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By Paul D. Tomlingson

Part two of this two-part series covers the use of an integrated information system with administrative information, including error and absentee reports as well as open work files. Part one (ME, July, page 650) discussed conceptualizing and developing a maintenance information system. It explained what information is needed to manage such a system.

Jan 8, 1985

By Joel Lööw, Jan Johansson, Lena Abrahamsson

In this study, we try to illustrate what new technology can mean for the individual miner. We formulate the notion of Mining 4.0, where we attempt to create an image of how the future might look from a miner’s perspective and how mining companies might navigate their way to a future that works for all miners. 

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau's responsibilities to the winds. "There is no doubt in my wind," said Lindsay Norman, acting director of the Bureau of Mines (see box), "that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business." The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau's mission. Devastating, too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. "When the troops are in the trenches and are being shot at," Norman said, "they need a leader-hopefully, a permanent one- that can get them advancing. This is something the Bureau did not consistently have in the 1970s." In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman's appointment as acting director, he has spent considerable time on the road explaining his agency's redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions. Lindsay, you were the principal architect in the Bureau's 1979 reorganization. How about a glimpse of what that entailed? Toward the end of the 1970s, after almost a decade of steady dismemberment, we reached what we felt was a critical point in the Bureau's history-we had the choice of redefining and strengthening our organization to meet the mineral challenges ahead, or continuing down the path toward the agency's eventual demise. We felt the Bureau's mission too important to abandon, so in 1978 with Roger Markle as director we initiated a six-month, no-holds-barred intro spection of just what the Bureau should be doing, why, and toward what ultimate national needs. And what did this self-reflection reveal? That there is, indeed, a unique federal role for the Bureau of Mines-that of a lead agency for influencing mineral decisions and pioneering tomorrow's technologic advances. Don't confuse us with policymakers, we're not. But we are policy analysts; we're scientists, engineers, and mineral professionals who can offer a sorely needed source of objective, accurate information to decision makers in both the public and private sectors. I feel there is no better brain trust in government than the Bureau when it comes to mineral expertise-of course, I'm biased. Do I understand you to say the Bureau of Mines is an advocate agency for the minerals industry? We plead no parochial interests, nor ought we, but from our viewpoint a sound minerals industry is extremely important to the broader national goals of security and a healthy economy. US dependence on foreign sources for critical minerals, the increasing noncompetitiveness of some US mineral sectors, and the array of land use issues surrounding mineral-rich lands all have much more serious implications than many otherwise informed people seem to recognize. In your estimation, how vulnerable is the US to foreign mineral suppliers? Let me make a distinction between dependency and vulnerability. The

Jan 4, 1980

By Tim Arnold

"Justified is a show on FX that takes place in Kentucky coal country. The two main characters, a cop named Raylan and a criminal named Boyd, are adversarial to the very end, yet they manage to maintain a seemingly inexplicable bond of friendship through it all. The final episode ends (spoiler alert) with Boyd asking Raylan why that is. He responds, “If I allow myself to be sentimental, there is one thing I wander back to” Boyd responds, “We dug coal together.” Fade to black.What creates these types of bonds between friends and co-workers in mining? I don’t know about you, but many of my best friends I met in mining. Certainly the people I respect the most in this world are a part of our industry. Good, honest, honorable men and women. And I am not just talking about the leaders of our industry. I am talking about great miners who taught me how to do the right thing and also be productive.I have had the pleasure to work for some great people and the misfortune of working for some of the loudest screamers. What I consider the worst butt-chewing in my life may surprise you. I once worked for a man I respected, because he showed me respect. He went on a business trip and left some instructions. For some reason, I was able to justify to myself that they applied to everybody but me, and I disobeyed them. When he returned he called me into his office and said to me: “Tim, you pissed me off when you did that.” He said it quietly and with no anger. I had lost his respect. This devastated me more than any screaming shift boss ever could have. I learned a lot about values from that conversation.Most of us will spend more time at work than we will with our families over a lifetime. It is natural that tight bonds be created at work. What I believe makes mining special is that these bonds are so strong. They are strengthened by the incredibly hard work our miners do. They work at all hours, on holidays and in all sorts of extreme weather conditions. The physical demands of the job are sometimes exhausting. Our bonds are further reinforced because the work is dangerous. Not only does management watch out for the wellbeing of their people, but each and every one of us looks out for one another. The bonds are made tight because our people are so passionate about what they do, no matter the department or profession. Finally, they are strong because of the thousands in the industry that keep doing the right thing, every day. We make great friends in this industry because of the strength of character of our people. That is why Boyd and Raylan respected one another so much."

Sep 1, 2016

By E. H. Bentzen

The purpose of this paper is to explain the production of sand for glass manufacturing and the reasoning behind the sand specifications set by the glass industry. In order to discuss the production of glass sand, there is a need to understand what glass is and how it is made. Therefore this paper discusses glass, as well as sand beneficiation.

Jan 1, 1977

By S. H. Brown

In our work as health physicists*, we do a lot of public speaking and interaction with the public on issues related to development of uranium mining and milling (?uranium recovery?) in the US. Understandingly, the public has important concerns about this. Accordingly, this paper is presented in a ?question and answer? format in which we have tried to capture what are some of the most common concerns we hear from citizens and address them. We have attempted to do so based on the best scientific information we have, representing information well documented in peer-reviewed scientific literature and consensus positions from both national and international scientific standard setting bodies and related committees. We have included some of the more important of these scientifically-based references to support the information provided. Practical space limitations prevent completeness in this regard in some cases. Visit the Health Physics Society?s web site or feel free to contact me directly for additional references, information or detail ? Steve Brown. The health physicist?s primary objective is to manage the beneficial uses of ionizing radiation while protecting workers and the public from potential hazards. For more information on what a health physicist is and on the Health Physics Society, visit the Society?s web site at www.hps.org.

Feb 23, 2014

By Donald W. Gentry

This section deals with one of the most fascinating aspects of mining the evaluation of mine investment opportunities. Be-fore proceeding further, it is important to clarify the meaning of some fundamental terms used frequently in the text. 6.0.1.1 Mine Valuation vs. Evaluation The words "valuation" and "evaluation" in a mining context are often used interchangeably. However, for the purposes of this section, a distinction is made between the two terms in accordance with commonly accepted practice. The word valuation in a mining project context has the rather narrow meaning of placing a dollar or other currency value on the worth of the project as a whole. In other words, the value of a mining project refers to a measure of the desirability of ownership of that property. As such, the major item of interest is, "what is the mine worth?," or `what is the value of the mine?" The value of a mining project may actually be determined in the marketplace at any specific point in time, or it may be estimated by one of several methods. The topic of mine valuation is discussed in more detail in Chapter 6.1. The word evaluation in a mining project context connotes the broader meaning of determining the numerical values of all

Jan 1, 2008

By Edward L. Vickers

When I was originally asked to give this talk, I had certain preconceived ideas of the mining industry's reaction to Operations Research. It seemed at the time to be a rather simple task to collect these ideas for presentation here today. Jotting down these notions, I became concerned that overexposure to this activity called OR perhaps had clouded my outlook on what was actually being done on a nation-wide scale. I felt, to have a better cross section, a questionnaire of current industrial activity was in order. I solicited the response of some 75 mining companies varying in sizes and operating characteristics, and I am pleased to report that the response was good. I received answers from 51. The questionnaire was intended to measure the degree to which their concerns were actually engaged in OR efforts. With all due respect to the people who were so gracious as to answer the questionnaire, I feel that there is a tremendous misconception as to the designed purpose of OR. This is not to imply that there are no active OR groups in the mining industry. But by in large, the majority of the companies sampled appear to be somewhat confused as to what OR really is.

Jan 1, 1962

By Deepak Malhotra

Western technology is considered a panacea for all ills in developing countries. Is that really the case? Are inventors of new technology overselling? What are the expectations of the receiving party? The author offers his views on these questions and proposes a process for systematic transfer of technology while minimizing surprises on the part of the seller and the receiver.

Jan 1, 2001

By Frank F. Roxborough

The paper presents a brief account of the principal findings and an assessment of the practical value of a substantial international research effort into the mechanical excavation of rock that has been in progress over the past 30 years. This assessment together with an appreciation of the emerging trends in mechanical excavation suggests what are likely to be profitable lines of future inquiry.

Jan 1, 1985

By Ralph Bernstein

The processing of earth observation sensor data by digital technology is almost two decades old. Only recently, however, has this technology become practical and economical. The reasons for this are interesting to analyze, and they provide some insight into what the future may bring. Some of the earlier activities and their limitations, current systems and their applications, and future technology direction are summarized.

Jan 1, 1979

By E. C. Wilson

The knowledge concerning the lubrication of open gearing for mining machinery has contained many unknowns and at its best has relied to a great degree on a "Rule of Thumb" procedure. It will be within the scope of this paper to explain what we have learned to date and what must be learned in the future. The results in the lubrication of open gearing have spanned the spectrum of unsatisfactory to satisfactory. With the advent of larger mining machinery, we are faced with the necessity of a more thorough knowledge of open gear lubrication. We have avail- able, better steels for the gearing, advanced technology and machinery for cutting proper tooth profiles, and better means of aligning the teeth in the gear train. This has made it possible to transmit more horsepower through the same size gear set than ever before, if we have the proper lubrication to complement the factors previously mentioned. We have set up computer programs which can calculate the data fox the tooth forms, the correct operating center distances, the contact stresses, the bending stresses, and the PVT factor of the gear teeth. This program does not, at the present, have sufficient data available to calculate the type of lubricant which should be used.

Jan 1, 1968

By Chas. E. Shumate

There is assembled here this morning in Chicago the heartland of America, what is undoubtedly the greatest concentration of Technical, Scientific and "CAN DO" knowledge ever assembled in America. The participation in this Conference by the representatives of so many nations is particularly impressive and is a further indication of the importance of the subject matter of this conference which you will be discussing in much detail during the next few days. Another impressive feature of this Conference is the participation of a large segment of the construction industry in whose hands fall the job of building what others design. Also strongly represented is the manufacturing industry whose capability is well known throughout the world. They have the resources to design, develop and manufacture the machines and specialized equipment needed to do any job which the world requires. You should not expect to gain any knowledge from my few remarks this morning as I am undoubtedly the least qualified individual in this room on the highly technical and scientific subjects you will be discussing during these next few days. However, I shall offer a few broad suggestions on subject matter which I trust may generate serious thought during your discussions.

Jan 1, 1997

By Ralph A. MacMillan

Electronic systems introduced for haulage equipment in recent years probably exceed what mine management is prepared to use. Haulpak trucks alone are equipped with General Electric's Statex III drive system controls, Detroit Diesel's DDEC, Cummins' Centry engine management system and the Haulpak Management System (HMS). The future holds promising developments of even more sophisticated electronics that will lead to unmanned truck operation and control. Trolley-assist will finally come into its own due to the importance of environmental issues, as well as the high potential for increased productivity with dramatically lowerfuel consumption. All of these high technology systems do not mean much unless they add value to mining operations. Some of the benefits that can be expected from these systems are reviewed. In the near future, haul truck control and monitoring systems will be fully linked by telemetry to a mine's dispatch system, as well as to its maintenance management information system. The manufacturer and distributor can also be kept in the communications loop, so that they can better serve customer needs. Portable computers will allow technicians to talk to machine systems to quickly locate a problem, look up service information, check what parts are required and electronically order them.

Jan 1, 1994

By Robert L. Bates

An industrial mineral, says the Glossary of Geology, is "any rock, mineral, or other naturally occurring substance of economic value, exclusive of metallic ores, mineral fuels, and gemstones; one of the nonmetallics." Probably most geologists and engineers would accept this simple and straightforward definition, at least as a general statement. On analysis, however, certain anomalies crop up. For example, what is metallic and what is nonmetallic? Bauxite and ilmenite certainly qualify as metallic ores, but both are also raw materials of important nonmetallic substances; hence they are included in this book. Another anomaly is that, by common consent, the term industrial minerals may include not only rocks and minerals but also certain manufactured products, such as cement and lime, and even mixed groups of natural and artificial products, such as abrasives and refractories. Thus the central realm of the industrial minerals is clear enough, but its boundaries tend to be indefinable. Since a definition that allowed for every irregularity in the outer fringes would be excessively unwieldy, the one quoted above may be considered satisfactory. The expression industrial minerals is commonly equated with nonmetallics, and with the somewhat more precise phrase industrial minerals and rocks as in the title of this book.

Jan 1, 1994

By M. Javier

Defining the concept of sustainability is an important step for industry and society. It is necessary in order to clarify what it means when debunking the many misinterpretations pervasive in different levels of anthropogenic activities. Essentially, the extractive industry has a harvest of differences. Mining involves the extraction of natural resources which are finite, exhaustible, non-renewable, unsustainable, and pay only once. It is remarkable that the definition of sustainability that we will shortly arrive at has totally different characteristics from the definition accepted throughout society. We categorize nature as having its own destiny which is controlled by its own rules and principles and its own society, and is part of nature; therefore, society depends on nature and not vice versa as the initial focus. To society there are no conditions to humanize nature but only respect nature?s rules. It was a challenge to find simplicity for this task not only for the definition but also for the explanation of this concept specifically, to answer the question, ?what is the true meaning of sustainability?? Finally, we are also able through this definition to provide fuel for wide discussions and stimulate critical thinking to improve such a concept. As a result, we present this definition as the tool for society today and for future generations.

Jan 1, 2012

By Juan Camus

To understand why some companies excel in creating value, Jim Collins (2001) and a group of postgraduate business students engaged in a comprehensive, five-year research project. They examined 1,435 U.S. companies for more than 40 years, seeking those that made significant improvements in their financial performance over time. The distinctive pattern sought was: ?Fifteen-year cumulative stock returns at or below the general stock market, punctuated by a transition point, then cumulative returns at least three times the market over the next 15 years. ?The search identified 11 outperforming companies, all in different industries, that were called the ?good to great? companies. To contrast these companies with similar peers within the same industry, the search also selected a group of comparison companies that failed to make the leap from good to great. Collins then set out to examine the transition point. What distinguishing features did the good-to-great companies have that their industry counterparts did not? At the heart of the findings about these outstanding companies is what Collins refers to as the ?hedgehog concept? ? how to find the one big thing that the company must focus on. According to Collins, those who built the good-to-great companies were, to one degree or another, hedgehogs. Those who led the comparison companies tended to be foxes, never gaining the clarifying advantage of a hedgehog concept, being instead scattered, diffused and inconsistent. This insight is complemented by Peter Drucker (2004), an influential management guru, who asserts that the first question an effective executive should ask is: ?what needs to be done?? Asking this question and taking it seriously, he asserts, is crucial for managerial success; and that the answer almost always has more than one urgent task, but the effective leader only concentrates on one task. In this last respect, Drucker emphasizes: ?If they [executives] are among the sizeable minority who work best with a change of pace in the working day, they pick two tasks. I have never encountered an executive who is effective while tackling more than two tasks at a time.?

Jan 1, 2011

By James Wonneberg, William Edgerton

"Today’s underground construction megaprojects are tremendous feats of engineering on a massive scale, excavating through ground conditions once thought impossible, using new and innovative contracting practices. But one important truth remains unchanged; projects are built by people. What separates winning projects from the rest? Great people, working in great organizations. In straight-talk fashion this paper sets forth fundamental differences between good project leaders and bad ones, on topics ranging from client relations, design management, and scheduling, to use of the whiteboard, and everything in between. Broadly applicable to all corners of project delivery, this paper will resonate with project leaders from around the world and help identify skills necessary to succeed in the management of underground facilities. A NOTE FROM THE AUTHORS This is a training document, and not really a “paper” per se. We have attempted to tackle some big and potentially complex topics using bite-sized paragraphs, each of which are intended to promote thoughtful introspection and dialog. So please feel free to skip around, or even set this document down while you reflect on your own personal experiences, tactics, and philosophies. We have found that providing examples of “what not to do” is oftentimes more instructive than simply listing “what to do”, hence the Good/Bad format of this document. Please note that “PM” refers loosely to anyone on the project management team not just the “Project Manager”. We also wish to preface this with the following cautionary statements: • The authors do not pretend to be the “Good PM” in all cases. In fact, we’re almost certainly the “Bad PM” for some. We aim to improve on those areas. • It has been said that “The only real training for leadership is leadership.” (Antony Jay) We all started somewhere, and nobody has 20 years of experience on day one. • Converting this text into some sort of prescriptive checklist would be a disservice to the evolution of project management. Our world – and our awareness of it – is constantly changing. We must always be open minded to new ideas and different perspectives on project delivery."

Jan 1, 2016

By D. M. Thayer

In the last decade public awareness of the need for pollution abatement has increased greatly. The concern that had been previously shared by local and state conservation groups has spread to create a national concern for preservation of our non-polluted environmental assets and regeneration of those that have been wasted. Because other current matters such as inflation, civil rights,' tax reform and the Vietnam situation have been the object of most national concern, an extremely strong national pressure base has not been brought to bear on the pollution control crisis. Yes, the word is crisis, for in many areas pollution is of critical concern. One has only to look at Lake Erie, the skies about our major urban areas and many of our major rivers and streams to see this crisis These are not situations that can be corrected overnight. We are faced with two basic problems that should be attacked simultaneously: (1) Cleaning up the present sources of pollution and (2) preventing the generation of new pollution sources. What approach should be taken? As in any engineering problem, the limits must be well defined before a final solution is attempted. Pollution must be defined on a national basis. This means that basic Federal legislation and control is necessary. This should reduce any competitive advantage that can presently be gained by movement of operations from one state or geographical area to another on the basis of differences in local legislation .and enforcement. By giving real numbers as guidelines, selective enforcement can be avoided. As a starting point, for a definition of pollution let us use the following - "Any change in the environment occurring from other than natural causes." This definition may not be satisfactory to all but surely we must be somewhat dramatic in our statements to counteract the present prevailing philosophy. Our statement of this philosophy - "At what level of pollution can we afford to operate?" On the basis of our general definition we would like to state what we feel should be the philosophical statement - "How little can we change our physical environment as a result of operations?"

Jan 1, 1970

By S. Schade, G. Möllemann, C. Niestroj

"Mining environments, whether open-pit or underground, pose difficult conditions for any sensor system. However, the ever-increasing need for automation requires the application and use of sensor systems in order to gather relevant information required for process automation. Ultra-Wideband radio (UWB) is a robust technology well-suited for underground applications. These applications include positioning and communication. This paper introduces UWB and presents results from measurement campaigns in harsh environments. Using filtering and sensor fusion precise and robust positioning can be achieved even in confinements of underground mining environments. INTRODUCTION Indoor positioning systems (IPS) are gaining ever more importance. Especially in light of ongoing efforts to reach the goals of what was coined as Industry 4.0 by the German government, the development of IPS is inevitable. According to a recent report about the “Global Indoor Location Market Outlook 2019” a growth from $ 597 million in 2014 to $ 3961.8 million by 2019 is expected [1]. Hence, there is also an economic incentive to pursue this topic. The mining industry is profiting from this development as well, since IPS are the basis for the automation of especially mobile mining equipment. Ideally, indoor positioning systems offer to position the equipment continuously and, what’s more, even in real-time [2]. Different approaches are available for IPS. The difference of these systems lie in terms of accuracy, cost, precision, technology, scalability, robustness and security. [3] At the Institute of Advanced Mining Technologies (AMT) of RWTH Aachen University, research suggests that one of the more auspicious approaches for IPS in the mining sector is the employment of ultra-wideband (UWB) radio technology. Because of this, there has been ongoing research into the best way to introduce UWB technology for the application in underground environments. The research started with an indoor positioning application, which only consisted of the UWB system. In the course of this, different algorithms were developed to enhance the system’s performance for the use in the mining industry. This led to the idea of sensor fusion in which the information of the UWB system are combined with infrastructure-independent technologies like inertial navigation systems (INS) and image-based technologies."

Jan 1, 2017