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By H. J. Bickel

This paper is concerned with general concepts and statistical devices used in projecting overall energy requirements. Particular emphasis is given to the use of individual end- use markets as an approach to developing future overall energy requirements, and translating these requirements into fuel consumption.

Jan 1, 1962

By Z. T. Bieniawski

The efficient and safe design of room-and-pillar coal mines still remains as one of the pressing problems facing the mining industry in the United States. Although much research has been directed to stability of mine roofs and coal pillars, no generally-accepted design method has been formulated. This paper presents a concise procedure for an improved design of room-and-pillar coal mines. Developed as a result of a three-year research effort, the methodology includes essentially three aspects: (i) determination of stable roof spans; (ii) determination of the strength of coal pillars; and (iii) determination of safety factors for room-and pillar coal mining in the United States. It is shown that the presented approach will lead to a greater recovery of coal by a more economical, yet safe, mining operation. Design charts and tables are presented and a step-by-step design procedure for practical mining engineers is explained. Several examples are included demonstrating the use of the proposed design procedure for room-and-pillar coal mines.

Jan 1, 1983

By A. T. Yu

The quest for ore in an open pit is fundamentally an earth moving proposition. This thesis is vividly underscored by the rapidly increasing volume of waste to be removed in newer mines, where in some instances waste to ore ratios have reached as high as 20 to 1. Continuing depletion of high grade reserves, greater demand for raw materials, coupled with ever climbing labor costs, have made the problem still more pronounced and the need for more effective means of earth moving in an open pit even more acute. A conservative approach to the problem has been to upgrade the sizes of conventional earth moving equipment such as shovels and trucks. In many open pits, particularly in the C.S., this has been responsible for the generally down- ward trend of earth moving costs. None the less, the investment costs of these machines are high, and their gigantic engines are seldom fully utilized. Moreover, a large number of operators are required and maintenance remains relatively high. Unfortunately most people have felt that no other viable alternative was in sight within today's technological capabilities.

Jan 1, 1973

By Vishnu S. Gupta

A modular computer program APEX (AMAX Process Evaluation Executive), has been developed at AMAX Extractive R&D, Golden, Colorado to facilitate rapid simulation of steady state material and energy balances of existing and/or proposed metallurgical process flowsheets. Currently, APEX is being used for the design, analysis, and evaluation of several of AMAX?s Nickel, Molybdenumand Tungsten processes. A unique feature of APEX is that it allows specifications of flow rates and compositions for different solid size fractions in addition to aqueous organic and gaseous phases. Thus, a metallurgical process which may involve crushing, grinding, flotation, leaching, washing, solvent extraction, precitation and refining operations can be simulated in a single computer run using APEX. APEX requires two input data files. The first is a process data file which includes physical and thermodynamic properties of the various chemical components of interest. This data file is unique to the process under study and does not require changes for alterations in the process flowsheet. The second data file is specific to a simulation case and includes descriptions of the flowsheet, various feed streams and the process equipment's operating conditions. In addition to temperature, pressure and percent solids, calculated information for each stream includes weight and volumetric flow rates, chemical compositions, specific gravities and enthalpies of solid, liquid and gas phases. For each process equipment in the flowsheet, APEX prints its operating conditions and detailed information about the streams that enter and leave the unit. Models of several general unit operations are preprogrammed in APEX. Also, the modular design of APEX permits quick and easy additions of simulation models which are specific to new and/or unique process operations. To study process stability and optimization, APEX permits several cases of a flow-sheet to be run together. Three simulations of the Moa Bay Nickel process have been excluded to illustrate the ease and flexibility of using the APEX system.

Jan 1, 1980

By Randy Ynchausti

ERIC GUTIERREZ, Knowledgescape: Our next speaker is Randy Ynchausti. He's the director of development, Knowledgescape systems division, of EIMCO Process Equip- ment Company. The title of Randy's talk is "An Expert Control System for Phosphate Beneficiation." RANDY YNCHAUSTI: System integration. How does the systems integrator survive when caught between plant engineers, plant management, and third-party engineering firms, and stay within the budget of the corporate goals? I'm not sure that anyone knows how to do all of that on one project. Results are critical when we talk about how systems integrators work with operating people, how the operating people want systems integrators to work with them, and how both groups work together so that at the end of a project, you have been provided with solutions that meet your needs and solve your problems at a fair price. How does the integrator's role change when working with different types of professionals, such as plant managers, plant engineers, engineering firms, or other system integrators? Finally, what is the dynamics of people working with machines and providing services and solving needs? The average number of employees per pound of copper processed has decreased significantly during the past 15 years. I would dare to generalize and say that the average number of employees per whatever unit of measure we have in whatever industry we work in has decreased over the last 15 years. From a system integrator's perspective, there are some clients who lack a bit of internal expertise as corporate downsizing occurs, and that's one reason why we go out to system integrators or third-party vendors and buy things from them to solve our problems. Downsizing really amounts to savings, but more than that, I think Brian expressed this and I agree with him, it also amounts to a cost. Unfortunately, most of us count the savings and none of us count the cost in that approach. It's easy to count the savings, which is one reason why we count it so quickly. Maybe that also accounts for why we set our pencils down so quickly after we get that dollar value. Maybe we should pick that pencil up every once in awhile and refigure the expense, the cost to us, and determine what we're going to pay during the next year or two or three in losing that expense, or that staff. A broad experience base accumulated over projects at various plants helps system integrators to provide services to clients. This experience enables the system integrator to

Jan 1, 1998

By Manfred G. Raschke

INTRODUCTION In the past decade, the international coal trade has been undergoing a period of gradual change. This change will continue through the remainder of this century until by the year 2000 the international coal industry will look very different from the industry which existed in the early 1970's. The industry which will emerge from the thirty year period of change (1970-2000) will be different in many ways. -The volumes of coal transported will be much larger. - The primary type of coal traded will be steam coal rather than metallurgical coal. - A much broader group of countries will be participating in the trade both as suppliers and as consumers. - The trade will be dominated by a relatively small number of large producing and trading companies. - The coal mined for international shipment will be primarily surface- mined. – The United States will play a decreasingly important role in international coal trade. In the course of this paper I propose to address three questions which are crucial to the formulation of an understanding of the changes outlined above : (1) Which supplier nations will be most successful in the international metallurgical and steam coal trade in the next decade and a half? (2) What emerging trends will shape the international coal trade in the 1980's and 19901s? (3) Where are U.S. producers likely to fit in this scheme of things? As a background to my remarks, I should note that what follows is based on five years of work in a consulting capacity on coal supply and demand issues worldwide. Although in the course of this work I have had occasion to develop mining and transportation cost figures for all of the countries discussed below--both my own and those obtained from coal producers--it is apparent that success in the marketplace can be determined in some instances by considerations other than costs. Nevertheless, my comments today about international competitiveness will be dominated by cost considerations; there are, after all, not many markets that reward the high-cost producer with success. Let us begin by establishing some criteria for success in the international coal market and then compare some of the producer nations to some of these criteria. The criteria are: - Low delivered cost, - Good quality coal, - The producer's partnership in a joint mining venture with an importer or a consumer of coal, - The producer's international business orientation and commitment to penetrating the market, - The producer's reliability as a supplier, and - Political pressure exerted by the producing country on consumers.

Jan 1, 1986

By W. Haupt, M. Thormé, H. J. Ertle, K. Reim

Though Germany has a very old mining history, her experience in uranium mining only started in the late sixties. Today in the Federal Republic of Germany (FRG) there are only 5 small mines in the exploration stage, namely Menzenschwand and Müllenbach in the Black Forest and Mähring, Popenreuth and GroBschloppen in northern Bavaria. In all these exploration mines much development is required to define shape and size of ore bodies. Mining engineers, government authorities and environmentalists alike are very much concerned about environmental safeguards and protection of mine workers against radon and its daughter products. Miners are affected by internal and external radioactive exposure. In general the external [f3]- and [µ] -exposures can be considered as small in comparison to the internal exposure and are therefore not discussed in this paper. The internal exposure is caused by the inhalation of radon and its daughter products and is relevant to the lung as the critical organ. The nobelgas radon is inert and does not from compounds with other elements easily. Contrary to the physical half-life of 3,8 days the biological half-life of radon is only 10 to 20 minutes. During the rentention time in the body only approximately 1 % of the long-lived decay products are retained in the system (SCHOGER, 1976). In this connection is it important that the radon resorption as well as the radon secretion varies individually and depends to a large extent on the age of the person (SCHOGER, 1960). RENOUX et al. (1978) have determined that the greatest part of the a(-activity in the air is attached to aerosoles with a diameter of 0,4/14. The radiation exposure of the lung by radon is negligible if compared with the exposure by short-lived decay products. For this reason one has introduced the concept of the potential [o](-energy (P) of the short-lived radon decay products, which means the total [ct]-energy, which is produced when an atom decays in the decay-series down to the long-lived lead-210. [ ] The unity of the potential [o]-energy concentration in the SI-system is 1 j/m3 air. In radiation protection however a specific unit is used namely the working level (WL): [ ] The WL-unit, though internationally recognised has not been introduced officially in Germany. Because of the large amount of tunneling still to be done in the FRG, the various mines departments responsible for safety and health in mining ask searching questions such as: - What are the laws governing radon emanation in tunneling? - Can workers be adeguately protected against radiation hazards? - How should one drive through high grade uranium ore? - What happens if the ventilation system breaks down?

Jan 1, 1981

By Vincent R. Bovino

Introduction Only a person fresh from an information vacuum could not know the status of this nation's economy. The inability of the US to compete in the world marketplace is manifested in many industries, from shoes to computer chips, from cars to copper. What industry will next fall prey to world competition? Perhaps the question should be, what insustry will next fall prey to declining productivity? American industry is being forced into an era where the focus must be on productivity, quality, cost control, and competition in the world marketplace. It is approaching a change that could rival the American Industrial Revolution. The future of the US is bright only if it can increase productivity by trying different and new ways to manage its businesses and people. Unlike the easy successes during the 60s and 70s, success in the decades ahead will depend on an ability to compete in the world market. Any operation can achieve unlimited productivity by developing the resources within its employees. As an industry, mining has harvested the earth's resources. As an industry in trouble, it now has to learn to tap human resources to release the energy and creativity in each person. Recently, I worked with a mining operation to reopen a mine and implement a different management approach. The extensive changes resulted in a 50% reduction in cash cost of producing silver (from $0.40 to $0.19/g or from $12.50 to $6 per oz). Thus, an unprofitable mine became an attractive business venture without technological changes or significant capital infusion. The operation is union-free, in spite of being in a highly unionized area. The mine implemented a real productivity improvement process called "gain-sharing." Employees now recognize their individual success is tied to the success of the business. They recognize the day of the free lunch is over for mining employees. This paper will explore three areas related to productivity: • some of the unspoken "whys" of the mining industry's paralysis and how management has caused unproductiveness in mining operations; • major components of a productivity improvement process; and • characteristics common to companies with successful productivity plans. Unspoken whys When things go wrong, everyone tends to point a finger at someone, anyone. This industry has blamed every conceivable person, corporate group, government agency, foreign government, and private group for its failures. The fault finger will not work anymore. Nobody is listening. It is a characteristic of winners in management to assume responsibility for less than acceptable performance. Excellent people tend to blame others less for problems. Everyone involved in mining should shoulder part of the blame for the industry's illness. Is the problem low prices or our high operating costs? To regain our status in the world marketplace and increase our productivity, we need to painfully and honestly talk about our mistakes.

Jan 3, 1986

By Leonard Harris

Good morning ladies and gentlemen. I would like to thank Hans von Michaelis for inviting me here today to talk to you on the subject of "How to Reduce Capital and Operating Costs at Heap Leaching Projects". The comments I have to offer are based on my experiences in gold heap leaching by Newmont Gold Company in Nevada, by Newcrest in Western Australia (formerly Newmont Australia), by Minera Yanacocha in Peru, by Penmont in Mexico, by Z­Mont in Uzbekistan, by the Hochschild Group in Peru and expe­riences in copper heap leaching by Magma Copper Company in Arizona and as a consultant on several other smaller projects worldwide. These comments are a mixture of technology, ideology, philos­ophy, strategy, logic and opinions and might be looked at by many of you as "one man's view". I like to look at them as "a view from the bridge". Let me add that it doesn't bother me that you may not agree with my comments and that I would be interested in your comments or criticisms at the end of this presentation. I don't intend to discuss the details of the mineralogical and metallurgical test work. I will assume, for this talk, that the test work has been conducted very carefully and that the ore in ques­tion has been determined to be heap or dump leachable. Let's begin with a couple of don'ts! ! First, "don't build the mill until you have a mine". This might sound to many of you as fundamental but believe me it continues to happen. The minable reserves should be well known and established as being economical to mine and leach. NPVs, ROis and IRRs are fine if you can be sure of the gold price you use in your calculations. The best method is to carefully estimate the capital cost and, most importantly, the operating cost per ounce of gold recovered which should include the repayment of the borrowed capital and the interest thereon. For example, if the operating cost under these conditions is $200 per ounce, you have a project. If it is $400 per ounce, walk away f om it. Incidentally, the same prin­ciple can be applied to projects involving other metals such as silver, copper, lead, zinc, etc. The second don't is - "don't be sheep". Don't climb on the bandwagon with respect to design and operation because every­one else does it a certain way. Keep an open mind, be versatile, look for change, look for every possible innovation for reducing capital and operating costs. Beware of those who will tell you "we tried that it won't work" or "it's too expensive" or "that's a crazy idea" , <' ''what do you know about mining - you are a metallurgist aren't you" or "what do you know about metallurgy - you are a miner aren't you" or "only geologists can handle this issue". Be careful about pigeon-holing people according to their basic degree and experience. In these days of low metal prices, we need to consider everybody's ideas, as crazy as some of them might seem.

Jan 1, 1998

By Paul D. Tomlingson

Part one of this two-part series covers conceptualizing and developing a maintenance information system. It explains what information is necessary to manage such a system. Next month, part two will discuss using this type of system with administrative information, including error and absentee reports as well as open work files. Introduction There is no doubt that quality, timely, and accurate information can make a solid contribution to maintenance cost reduction objectives. Yet, despite obvious benefits, methods being used to acquire information systems are proving costly, frustrating, and often unsuccessful. Those needing the information are disappointed. Mine managers, hoping to reduce costs with quality information, are instead seeing no system, no savings, and massive spending on information endeavors of questionable benefit. Options Any software vendor will happily sell you his program. Numerous mining organizations, having "gone to the cleaners" themselves, will gladly make their programs available to help cover huge trial and error development costs. Any package can only be a generalization. Any program bought from some other organization must undergo numerous modifications to make it work properly. In the process the initial cost is doubled. Many mining maintenance organizations do not know how to go about the task of conceptualizing, developing, installing, and effectively using a maintenance management information system. Consequently, many have hedged their primary responsibility of specifying what information they want, how they will get it, and how they will use it effectively. Into this void have jumped many who claim they can help. But some may not understand the special information needs of maintenance in the mining industry. By default, the whole scene of maintenance information systems has become confused and in need of clarification. A Starting Point Four broad phases are used to organize the steps by which maintenance acquires an effective maintenance management information system and initiates its use. Conceptualization is an identification of needs, factors that influence development, and an assessment of support for the system. Development is a plan of action for bringing the conceptualized information system to life. Consideration is given to the practical aspects of collecting field data, processing it, and converting it into useful information. Implementation consists of those actions by which the newly developed system is integrated into the organization and put in the hands of its personnel so that its value can be derived. Use addresses the means by which personnel use the information to accomplish maintenance improvement objectives. These phases are preceded by establishing the need for the information system. They are followed by a requirement to measure its success (Fig. 1). Conceptualizing the Information System Responsibilities - The information system user must acquire the system best suited for its use. A step-by-step process is essential to avoid many serious problems than can easily occur. The most important step is to clearly identify its objectives and lay out a course of action to achieve those objectives. The major reason for the failure to achieve information objectives is not carrying out this responsibility. Maintenance cannot delegate the task to data processing. It can obtain technical assistance but it must retain responsibility. Nor can maintenance purchase

Jan 7, 1985

By D. W. Gentry

Introduction Until recently, there were many jobs for mineral engineering graduates. Traditionally, minerals-related career paths available to university graduates stem from rather standard offerings in the disciplines of mining, metallurgy, petroleum, geology, geophysical engineering, and mineral economics. Within each discipline, there exists many career opportunities. In fact, until fairly recently, the most difficult decision for most graduates was choosing among all the available alternatives. Unfortunately, this relative state of euphoria changed quickly and dramatically within the minerals sector. Within two or three years, graduates from minerals-related engineering disciplines found it exceedingly difficult - and then almost impossible - to secure employment in the minerals sector upon graduation. At the same time, there were dramatic reductions in production requirements and, ultimately, mine closings. This resulted in massive layoffs and often termination of professional personnel possessing significant and valuable industrial experience. Obviously, this worsened an already bad employment picture for those hoping to begin a career in minerals. Certainly, there is no universal agreement on what the future offers for the US minerals industry or the career opportunities associated with it. However, there are a number of considerations that deserve study by students, faculty, administrators, and industrial personnel before minerals-related career paths are chosen. Where Will the Jobs Be and How Many? Everyone is aware that the minerals industry is very cyclic. It is not surprising then that job opportunities for new graduates also fluctuate. Typically, there is a two-to-four year lag between industry&apos;s engineering manpower needs and the academic community&apos;s ability to produce this talent. Due to the response lag, there will necessarily be years when supply and demand do not match. Employment Projections It is extremely difficult to anticipate what the key career paths might be within the next few years. Considerable speculation remains with respect to whether activity in the US minerals sector over the short-, intermediate-, and long-term will improve, remain status quo, or further deteriorate. However, some information pertaining to the prospects for career opportunities in mining engineering was offered by Tingley and Ghose (ME, Sept. 1983, p. 1274) from a study performed by Fenvessy and Schwab. Results from this industry-sponsored survey suggest that the US will experience 700 more mining engineers than needed in 1985, 1300 in 1990, and 1800 in the year 2000. These conclusions were based on the assumptions that future graduate levels remain flat and demand increases 3.6% annually. Educators quickly argued that depressed job markets, coupled with university student mobility, would negate the assumption of flat mining graduate levels in the immediate future. Student Mobility Student mobility from one engineering discipline to another is high. This is perhaps best demonstrated by the tremendous growth in programs such as computer engineering and computer science at the expense of enrollments in the more traditional engineering programs. The ability and willingness of students to quickly change engineering disciplines in response to existing and perceived job market demands have created significant student, faculty, and resource dislocations within universities nationwide. This has resulted in problems for university faculty and administrators responsible for effective use of

Jan 2, 1985

By Dale W. Norris, John A. L. Campbell

INTRODUCTION Optimization, as measured by productivity gains, is being achieved in our nation&apos;s preparation plants principally by automation, economy of scale, and reducing maintenance. Increased tonnage per unit of investment, a1 so a measure of optimization, is being achieved by breaking with tradition and increasing plant utilization, while simultaneously improving on equipment re1iabi1ity. Improved qua1ity, another measure of optimization, is being attained through technical innovation. This review will concentrate on state-of-the- art unit operations and processes, and will not discuss emerging new technologies which are covered in detail in other presentations of this symposium. It is recognized that much of what will be discussed in this paper is not unique to the fine coal circuit, but is equally applicable to the entire preparation plant. However, the areas reviewed are the principal means being used today to optimize an existing preparation plant&apos;s fine coal circuit. Prior to designing and optimizing a fine coal cleaning circuit, the question that must first be answered is, "Do we even want a fine coal circuit? This is a much more complex question than is readily apparent, as most of you recognize. It can be argued either way. In the final analysis the "bottom line" will hold (Blackmore, 1982). If your sales contract a1 lows it, and the selling price can justify it, you most assuredly want to build a fine coal circuit into your preparation plant. In general today, most new preparation plants do have fine coal cleaning circuits. The purpose of fine coal cleaning has changed with time. Some of the early applications of fine coal cleaning were to prevent stream pollution rather than to prepare a product for market (Merrill a Pennington, 1962). During the 50&apos;s, 60&apos;s and into the 70&apos;s the principal thrust of fine coal cleaning was in metallurgical coal preparation. More recently, the emphasis of the 80&apos;s is on steam coal processing. There is no consensus on what is fine coal. Traditionally, fine coal would be anything below 1/4" in size. Because of the advances being made in intermediate coal cleaning processes, i.e. heavy media cyclones and jig cleaning, this discussion will define fine coal as -28 mesh (Aplan, 1987). Figure 1 is a plot of the size ranges of a large number of U.S. bituminous coals. In general the -28 mesh fraction of a bituminous coal will be between 7% and 18% of the ROM feed with reported ranges of 5% to 40% (Aplan, 1987). Consequently, traditional fine coal cleaning is general 1 y involved with a re1 actively mi nor portion of the coal feed. Every effort is taken both in terms of mining and preparation to keep it that way because of the high cost of cleaning fines. The move away from this posture, namely, the techniques to fine grind coal to liberate pyrite is probably the biggest challenge facing fine coal processing today.

Jan 1, 1988

By Joel S. Leventhal

The roles of organic matter in ore deposits are complex and represent a specialized effort in the larger subject of the geochemistry of ore deposits. The organic carbon cycle can be considered with particular emphasis to ore deposits in order to understand the origin and genesis of the organic matter. Organic matter may play one, several, or none of the following important roles in the formation of ore deposits: leaching, transport, concentration, reduction, and precipitation of metals. For deposits that contain organic matter, detailed field relationships and laboratory characterization of the organic matter are required to make an ore deposit model that Includes the organic matter and specifies its role(s). Examples of the involvement of organic matter in several types of uranium deposits are contrasted as being direct or indirect, syngenetic or epigenetic, and necessary or unnecessary. Examples of organic matter in deposits containing gold and lead-zinc, and In metal rich shale are discussed with respect to ongoing work and critical questions.

Jan 1, 2013

By Thomas A. Boyce

Introduction Although innovative coal extraction technology can be approached from many angles, this paper focuses on three: innovation in response to rising costs, to changing mining conditions, and to regulatory issues. Before exploring these three subjects, however, a basic question needs to be raised. Why Innovation? Coal is widely heralded, and quite correctly so, as the United States&apos; "ace in the hole." It has been said that the U.S. is to coal what the Arabs are to oil. The implication is that we have nearly inexhaustible reserves - that coal is cheap, plentiful, and easy to extract. Indeed, because our current productive capacity is estimated to be 15-20% greater than demand, we have been given a false sense of security about the ease of future coal extraction. Therefore, innovative measures are being concentrated on developing technologies for the demand side of coal, including power generation, synthetic fuels, and industrial applications. What is often forgotten is that the unit cost of producing energy from these new technologies depends critically on the cost of the coal feedstock -in some cases the coal consumed accounts for more than one-third the total cost. Thus, while the developers of the end-use technologies struggle to improve the overall thermal efficiency of their process by one or two per¬centage points to make the energy produced competitive in the marketplace, they often are unaware of the risk of a 3 to 6% increase in coal costs wiping out the expensive, hard-earned results of their research. Energy planners are just beginning to realize that coal is not a uniform commodity available at low cost in infinite quantities. Coal is a heterogeneous material whose cost and quality vary widely with local conditions. To produce the massive amounts of projected coal-based energy at reasonable costs, we urgently need devel¬opments in extraction technology, as well as in end-use technology. Thus, coal extraction, coal conversion and utilization, and end -use energy consumption must be viewed as highly interdependent parts of an energy supply network (Fig. 1). And current emphasis on conversion and utilization must be balanced by more emphasis on upstream technologies, including coal extraction. Even more important, the impacts of innovation (or the lack thereof) in any one technology area in the energy supply network need to be discussed and understood by those working in each of the other areas. Why innovation in coal ex¬traction technology? Figuratively, we are all in the "coal boat" together - geologists, miners, transporters, processors, power producers, distributors, and consumers. Innovation is required from each of these sectors to overcome the obstacles that prevent greater use of our most abundant national energy resource. All other links in the coal energy supply network depend on large volumes of coal produced at reasonable costs. Declines in productivity, therefore, must be reversed; the more difficult mining conditions that will be encountered call for new methods and equipment, and regulatory issues must be resolved if the coal ex¬traction link is to be a strength rather than a weakness in the planned U.S. transition to an economy based more on coal and less on imported petroleum. Innovation Tailored to Regional Conditions Once the importance and urgency of innovative coal extraction technology has been grasped, the next step - implementing a research program - becomes quite

Jan 1, 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&apos;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&apos;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&apos;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&apos;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&apos;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 Robert M. Anderson

A popular perception by the public and many mining claimants, is that the 1872 Mining Law provides a statutory right to mine and extract minerals from the public lands. This perception in reality, is both true and false, depending on the mining claimants&apos; ability to meet federal and state environmental, cultural and endangered species laws. Land use decisions and proposed legislation affect exploration and development opportunities in California. It is imperative that the mining industry involve itself in the planning process to ensure that BLM decision makers are fully informed of industry&apos;s knowledge and concerns. STATUTORY RIGHTS AND ENVIRONMENTAL CONSTRAINTS "No other problem has such a sense of urgency and poses as profound consequences to the quality of life and the creation and distribution of societal wealth as how we protect the environment. Certainly, the environment is the single biggest issue facing mining and mineral activities in the new decade. David S. Brown The 1872 Mining Law was passed, ironically, the same year the nation&apos;s first National Park was established. It is a perception that the establishment of Yellowstone National Park was the beginning of the United States&apos; earliest environmental movement; brought on, perhaps, by the rapid clearing of land for homesteading purposes and, the concern that many acres of the public domain were being disposed of through a multitude of public land laws. While there was an effort being made to designate some special and unique public lands as parks for preservation purposes, environmental concern and awareness did not lead to mandatory identification of environmental impacts and appropriate mitigation until the passage of the National Environmental Policy Act in 1970. Consequently, it is not surprising that the original United States Mining Laws of 1866, 1870 and 1872 had no mention of environmental protection. There have been numerous attempts to repeal the 1872 Mining Law over the last 50 years for a variety of reasons. Currently, there is a perception by the general public, media and even some in congress, the mining industry and BLM that a change is needed. The environmental organizations want the industry to be more accountable for reclamation and post mining uses. In Tn nEnvironmental Agenda for the Future," leaders of America&apos;s foremost environmental organizations state that the mining law "includes no protection for the environment," and therefore, should be reformed. We can all acknowledge, as stated above, that the mining law, per se, requires no "protection. However, the Bureau of Land Management (BLM) clearly has the authority and the responsibility to fully "protect" non-mineral resources while providing for the extraction and processing of mineral resources by private industry. There are about 13 major federal laws that have indirectly or directly amended the mining laws to require Environmental, Historic and Cultural Protection." There have been many mining law case decisions about the statutory and constitutional rights of miners to explore open federal lands, "stake a claimg" and extract minerals. What needs to be fully understood is how federal laws, as enumerated on Table 1, may affect these rights. What follows is a description of

Jan 1, 1991

By J. W. Stevenson

At this 5th U.S. Mine Ventilation Symposium I would like to focus your attention on safety and the contribution of the ventilation engineer over the past 50 years. This conference affords us the opportunity to express, to listen, and to learn. As ventilation engineers it is indeed an exciting time--a time that not only stimulates our imagination but also pin points our aims in our quest to obtain zero fatalities by the year 2000, the goal expressed by William J. Tattersall, Assistant Secretary of Labor, Mine Safety and Health Administration. In the past, coal mine ventilation has often been unfortunately synonymous with explosions and resulting fires. Those not familiar with us do not recognize the painful evolution of the coal mining industry and particularly the evolution of mine ventilation. To put my presentation into perspective, I recently reviewed a U.S. Bureau of Mines Bulletin No. 586 - "Historical Summary of Coal-Mine Explosions in the United States 1810 - 1958 prepared by H. B. Humphrey Mining Health and Safety Engineer. This bulletin was published in 1960. Mr. Humphrey stated "In 1946, factors contributing to the explosions occurring from 1941 to 1945 were: (1) The rapid increase in the use of electrical equipment at face regions where gas and dust are most likely to be found; (2) the increased demand for coal with the desire to obtain maximum tonnage per machine at minimum cost, which in many mines has resulted in neglect of even rudimentary precautionary measures; (3) multiple-shift operation without provision of time for adequate maintenance of equipment, effective rock dusting, and testing for gas; (4) decrease in supervision owing to demands on supervisors for maximum tonnage and loss of competent supervisors to other employment; (5) lack of effective supervision, owing to numerous new conditions, some of them war-connected; (6) inability to obtain adequate equipment repair and replacement parts; (7) shortage of labor and inadequate training of coal-mine workers; and (8) failure of both miners and mining officials to show regard for safety in changing from hand-loading to mechanized methods". Most of the eight factors listed by Mr. Humphrey continue to affect our work lives as mining engineers. The increased demand for coal with the desire to obtain maximum tonnage per machine at minimum cost has never changed. The local and regionalized coal industry of the 40&apos;s is today competing against the world coal market. Our mines work or shut down based on cost. This has always been the case. During the five year time-frame Mr. Humphrey was documenting, 345 miners were killed in major explosions. A major explosion was one in which five or more miners were killed in a single accident. In addition, 105 more miners were killed in minor explosions for a total of 450. What a wanton waste of life. What fears, anxieties, miseries, and sufferings were created by these accidents. However, we must remember and keep in mind that the coal mining company officials, engineers, and foremen, the governmental agencies- federal, state, and local - were using the technical tools and knowledge available to operate the mines as safely as they could. Obviously mine ventilation engineering technology was woefully inadequate.

Jan 1, 1991

By L. T. Larson

Nothing in Turkey is simple. Its his¬tory is long and convoluted, its culture fascinating, its metallogeny diverse, and its geology very complex. This article will focus on the geology of western Anatolia and the precious metals poten¬tial of this third of Turkey. Any gold produced by mines in Tur¬key since the early 1900s has been a by-product of the mining for other met¬als, such as copper from the massive sulfide deposits of the Pontics. Archaeological records, however, prove that gold was mined from the Pactolus (present day Gediz) River and refined by Croesus at Sardis in about 550 BC. Other records and legends make it possible that gold was mined before 1200 BC for the Homeric City of Troy (Priams treasure?) about 25 km (15 miles) east of Canakkale at Mad¬endag and Kartaldag. A final legend of antiquity suggesting gold in what is now Turkey relates to King Midas. And, indeed, the city-state belonging to a king of that name has been recognized near the city of Eskise¬hir. More recently, precious metals have been mined at Madendag-Kartaldag in the late 1800s. Arapdag, near Izmir, remains the only "authenticated" epith¬ermal precious metal deposit in Turkey (Mosier et al., 1985). With this spotty record, why the sud¬den interest shown by at least five Euro¬pean-based, three or four US-based, and several other international mining firms and their Turkish subsidiaries? Like other aspects of Turkey, the complete answer is not simple but, reduced to its basics, has three parts. Turkey, relative to many developing nations, has a stable, democratic form of government (although it also has a for¬midable bureaucracy) whose currency exchange rate is premised on the US dollar. New laws promulgated since 1983 have opened the country and welcomed foreign investment. Some have even provided investment incentives. The Mining Law of August 1985 made sweeping reforms of the old land tenure system. This law made it possible for a foreign-based company to have a wholly-owned Turkish subsidiary en¬gaged in mining. Equally important is the belated recognition that western Anatolia, while geologically compli¬cated, is today basically a province Neogene extensional tectonics having many of the geologic attributes of the leading gold producing province of the US - the Basin and the Range. Geologic rationale for precious metals exploration Tectonic/lithologic framework: Alle¬gorically and simplistically, Anatolia during early Neogene (middle Miocene) can be likened to a tube of toothpaste with the cap off. It is squeezed in the vise formed by the Arabian plate mi¬grating north toward the southwest end of a stable Asian platform. The "tube" was compressed. It could not expand to the east because it was sealed by what is now southern Russia and Iran. The filling of the tube escaped to the west, in the direction in which the cap was miss¬ing (Fig. 1). So developed during the middle to late Miocene the western-most struc¬tural province of Anatolia. This was done by a process aptly termed tectonic "escape" by Sengor et al (1985). This province is dominated by exten¬sional tectonics much like the Basin and Range of the western US and has an estimated extension of between 30% and 50%. The most striking manifesta¬tion of this extension is the 10 to 11 major east-west trending grabens (Ge¬diz, Buyuk Mendares, Kocuk Mendares, etc.) and intervening horsts, although a much greater number of smaller, gener¬ally northeast-striking grabens and half

Jan 1, 1989

By G. Chi, M. C. Fuerstenau, R. C. Bradt, A. Ghosh

Technical Papers, Mining Engineering Vol. 49, No. 12, pp. 70-75, Discussion by McIvor, R. and Fink, R. P. We must challenge what we consider to be dubious statements in the above-mentioned article. Much of what is reported was published elsewhere over a year ago (i.e., in their reference: Chi, G., Fuerstenau, M.C., Brandt, R.C. and Ghosh, A., 1996, "Improved comminution efficiency through controlled blasting during mining," International Journal of Min¬eral Processing, Vol. 47, p. 93). There is nothing unusual or significant about a 10% or more difference in grindability between two materials of apparently similar origin and other attributes (such as chemical assays, hardness and specific gravity). Consider also that: • the materials came from different locations in the pit; • only two sets of four blastholes were considered per blast: • spatial orientation with respect to the face and other blastholes was also altered; • only two pairs of data were collected; • the impact of sampling error and bias, • both of which could be significant in this case; and • normal experimental error in parameter measurement and calculation. It is clearly inappropriate to draw any conclusions with regard to cause-and-effect relationships without first presenting a thorough error analysis. A substantial number of randomly selected test and control areas might provide meaningful statistical evidence of the claimed effect of the variables being studied. Even that appears doubtful, however, because Figures 3 and 4 show about as much variation in crushing energy for the two "regular" conditions vs. regular and altered conditions. On a separate, but also important issue, broad experience with autogenous/semiautogenous milling has shown that smaller or weaker feed material results in reduced tonnage. ? Reply Thank you for the opportunity to respond to the comments of Messrs. Mclvor ant Fink. The points raised are addressed in the order of presentation. As the commenters noted, there are parallels between this article and a previous manuscript. The reason for these complementary articles is that the audiences for the two publications are different, although there is obviously some overlap. We believe that the different audiences each profit from the technical aspects of the two manuscripts. We are not in agreement that a grindability difference of 10% is insignificant. The laboratory work is corroborated by data obtained at plant scale, which confirms that an increase in throughput of the same magnitude (between 5% and 10%) is achieved when the blasting pattern is modified, i.e., reduced from 9 to 8 m (29.5 to 26.2 ft). This increase in throughput translates into substantial power savings for ore grinding. No differences in appearance in the rock were noted between the two adjacent areas. Rock in both areas belonged to the same rock mass/block, which was quite homogeneous and without geological features in between that could create drastic differences in comminution characteristics. Given the resources, we would have sampled from all of the holes. Additional data would certainly have been desirable, as would have been additional funding to expand the study. Their comment, "spatial orientation with respect to the face and other blastholes was also altered," is not clear. Figure 1 does not show the initiation sequence. Without the initiation sequence, we do not understand how the commenters concluded that spatial orientation with respect to the face and other blastholes was altered. The commenters may be trying to make the point that the four-hole configurations with respect to the original bench face are not exactly the same. In fragmenting the

Jan 1, 1999

By P. Bevilacqua, M. C. Williams, T. P. Meloy

We will bet you that, without prior programming within 10 minutes, we can design and simulate a 10,000 unit operation separation circuit. We will even do it at your place. We do it all the time. [ ] There are no tricks; we do it in a spreadsheet. We do it in those user friendly spreadsheet such as Quattro Pro. Spreadsheets must be user friendly. Accountants use them as do managers, business men, lawyers, doctors and salesmen. What these users seldom realize, is how powerful a mathematical tool a spreadsheet is. Among their other capabilities, spreadsheets can do a finite element analysis. That is why they are useful for accounting. That is also why they are more useful to engineers in the mineral industry. Spreadsheets are ideally suited for the engineering problems in the mineral industry. We have used then for solving problems in: a) mine ventilation; b) circuit design and optimization of dense media, flotation and sizing; c) comminution circuit design; d) shaking tables; e) Humphrey spirals; f) sluice ways and channel flow; g) lock particle and liberation problems; h) tunnel and shaft stress problems; i) cascadograph simulation; j) complex heat transfer problems; k) flow in porous media; and sheet flotation (Figure 1). Mineral industry problems presented on or with a spreadsheet are an excellent teaching instrument, problem statement and solution tools and sales devices. Spreadsheets answer easily, quickly and reliably many mineral industry engineering problems. What makes spreadsheets so useful to the mineral industry. The short answer is: they are easy to use; mineral industry problems fit the spreadsheet format. Those reasons are part of the answer. The real answer lies with the structure of the spreadsheet itself. Essentially, a spreadsheet is a "finite element analysis" form of computer software. Many mineral industry problems are readily solved by finite element analysis techniques. While some in the mineral industry may think they have never heard of finite element analysis, most use it weekly if not daily. Any profit and loss statement is essentially a finite element instrument. In fact, any array of numbers where one number is related to another may be construed as a finite element analysis product. Finite element analysis is a common daily activity. To get an appreciation of a finite element analysis, think of a monthly sales forecast for the next year. For each product and for each month, there exists a dollar figure for the forecasted amount of sales. In the forecast statement, for a given product in a given month, there is a "box" where the forecasted figure is presented. The forecast figure in that box was arrived at through some type of formula. The formula probably required some information from other neighboring boxes in the master forecast statement. Voila, one has a finite element analysis. Today the analysis would be done in a spreadsheet. A typical mineral industry problem is ventilation in an underground mine. Think of a rectangular room and pillar mining operation. Each room has air entering at a given pressure and velocity and air leaving at another pressure and velocity. During steady state, the air entering and leaving the room is determined by conditions in the adjacent rooms. One can readily model the room and pillar mine layout in a spreadsheet, and then find the flow in and out of each room at steady state. Change the flow by moving a brattice cloth or blocking off a path way and one gets a new air flow profile. Change the numbers on the spreadsheet that reflect

Jan 1, 1993