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By D. W. Mitchell

Never increase, reduce, or remove ventilation without unquestionable, compelling reasons. This rule applies every day as well as when fighting fire, attempting to find survivors, or recovering the mine. Right now in some mine a miner is adjusting a regulator in one place to get more air into another. The chances are the desired result will be achieved. Has the miner done a good thing? NO! Solving the immediate problem reinforces the belief he or she can do it again. That "again" might be, to give but one of many examples, the explosion in Greenwich No. 1 Mine. Robbing the proverbial Peter can be the prelude to disaster in a mine. Reducing the airflow is a common practice when fighting a mine fire. In fact, some people have been taught to do that at MSHA's academy. People who believe that to be proper must be people who never experienced a fire. To fight most fires you have to scramble to get enough air. An explosion demands totally different "thinking". If people are soon to go into the mine, DON'T adjust the ventilation. If teams are in the mine, each affected area must be explored or sealed before making any ventilation change.

Jan 1, 1993

By Chee Theng

"What do you think are the most important topics in mineral processing today? It is a question that begs to be asked when more than 100 of some of the best and brightest in Colorado mineral processing and their invited guests are gathered in one room. They are there for the 66th Annual Colorado MPD Meeting held at The Broadmoor in Colorado Springs: three days of finely curated talks and social events where participation was strong, and information was exchanged and connections forged in a relaxed, informal atmosphere.Water, tailings and social licenseNot surprisingly, water management, with the associated issues of tailings and social license, was high on the minds of those present. The Mount Polley and Samarco tailings dam failures have had repercussions across the industry. “There are big challenges with respect to tailings, and social and environmental pressures to find better ways to treat them,” said Steve Hearn of Huntsman Corp., a view echoed by Bob Kilborn of Kilborn Group LLC. Metso Minerals director Keith Butler said, “Water conservation is a key issue today. Many mining activities are now located in remote areas, so it has social and economic impacts on mining operations.” For Brian Olson of Samuel Engineering, wastewater and reclaimed-water treatment is interesting.Fittingly, the first talk of the meeting was on dry stack tailings by Michael Blois of Takraf USA, who went over both the advantages and disadvantages. “The average now is over one tailings dam failure a year,” Blois said, “and that is one too many.” But the technology may not be the right fit for all projects. In his talk on the KSM project, Jay Layman, president and COO of Seabridge Gold, showed how it isn’t practical for KSM and how Seabridge reached the decision on a cyclone sand tailings managementfacility as the preferred management strategy.The luncheon keynote also dealt with a tailings pond spill, but of a different kind. Bob Schafer, chief executive of Eagle Mines Management, spoke on the federal missteps that led to the spill into the Animas River from the Gold King Mine, a mine that had been a dry mine throughout its life and up to the 1990s."

Jun 1, 2016

By William L. Young

I think I should let you in on one of Canada's best-kept secrets, if you will promise not to tell it all over the place. Believe it or not, good, honest, enterprising capitalism is still alive and flourishing north of our common border, and I am living proof that capitalism is still working for the little guy. My personal story of mining development in Canada isn't all that rare -- you've probably heard something like it from other areas and other days several times -- but my case brings it up-to-date. I would like to Tell you briefly the history of Northumberland Mines Limited, a contemporary case of individual enterprise getting a mining operation underway. And if I can do it you probably can too.

Jan 1, 1981

By S. K. Palm

The commercial life of a mineral product can be long, but like hitech electronic and software products that soar in sales one day to become obsolete and forgotten a few months or years, mineral products have a life cycle. They are invented, commercialized and eventually decline and disappear from commerce. Diatomite and perlite are produced from mined minerals, but almost none of the products in these industries spring from the earth in finished form. Straight calcined diatomite was invented over 100 years ago and flux calcined diatomite just a few years later. The expansion properties of perlite were discovered and first exploited about 75 years ago. Some applications for diatomite have disappeared or currently face competition from newer products. Dry cleaning was once the second-largest application for diatomite but disappeared over 30 years ago. Both the beer and wine filtration markets for diatomite face increased competition from membrane filters. A pipeline of new, proprietary products is critical to the future of the industry.

Mar 2, 2022

By Steve Kral

The concept of sustainable development is not new to the mining industry. Many people involved with mining have argued that the industry throughout the world has always supported the communities where they operated. They say that the mining industry was employing sustainable development practices before the phrase became fashionable. The mines employed residents and supported the local economy through tax payments and the purchase of goods and services from local businesses. In many cases, mining companies have built medical facilities and contributed money, equipment and services to local schools. In modern times, mining companies have donated reclaimed land to the local communities for use as parks and recreational facilities.

Jan 1, 2004

By Ronald T. Cosburn

The Province of Ontario covers an area of some 400 thousand square miles, however the subject I will be talking about today, the licencing of pits and quarries in southern Ontario, refers to about one quarter of this total area but contains better than 93% of the total population of the province or about 8 million people. Southern Ontario had and still has many inviting features to industry. The Great Lakes almost surround us, hydro power has been relatively inexpensive and abundant, but more in line with our topic today are the ample deposits of sand, gravel and limestone, all of which are used directly or indirectly throughout and are the mainstay of our construction industry. I say we are fortunate to have these non-renewable resources in abundance in close proximity to our industrial and metropolitan areas, but like so many of our resources we have taken them for granted for too long. What has happened in our case, as I am sure is common in many of your own similar situations, because of the recent, current popular trend by naturalists and environ- mentalists to preserve our natural heritage at the expense of all else, through parklands and indiscriminate zoning policies, these once abundant reserves have been tremendously eroded.

Jan 1, 1982

By V. R. Bovino

You have afforded me the challenge of saying something profound in 20 minutes that will stay with you for 20 years. My hope is that from this presentation you will extract ideas that will move you? out of your offices, into the mine to seize upon the concepts that we will discuss. Your challenge is to transform those concepts into action and give life to the ideas discussed here. The notion of achieving limitless productivity produces peak levels of enthusiasm in today's mining leaders. Highly-productive mines do not happen by chance --they are created by progressive leaders. The quest for productivity improvement, exclusively through capital investment and technological advances, is an incomplete process. Improvement, through capital and technology, is often not achieved because we fail to energize the true potential and commitment in our employees.

Jan 1, 1991

By Amy McBrayer, Andrea Brickey

Area mining is a surface mining method that allows for efficient mining and contemporaneous reclamation of tabular or bedded deposits, e.g., coal. Mine planning methods for area mines differ from those of open pit metal mines. Area mines in the Powder River Basin (PRB) use various processes for mine planning at both the strategic and tactical stages. With the ever changing commodity markets, it is becoming increasingly important for mine operators to be able to react quickly to the changing business environment. Tools that allow for the development and rapid comparison of production schedule scenarios are key to ensuring agile mine operations. A survey of mine engineers responsible for mine design and production scheduling at coal operations provides clarity on the current mine design and production scheduling processes in the PRB, as well as a discussion on potential solutions to upcoming challenges. In this article, we describe various mine planning processes used by the coal producers in the Powder River Basin. The survey identifies a clear gap in the ability to create comprehensive schedules associated with limited tools and lack of engineering labor needed to frequently conduct the mine design and scheduling process.

Jul 8, 2023

By B. J. Timmons

Depending upon which of two letters describing the theme of the session I chose to honor, the subject choices because either one or three. They were: "Applied Research and Exploration and Discovery" or "Applied Research in Exploration and Discovery." The final choice; to partially ignore both of them. That minor difference in meaning may be appropriate here, inasmuch as very minor research/exploration differences may also have profound impacts on discovery. To further set the stage, I consider myself an Industrial Minerals geologist, and more specifically primarily associated with basic construction materials crushed stone and sand & gravel. My remarks will apply primarily to those materials. Therefore, when the discussion instructions included emphasis on beneficial aspects (to name a few): "drill target definition; elimination of ore potential; ore forming environments; alteration studies, and isotope analysis," problems became apparent. Evidently, and although this was a form letter, the drafters of that letter had no idea what was involved in research for a construction materials source. My task may be great.

Jan 1, 1995

By M. Akser, M. Tomas

Six Sigma is a methodology that uses a structured and disciplined approach to improve process performance (higher throughput, better recovery, lower cost, shorter cycle time, etc.). Specially trained people called “black belts” lead and manage Six Sigma projects. Black belts, with assistance from their team, ensure that projects follow the DMAIC (define, measure, analyze, implement and control) process phases. Timely completion of each project, with measurable deliverables, is key to Six Sigma’s significant financial success. Implementation of Six Sigma has been growing in recent years in a wide range of industries. The heavy mineral industry, like many other industries, could benefit from what Six Sigma has to offer. Specific Six Sigma project examples are included from DuPont’s Heavy Mineral Production Plant in Florida.

Jan 1, 2005

By R. R. Givler

Since the 1860's the good ole days, oil has been nozzle fed to burners under pressure atomizing the oil into droplets -- 1960's has produced vaporized oil that burns oil with the flame color and consistancy of gas -- If you can tell the difference by looking at the flame, gas or oil I?ll buy the lunch. First, we must ask, "Why all the excitement about Blue Flame?" This question is best answered by you after you have studied the principle of operation and see the result. I will attempt to explain both of these so that you can draw your own conclusions.

Jan 1, 1975

By H. P. Cole

A team of researchers at the University of Kentucky, working under a USBM contract, developed over 65 simulation exercises for teaching and testing problem-solving and decision-making skills to miners and mining engineers. These skills involve both improving judgment and decision making in mine emergencies and enhancing the learning of real-world engineering design principles. The exercises are ideally suited for either latent image format or for computer-aided instruction. Exercise features are summarized, the structure and field testing of typical exercises described, and sample frames of individual exercises presented. Empirical data are summarized that describe the effectiveness of using these short, time-efficient performance tasks that simulate real problems and that provide immediate corrective feedback for teaching and testing critical skills. I

Jan 1, 1991

By J. R. Heberger, B. H. Ngo

The Safety Pays in Mining v2.0 web application, developed by the National Institute for Occupational Safety and Health (NIOSH) Mining Program, helps mines determine the potential costs associated with mining injuries. This web app categorizes injury cost by part of body injured, by the cause of the injury, or by the nature of the injury. When the user selects one of over 150 common types of mining injuries, the app provides information on the distribution of costs of workers’ compensation claims for that type of injury. Based on other user inputs, Safety Pays in Mining v2.0 will estimate the total costs of the selected injuries and the estimated impact of total injury costs on mining company profits and will provide some examples of services and personal protective equipment on which companies could spend the savings that result from the prevention of injuries. This paper reviews the Safety Pays in Mining version 2.0 web application by discussing the development and updates to the app, how it is used to show the true costs of mining injuries, and how mines can benefit from using this app.

Feb 1, 2024

By Tania Schmid, Marco Portal Valdivia, Sandra Nowosad

Today’s mining industry faces rapid transformation driven by automation, climate responsibility, and ESG demands, requiring more than technical expertise. Future mining engineers must blend engineering excellence with key human skills such as communication, leadership, resilience, empathy, adaptation to change, curiosity and lifelong learning. Based on two recent surveys, one to senior leaders with over ten years of experience in the mining industry and a second, focused on understanding the perceptions of young professionals, this paper explores which skills become core competencies by 2030 for navigating complexity, leading responsibly, and enabling sustainable transformation. Furthermore, it also examines how educational institutions can adopt strategies to foster the development of these critical skills, preparing future mining talent for evolving challenges.

Feb 22, 2026

By Paul Lenchuk

The concrete block industry can trace its beginnings to the early 18th century when most of the experimental work was being carried out in England. In America, the concrete masonry industry got started shortly after the Civil War and has had sometimes a spectacular, but always a steady growth since then. From a few hundred thousand concrete masonry units made in the late 19th century, the industry today produces approximately 3.3 billion concrete masonry units making it the largest industry in the United States for masonry wall materials. There were 3500 concrete masonry plants manufacturing these units after World War II. This nwnber decreased to 1500 by 1970 although the production of concrete masonry units increased by over 100% in the last 25 years. One of the reasons for this increase in production by less than half of the plants which once existed, is the tremendous strides made in automation of production machinery. The concrete masonry plant of today is probably one of the most automated small businesses in existence. Within a few years it will be possible to push a button and the entire manufacturing process will begin with no human hands touching the units until they are laid up in a wall at the manufacturing plant and are trans-ported to the job site. No other concrete product has reached this state of manufacturing sophistication and it is one of the reasons why the price of a concrete masonry unit is not much different than it was 2S years ago. Because of automation, it is safe to say that concrete masonry will remain a highly competitive building material for many years to come. The problems that beset the continued use of this material are not related to the cost of manufacturing and delivering the product. What are some of the problems as well as some of the opportunities and is the golden age of opportunity knocking rather than a wolf in disguise? The use of concrete masonry has grown each year because a larger unit was provided at less cost than other competitive materials. Concrete masonry has had severe competition from the clay products industry as well as masons who laid the product in the wall and who resisted concrete masonry for many years. Even today

Jan 1, 1971

By A. J. MacKellar

The economic viability of any project is generally assessed on an evaluation of the total capital constructed costs along with operating costs, owner's costs and market conditions. This paper will be directed to the role that Cost Engineering plays in the development of the capital costs and the cost control techniques applied thereto.

Jan 1, 1975

By Stanley M. Jarrett

Gentlemen, I am pleased to address this gathering of engineers and operation managers representing a large and important segment of the metal and nonmetallic mining industry. Since you know from the printed program that the theme of my paper is the furthering of safety in open pit mines, perhaps you will have guessed that I will also comment upon the image created in the public mind by the industry's safety record and the potential consequences thereof in national health and safety legislation. Operators of surface mines have some cause to congratulate themselves on the basis of figures issued by the national safety council which show that lost-time accidents per-million-man-hours in surface mining (11.18), is lower than that of all other mining. Moreover, the accident frequency in surface mining is only slightly above the median accident rate for all American industry (8.87). That is a good record.

Jan 1, 1972

By Plato Malozemoff

While this conference is dedicated to the examination of "Challenges in Mineral Processing," the broader aspect of the pursuit of this subject is Research and Development in the Mining Industry. When I was asked to speak at this symposium, I hesitated to accept. While my early schooling, training and professional occupation were in the field of this symposium, it was so long ago that I no longer feel competent to contribute anything of interest to you except perhaps for a limited historical perspective, which most of you probably already know. However, it might be worthwhile to explore the more general aspect of research and development from the viewpoint of management, as this is the stance from which I dealt with the subject for the last 30 years or so. While most managements generally have a positive view of research and development, few of the leaders in the mineral industry have actually had the personal experience of doing research for a long enough time to have obtained a full understanding and the feel for its place in the long-term technological innovation that our industry must foster. I graduated from the University of California in Berkeley with a Bachelor of Science degree and a major in metallurgy. It was during the great depression of the thirties, and it was difficult to obtain a practical job in the industry. I got a scholarship at the Montana School of Mines and received a Master of Science degree in ore dressing under Professor A. M. Gaudin, followed by another year with him pursuing research. Anyone who studied under him, or knew him well, would assert that this was a unique experience. Gaudin had a brilliant mind and a profound respect for science and the scientific method. He wished to know the scientific basis for every new technological appli-

Jan 1, 1989

By William Gleason

Since 2004, Dave Kanagy has served as the executive director and chief executive officer of SME. In that role, he has worked with 22 SME Presidents, traveling the world to represent the Society. His prestigious one-million-mile status with United Airlines is a testament to these efforts. He has been to six of seven continents while leading the Society on a journey from a struggling association in 2004 to the largest and arguably the most influential professional mining society in the world. In the following pages, some of those past SME Presidents reflect on their time with Kanagy and paint the picture of a visionary leader who was willing to make the hard decisions for the betterment of the Society while remaining open to new ideas and opportunities. One of his first accomplishments as the executive director was to streamline the SME Boad of Directors from 29 members to nine, making it much more effective. With a keen financial sense, he was able to add value while cutting excess to expand the Society in every measure. As the leader of SME, Kanagy helped facilitate much of the Society’s growth and innovation as the world’s largest mining related organization. He has a B.S. degree in industrial education from the University of Maryland, an M.S. degree in technology education from Eastern Illinois University and is a certified association executive by the American Society of Association Executives. Under his leadership, several unique programs were created or advanced, including OneMine.org, the world’s foremost online mining research library. He enhanced legacy programs and increased collaboration with international organizations. Kanagy is the recipient of prestigious awards, including the Colorado Society of Association Executives’ Professional of the Year award and the Mining and Metallurgical Society of America’s Gold Medal award.

Feb 1, 2026

By R. M. Jacobs

Can your company afford to issue a check today for $100,000, $500,000, $2,000,000, or $22,000,000? This is what it might cost your company if it is on the losing end of a product liability suit. During the past 10 to 15 years, the number of product liability actions has grown from a handful per year level to a hundreds of thousands per year level. Settlements and awards in the tens and hundreds of thousands of dollars are not unusual in these days. The largest award that the authors haw heard about is a case involving a private airplane and the death of four men, which was awarded over $22,000,000. In the materials handling field, a fork lift truck, ordered with an overhead guard, was delivered without a guard because one was not available at the time. An accident with serious personal injury followed. Wouldn't it have been better to have waited until the guard was available before delivering the unit? Answer: a quarter of a million dollars better -- the cost of the settlement. Hoisting devices are also not without their liability precedents. In a 1960 case, an employee was injured when a load abruptly fell from a hoist. It was determined that the operator could not possibly have caused such a fall had the hoist been functioning properly. The case was compounded when the manufacturer of the hoist contended that the load had been improperly connected to the device, since the same hoist was used to remove the weight from the injured man without another malfunction.

Jan 1, 1973