana Tech conducted its first Mining Engineering camp in July 2014 to get junior and senior high school students interested in careers in the mining industry by showing them that Mining Engineering is both an exciting and rewarding career. This paper discusses What a Blast! The 2014 Montana Tech Mining Camp. INTRODUCTION The concept of summer camps for high school students is not new. For example, Missouri University of Science and Technology has offered their “Explosives Camp” for several years. A large percentage of attendees to these camps discover or confirm an interest in Mining Engineering and enroll in the school’s program. The Dean of the Montana Tech School of Mines and Engineering challenged department heads to develop and offer summer camps for prospective high school students to get a taste of engineering with the goal being to improve recruitment for each discipline. Mining Engineering embarked on the concept of a summer camp in 2013 with a concept to provide a week’s experience in Mining Engineering during the summer of 2014. What it takes to progress from concept to reality, with some of the learnings to be shared, follows."

Jan 1, 2015

By R. L. Bullock

The New Lead Belt of Missouri, situated in the heart of the Clark National Forest, stands as a dynamic example of how mining activities can successfully coexist in a restricted wilderness area. After 16 years of intensive drilling activity, mine development and surface plant construction, many would agree that the mine-plant design philosophy of St. Joe has minimized the imbalancing effects to the ecology and the wilderness appearance of the Ozark area. In a recent dedication speech of St. Joe's newest operation, it was stated: 1 "this Brushy Creek Mine, as well as nearly all of the mines in this district, lies within the boundaries of the Clark National Forest. Here the Forest Service has an outstanding and realistic program for multi-use of Federal lands. Mining, lumbering, recreation and conservation coexist in, what I consider, a delightful wilderness environment. I believe that this same type of usage could be permitted on all government land without seriously detracting from its natural beauty." Each and every activity in the process of discovery, exploration, development and finally operating a mine and process mill could have drastically degraded some phase of nature's environment were it not for the well developed and executed plans of the mining people involved. This is not to say that everything has been kept in perfect balance; but most certainly the industrial impact on what was once a wilderness area has been held to a minimum. What follows is the story of how each phase of this gigantic development was handed by industry people. Through their interaction and cooperation with government agencies, educators and researchers, allowed not only the ecology of the area to be protected, but the aesthetic beauty of the Ozarks to remain intact.

Jan 1, 1973

By William E. Robinson

Why did it fail? My first reaction when assigned this topic was to say: because somebody "goofed"--then thank you all for letting me say those few words, then promptly sit down. All of you have been bandying this problem around for many years--so all of a sudden I should come up with the solution. Well, While I might not provide you with your particular answer, I think I can show you some of the resolutions to it. Somewhere along your path of experience you may have discovered that a good formula for starting a fight is to tell a group of dedicated (Nordberg Crusher) users they should be using (Allis-Chalmers), or a group of (Allis-Chalmers) 'users they should be a (Traylor). Now, if you really want a melee, get both groups together and tell them they should be using a (Stedman Cage Mill). This is one sure way you can learn how great minds arrive at logical, well thought-out conclusions, based on all the relevant facts. Why did it fail? I could go on for hours giving you specific reasons why. One of my engineering professors used to start his new class off each year by writing on the blackboard--four and two, then turn to the class and ask: What is the problem? One brave scholar would venture to answer 8. His head would shake no. Another would dare 6. Again, a head shake. Now that the ball had gotten rolling, a number would vocally decide it had to be two, which produced only another shake of the head--no. All of them had missed the question he had asked : What is the problem? What he had gotten ,were some of the possible answers to the problem.

Jan 1, 1977

By T. E. Kobrick

When Ralph Banks called and asked if I would agree to present a paper on environmental health in the coal industry, I was reluctant because I have not been actively involved in coal mine dust control on a day-to-day basis for a number of years. Ralph reminded me that I am one of the few industry people with an industrial health background who remembers the pre-1969 Federal Coal Mine Health and Safety era. This marks the second time within the past year that I have had a similar request based on the same basic reasons. While I was pleased to have been remembered, I'm beginning to feel like the football player who has played one too many games. In responding to Ralph's request to present an overview of the past, present and future of environmental health in the coal industry, I have attempted to take the broad approach of someone who, having been intimately involved in an area of endeavor for a number of years and then leaves, has an opportunity to revisit that area at a later date to see what has changed and what remains the same, what have been the successes and the failures. Since none of us can foresee the future, trying to project too far ahead is fraught with frivolity, except that unless one is foolish enough to accept a future invitation to review those predictions compared to actual events, no one will recall how accurate or inaccurate those projections might have been. I can assure you that I will not ask to accept that challenge, so you can rest comfortably that five years from today you will not be asked to sit through a similar presentation by me - and that's a promise.

Jan 1, 1985

By Alan C. Richter

Introduction The East-West Gateway Coordinating Council is an organization of local governments formed in 1965 to identify regional problems and to formulate policies, plans and programs to resolve them. The major goal of the Gateway Council is to improve the quality of life for the citizens of the St. Louis Region. While East-West Gateway Coordinating Council is the organization I represent and it only deals with the St. Louis Metropolitan Area, you will find one or more similar organizations in each of our nation's urbanized areas. As a result, for illustrative purposes, I will use my organization to portray what is happening nationwide. For example, in order to eliminate duplication, the Council reviews local applications for approximately 100 federally funded programs in such areas as highways, mass transit, parks, water treatment, and sewers before they can be sent to the appropriate funding agency. The Council's varied functions place it in a unique position of receiving more and more responsibility for developing strategies of implementation of various environmental regulations. This is due to the fact that environmental control is a relatively new field and we, as a country, are relatively inexperienced. The resulting regulations and guidelines will depend, to a great extent, on what the general public is willing to accept in terms of controls and what price they are willing to pay in terms of taxes and increased costs. Land Use: Growth vs No Growth This is perhaps the most encompassing environmental issue. We, as a nation, are beginning to realize that land is a limited natural resource and that the way we choose to use 'this resource affects many other aspects of our lives--whether we can catch edible fish in the Mississippi, how much we pay for sewer services, if we can swim in a

Jan 1, 1977

By Bryant Fitch

This paper will review thickening theory, from the ( ) of the practicing engineer, with particular emphasis on ( ) uncertainty or disagreement. It will attempt to outline broadly what we know and what we don't know. This should serve two purpose First, it will warn the process engineer where he might get into trouble. At least it will alert him to the risk involved in uncritically accepting any of the recommended design procedures. Second, it will identify for researchers some areas in which further work might be fruitful. Not too many years ago there would have been little to write on such a subject. We had been designing thickeners for decades, using the classic Coe and Clevenger procedure. As far as we were generally aware, they all turned out to be about the right size. And so if there was anything we didn't know, It certainly wasn't hurting us much. Today we know better. While it is true that in most cases units designed by the Coe and Clevenger procedure (1) will perform satisfactorily, we now know of cases in which they don't. And during the past few years there have been many developments and advances in basic thickening theory. So there is now a lot more room for disagreement, and a whole lot more to be uncertain about. What is "thickening" "Thickening" means different things to different people. For this paper we define it to mean sedimentation behavior characterized by line settling. Solids subside with a clear line of demarcation between settling solids and supernatant. Although the supernatant will usually be clear, in some cases it may be turbid. Line settling must entail that all particles just below the pulp-supernatant interface have the same subsidence rate, so that

Jan 1, 1971

By D. C. Mahon, P. G. Sagert, M. R. Legeyt

INTRODUCTION Public opinion, over the effect of industrial development on the environment, has required government to institute guidelines for the protection of the environment both during the development of and after the decommissioning of mines. In no other area of mining has this requirement been more consistently applied in recent times than in the development of uranium mines. Uranium mines have been a focal point because of the very real uncertainties associated with the detrimental effects of radionuclides and the possible hazards of radiation. In order to determine if there is an environmental effect caused by a development or the storage of the mine waste as tailings, it is necessary to know what the quality of the environment was prior to the production of the tailings. This is the reason for baseline data programs. It is neither technically nor economically feasible to completely define the environment in any given region. Therefore, judgement decisions must be made prior to the development as to what aspects of the environment are more likely to be affected by the presence of the tailings, and to what degree. These decisions have evolved over a period of time based on information generated from existing facilities, scientific research, and the development of strong public opinions. This process is not static, but evolves with the growth of information and the technological developments which permit greater control of industrial pollution and waste management. A well-designed baseline program will reflect changes in science, technology and public attitude, even in advance of government regulations to enforce policy changes. RATIONALE FOR PREOPERATIONAL BASELINE STUDIES There are three distinct phases to be considered in the construction of an environmental assessment for a uranium mine tailings containment facility. I. Pre-operational 2. Operational 3. Post-operational (decommissioning and long term).

Jan 1, 1980

By S. Cotten

The regulations for current coal mine refuge alternative (RAs) require that there be sufficient life support to sustain survival of the maximum number of RA occupants for a minimum of 96 hours. This minimum duration assumes that rescuers can access the RA through the mine within four (4) days of the onset of the mine emergency. But what if mine rescue teams cannot reach the miners within the RA before the RA air supply is severely limited or exhausted? What could be done to extend the duration of the RA life support capability into the 97th hour and beyond? In addition, what might be done to enable more rapid rescue of the miners if they could not be reached through the mine in a timely manner? This paper describes a systems approach to address the potential need to extend the duration of RA life support beyond current design limits. New capabilities that need to be developed in advance of such a dire need include more reliable emergency communications, highly mobile and efficient drilling rigs, enhanced directional drilling techniques, and a standardized RA external life support interface along with RA internal design modifications to accommodate use of an external supply. The following sections describe the need, intent, and technology gaps associated with each of these capabilities. Government agencies and the mining industry should consider initiation of a program to investigate, design, and develop effective means of extending the current 96-hour time restriction on coal mine refuge alternative life support. The development process should begin with a focused study to refine the overall operational concept, investigate the current state-of-the art of critical technologies, identify specific technology development priorities, and make recommendations for a development program to provide in an organized, efficient, and timely manner a solution for extended refuge alternative life support and occupant rescue.

Jan 1, 2011

By Anthony W. Wakefield

The paper is intended merely as an introduction to methane hydrates, what they are and why they are important. It does not claim to be a cutting-edge research report, but may be useful for those to whom the subject is unfamiliar.

Jan 1, 2008

By R. J. Sheets

"What is the primary responsibility of geo-engineers in mining? Early in my career, I was asked this question by an experienced engineer. After explaining some various tasks, I was informed that the main responsibility was to monitor. Although this proved true for many cases, I came to understand that monitoring is merely one means to achieve the primary responsibility of a geo-engineer — ensure the safety of all personnel. The potential for groundwater to impact stability allows this responsibility to be shared with hydrogeologists as well. Inherently, we monitor to identify risks; we analyze designs and develop models to mitigate risks; and we are provided opportunities to explain to supervisors the geo-risks to personnel and mine plans that will result from particular courses of action. A couple years ago, I took an opportunity to share experiences from the first several years of my career as a geotechnical engineer with junior geoengineering staff within my company. The intent was to share situations that were a part of my development, so they could learn and understand their responsibility to the safety of all personnel. Similarly, the purpose of this article will be to share these thoughts with new geo-engineers in the industry in order to help prepare them for the challenges they will face.What is our purpose?A senior hydrogeologist shared an experience that occurred in their career. The experienced hydrogeologist had spent some time with the hydrogeology staff, most of them relatively new to the mining industry, to understand how they viewed, and carried out, what they perceived as their responsibility at an active mining operation. After a couple months of observing and mentoring, the senior hydrogeologist met with everyone and posed the question “What is our purpose?” I am sure that most junior geo-engineers would start explaining different tasks or projects that they must complete. The list would include monitor ground water levels, track slope movement, evaluate designs, build models, oversee drilling programs, etc. These individuals did as well their supervisor. After going around the room allowing each individual to answer, the experienced hydrogeologist provided them the real answer to the question: Safety. If you examine the root intent of nearly every responsibility geotechnical engineers and hydrogeologists have, it is to apply our professional skills to ensure the safety of our workforce. When the objective of safety from the geotechnical and hydrogeology disciplines is achieved, inherently accomplishing the mine plan should follow suit, or it should significantly minimize the impact by gravity or ground water."

Jan 9, 2018

By C. Pitzer

"Safety performance in many companies and even industries has stalled in the last decade. Accidents rates are at a “plateau” and yet, serious accidents and fatality rates are not. In more dramatic cases, such as in the BP Texas Refinery disaster, organizations that have “exemplary” safety statistics, suddenly have a catastrophic or multi-fatality event occurring. Classic examples are the Piper Alpha disaster and NASA’s Challenger and Columbia disasters, the BP’s Deepwater Horizon Rig disaster in the Gulf of Mexico. Looking into the causes of these accidents provides an insight into the events and deficiencies that led up to the accident, but what are the common features in the organization’s mindset, or its culture? What characterizes these organizations’ decision-making, their approach to safety and to risk and are there features that can be delineated? The research and review presented in this paper covers a period since1995, which started in the Australian resource industry and since then covered international events. The features of these organizations are summarized as the seven deadly delusions of near zero organizations (NZO) that suffered unexpected disasters, based on extensive research by the author. More recently, the massive West Fertilizer plant explosion in Texas, and the Train Disaster in Lac-Mégantic, Quebec, Canada underlined the same trends. Organizations may experience calamities not because they are bad, or unsafe, but because they have become “cult-like”. INTRODUCTION The train disaster of 6 July 2013, in the small town of Lac-Mégantic in Quebec, Canada, in which 47 people were killed, had many strange pre-cursorsso-called “black swan” events that have occurred in many different industries. Black swan events are so rare, that there is almost zero chance that they will ever occur again, but they are so calamitous that the responses to these are emotional and irrational, (but necessary) and in those responses, the seeds for other, different black swan events are put into place. It is not what we don’t do, or do wrong, that causes modern disasters, it is what we do. The same things in the culture that make us successful, may also cause the disasters. We slowly, incrementally and insidiously ‘float’ into disaster. One such Black Swan event: The Piper Alpha Oil Rig disaster, killing 167 men in the North Sea on the 6 September 1988, was one of the most pivotal events in safety around the world. It changed the thinking and focus of governments, whole industries and led to numerous books and papers. It resulted in new legislation, textbooks and a critical self-examination by the oil and gas industry."

Jan 1, 2016

By Samer Sadek, Brian Hagan

We are thrilled to welcome you to the 2025 Rapid Excavation and Tunneling Conference (RETC), which will be held in Dallas, TX. This year’s conference will showcase the continued trend of strong industry interest, as there will be a record setting 115 papers being presented over the course of three days. The set of papers compiled in this book captures the latest and greatest information on a broad array of topics within our fascinating tunneling industry. We hope that the compilation of selected papers in this book will provide a comprehensive recap of the conference while also providing a source of future reference for contractors, engineers, and anyone in general who is a student of our beloved and unique industry. Since its inception in 1972, RETC has been the preeminent tunneling forum to promote ideas, tell stories, share lessons learned, and promote new technologies. RETC prides itself on its focus towards highlighting real-world experiences and practical ideas, with the intent to help the entire industry learn from one another and grow. The need for us all to stay sharp and remain on the cutting edge of technology has never been stronger – the technology and ideas that have been applied in aerospace are now attempting to mix with tunneling, and the advancement of AI continues to permeate all industries. However, no amount of technology or AI can fully replace the human element, and in our tunneling industry, the human element is key and is what sets us apart. In tunneling, every project is different, because the ground is always different. We can only take what the ground will give us, and we must rely on our past experiences to get through present day challenges. Most importantly, we must rely on each other. This is the heart of what RETC is all about. For those of you attending this conference, we encourage you to attend as many sessions as possible and engage with your colleagues to discuss during the breaks in between sessions. This sharing of ideas is what keeps us connected and helps to expand our industry. Please also try to engage with the scholarship students and the newcomers who will be in attendance, as it is the new ideas and fresh energy from the next generation that will continue to make our industry thrive into the future. The program chairs thank and greatly appreciate the efforts made by our session chairs, co-chairs, authors, the members of the RETC Executive Committee, and most importantly the SME staff towards making this RETC possible.

Oct 1, 2025

By J. W. Rinard

This paper is intended to introduce "non engineers" to one of the more misunderstood pump performance parameters, NPSH (Net Positive Suction Head). This basic presentation and resultant review should provide a practical understanding of NPSH and what its importance is to pump operation and reliability.

Jan 1, 1996

By John K. Hammes

This paper has been written as one of a group of papers dealing with the subject "Cost Elements in Mining". What are cost elements in mining? The mine operator thinks of direct mining costs in terms of labor, materials, supplies and power, and we might define cost more generally as the price paid to acquire or produce something. Economic theory also has its concepts of cost. From one point of view, that of the consumer, the cost of mineral commodities might be viewed as the total price industry pays for mine output. Similarly, the mining company engaged in the on-going business of finding, developing and operating new mines is concerned very much today with the distribution of all the revenue paid for mine output and not just with its direct or controllable cash costs. In other words, what will the labor force, the supplier of energy, explosives, and reagents, and the supplier of government services, management, capital and the ore reserves receive for their contribution to production.

Jan 1, 1974

By Douglas F. Stevenson

Your committee doesn't assign any easy topics to us speakers. How do you define "successful" in what is essentially a losing game? I am reminded of the fellow who returned from a one-week vacation in Las Vegas, and proudly stated, "I only lost $150." To him, that was "success." I am afraid that workers' compensation is a losing game for employers, too, and success has to be defined in terms of how much or how little is lost. We have no chance of producing a profit for our employer. We will narrow down to some suggestions about conducting a workers' compensation program at the plant level, but first I want to discuss the general legal, social and legislative climate in which your plant program operates. Workers' compensation is a statutory program with its general parameters established by the legislature. These parameters are then amplified by the boards and commissions established to administer workers' compensation. What influences the legislature and the boards and commissions as they establish the framework in which we must function?

Jan 1, 1986