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By James R. Jones

The Surface Mining Control & Reclamation Act is a complex piece of legislation signed into law on August 3, 1977. It is the culmination of more than six years of debate by the Congress over the need for a national regulation of surface mining as opposed to the prior concept of regulation by each concerned state. It departs from the more normal type of law in that it includes very specific requirements, limitations and performance standards. In its procedural aspects, it is somewhat similar to the Clean Air Act and the Water Pollution Control Act in that it places primary responsibility at the state level, provided the state meets minimum national requirements. At the time of writing this paper, in late December 1978, the Interim Regulatory Program has been in effect for seven months. The proposed regulations for the Permanent Program, the draft Environmental Impact Statement, and the draft Regulatory (Economic) Analysis ware available for eight weeks before the close of the comment period on November 27. We are now awaiting issuance of the final versions of these documents. The states in which coal is mined, for the most part, have made sere revision to their state laws and are in the process of revising their regulations, or have just completed the revision, to comply with the Initial Regulatory Procedures. They are now faced with another new major effort to analyze and plan for compliance with the Permanent Regulatory Program, which is expected to be promulgated by the Office of Surface Mining of the Department of Interior by the time this paper is presented.

Jan 1, 1979

By Ted DePooter, Mun Wei Leong, Chad Frederick

Downtown Bellevue Tunnel (DBT) is part of Sound Transit’s $3.7 billion, 14-mile light rail transit system from downtown Seattle, across Lake Washington, to the cities of Mercer Island, Bellevue, and Redmond. The tunnel was the first Sound Transit East Link project and posed significant construction risk. This paper discusses implementation of design changes to the soft ground tunneling method, implementation of several technologies such as the use macro-synthetic fiber initial shotcrete lining, use of spray-applied waterproofing, and use of shotcrete for the final tunnel lining. These efforts allowed for significant time and cost savings to the project.

Jun 13, 2021

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. Conflict is commonly considered in a two-party sense, but this can deeply over-simplify the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By R. A. Winters

At the operations level, productivity is a principle key to profitability. If you are competing with other mines that are paying roughly the same wage rate and the same prices for capital, materials, and energy, the only way your profit can be greater is by producing more output per unit of input. Mines with higher productivity have higher profit margins. Higher profit margins lead to greater operating cash flow, and cash flow is what distinguishes a dog from a cash cow. The turnaround in U.S. metals during the 1980s was in large part due to incredible improvements in productivity. According to statistics compiled by Kaufmann, 1991, labor productivity, measured as tonnes of primary production/manhour, increased 64% in steel, 94% in copper, 75% in lead, 143% in zinc, 132% in molybdenum, and 75% in gold. These improvements were hard won. However, with most modernization programs now complete, measuring and monitoring productivity becomes even more important as producers strive to maintain the gains they have achieved.

Jan 1, 1993

One of the critical challenges facing the mining industry ? and not just in the United States ? is the looming labor shortage. A significant percentage of the industry?s professional workforce is, well, getting old, and many will be retiring in the next 10 years or so. This is not a new issue to the industry. It has been discussed at various industry meetings and conferences for many years. How does mining, with its largely negative public image, attract young people to mining schools? And, equally important, who is going to teach them? Mining schools, what?s left of them in the United States, are beginning to lose qualified faculty to retirements, and no one is available to replace them. SME addressed this issue during the keynote session at its annual meeting in February in Denver, CO. This year?s theme was ?Mining: It?s About the People.? Despite a blizzard that blanketed the city on the day most attendees were to have arrived, the meeting still attracted a record 7,202 people. And the accompanying exhibit sold 822 booths, also a record. The U.S. Department of Energy?s National Energy Technology Laboratory contracted with the National Academies? National Research Council to complete a study concerning the availability of skilled workers to meet the energy and mineral security requirements for the United States. The National Research Council, in turn, asked SME to collect and analyze workforce trends in these industries. The result of SME?s analysis is the report ?Emerging Workforce Trends in the U.S. Energy and Minerals Industries.? It is available on the SME website, www.smenet.org. Click on Government Affairs. While the report did not paint a completely dismal picture, there were some disturbing results. It concluded that within 20 years there will not be a sufficient number of skilled professionals to satisfy the labor demand. That said, the report said that most of those positions would likely be filled. However, the U.S. mining will go through a period of time when the workforce will be made up of very young and senior workers.

Jun 1, 2013

By Adrian C. Dorenfeld

Concentradora "Dana Aida" (100 t/d capacity) was built in 1971-1972 to treat dumps and ores containing mixed oxide-sulfide copper-gold-silver minerals from two veins. The veins, Don Felipe and aria are about 150 m apart, but are distinctly different mineralogically. The deposit is near San Juan de Guadalupe, Durango. Mexico. All new process equipment was manufactured locally, in or near Torreon, Coahuila. Sampling, ore testing, flowsheet design, plant design, drawings purchasing, financing, etc. was planned and directed by two engineers. Construction was executed by local miners and common labor (largely agricultural). The paper presents detailed costs for equipment and construction. The subsequent breaking-in operation is discussed.

Jan 1, 1979

By Terence P. McNulty

Gold-bearing outcrops were discovered in 1862 by Union soldiers garrisoned at Needles, CA, near the northwest corner of the future State of Arizona. Sporadic mining began several years later, but engineered shaft sinking and mill construction were not adopted at Oatman and the neighboring camp of Goldroad until about 1900. Geological interpretations in 1915 enabled major production during the next decade. In the late-1930s, USSR&M built a new mine and mill in Gold Road and the District flourished until closure by Federal Order L-208 in October 1942. For about a decade, Oatman’s mines were among the largest gold producers in the American West.

Feb 1, 2024

By E. McCullough

"Fostering positive community relations is a principal tenet of sustainable development, but conflict can test even the strongest of relationships. While conflict surrounding resource development projects has the potential to be destructive, it may actually pose opportunities for partnership and collaboration when managed effectively. It is therefore not only important for mineral resource professionals to recognize the financial and social costs associated with legal disputes among project stakeholders, but also for them to prioritize resolving social conflict using alternative channels that allow for win-win outcomes. A variety of dispute prevention and resolution techniques do exist, but successful practice is not yet the norm. Here we review the sources and consequences of social conflict in the context of mining projects, and discuss typical and alternative approaches to conflict management in light of their respective benefits and drawbacks. We also suggest implementation of conflict resolution lessons into resource-related university curricula as a critical step in the continued shift of the mining industry towards sustainable development. INTRODUCTION Social conflict is a recurring phenomenon in the human experience and serves as a critical mechanism for change [1-5]. It occurs when two or more parties perceive that their needs and interests are in direct competition with each other and believe they cannot be reasonably accommodated. Conflict over mineral resource activities, particularly the distribution of benefit and risk, has become an omnipresent issue throughout the world [6-7]. Contrary to common perception, however, conflict can be a positive, transformative encounter in some instances [2, 8-11]. For this to be possible, society and its acting agents must reconsider how to address conflict. What if conflict were only a challenge to try something different? It is well-understood that the mineral industries must manage an increasingly significant volume of social conflict [12-13], which can be a costly externality impacting all of whom are involved. We commonly consider conflict in a two-party sense, but this deeply over-simplifies the true number of stakeholders. Besides mining companies and community members, government policymakers and regulators, public interest groups, and judicial systems, to name a few, bear the social expenses of poorly-managed conflict [4, 6, 12, 14-22]. It is desirable for interested parties to participate actively in a constructive way to pursue their needs rather than contributing to adversarial relationships, operational problems, and legal costs [1, 4, 12]. Some mining companies are of course already working to develop more productive relationships with their stakeholders, but there is undoubtedly still a gap between ideal and common practices. This gap can inhibit collaboration and threaten the potential for mutually-beneficial resolutions to complex social issues [12]."

Jan 1, 2016

By Robert L. Marovelli

The major mining health and safety problems of concern to United States Government and private industry researchers in 1981 included the difficulty experienced by longwall operators in complying with the Federal 2 .0-mg/m3 respirable dust standard, the accident rate associated with falls of ground and materials handling hazards, and the upsurge in the incidence of disasters after the steady decline in recent years. Although the many mines and manufacturing companies involved in the research projects to be described are not specifically identified, it is important to note their significant involvement. This is not by way of acknowledgement, but rather to establish that these projects, using mostly Federal funds, represent close cooperation between the U.S. Government and the mining industry. The ongoing work to be described on the development of critical longwall dust control technology is a classic example of Government-industry participation through the phases of problem identification, planning, cost-sharing, and implement at ion.

Jan 1, 1982

By Lawrence A. Engel

The idea of using apron feeders for in directly feeding crushers is not a new one, it has been used for many years. To the best of our knowledge, the first apron feeder was used for bulk material handling in 1893. Since that time many design innovations have been introduced, with perhaps the most effective one being, the application of crawler tractor components in the feeder construction. This design was first introduced to the mining industry in 1954 by, national iron company. These feeders were used in the handling of run-of-mine iron ore on the Minnesota iron range, at the rate of 1,000 ltph. The material was fed over a grizzly to a jaw type of crusher. The crusher output was also handled by an apron feeder. Today, the apron feeder is being used in hard rock surface mine operations feeding crushers at rates of 5,500 ltph and over.

Jan 1, 1983

By John B. Gustavson

This paper describes a case history of geochemical prospecting. An area of known mineralization was available for an orientation survey which led to the selection of elements and criteria for a reconnaissance survey in the area offsetting the known mineralization. Certain anomalies were found which were then made subject of confirmation sampling and of rock geochemical investigations. Inasmuch as the geochemical prospecting technique specifically led to a detailed area which now serves as a target for drilling and other exploration efforts, the geochemical prospecting part of the program is considered successfully concluded and, therefore, reported on here. Whether the target area will turn out to host the deposit or not is, of course, of utmost importance to the Company, but is of less importance to this paper. We will describe the concepts, the planning, the execution, the analysis and the interpretation of this typical geochemical prospecting case. A number of people on the staff of International Oil & Gas, Inc. have participated in this prospect, as have students from Southeast Missouri State University and their professor, Gary M. Lowell. In addition, the Missouri Geological Survey has been most helpful with records and letters on the century-old prospecting and mining in the general area. Many valuable discussions have also been held with geologists from the industry who, from time to time, have visited the area, examined the property and reviewed the status of the project. The support and interest from all these parties has made it possible to pursue and expand this exploration concept from one of being just "more of the same kind" to the most chal-1enging and exciting with which this author has ever been involved, namely the prospect for tin porphyry deposits in the mid-continent United States.

Jan 1, 1977

"Tell us how you got involved in mining and about your career path.My dad was a coal miner and my uncle was a metallurgist, so when I enrolled at Penn State’s New Kensington Campus, I chose the College of Earth and Mineral Sciences — exact majors didn’t get picked till the end of your sophomore year. Penn State New Ken had an associate degree in mining program and one of the guys in my carpool was going to take Mining 30 in the evening and the other guy (mechanical engineer) was also able to take an evening class. I didn’t want to break up the carpool, so I took Mining 30, complete with essay tests. I could write, so I did well, and the professor said I should go into mining engineering. Fast forward to the end of the next term at University Park, and I realized there wasn’t enough chemistry in mining. Switching to metallurgy would have meant another term at that point, so Dr. Lovell, my advisor, trotted me down the hall and to the next building and said I was a mineral processor. That stuck. I was a summer student at U.S. Steel Research between my junior and senior year and they paid for my master’s degree — all about clay and macerals in coal flotation. During that time, the steel industry tanked, and I thought a Ph.D. would be a good idea — I could always teach at the university level if I had those credentials. The Electric Power Research Institute had a Coal Cleaning Test Facility in Homer City, PA, and I conducted my Ph.D. research on rate and residence time in conventional coal froth flotation cells there and at a local cleaning plant. I went to work at the test facility in 1987 (later CQ Inc.) and stayed there until I started PrepTech Inc. in 1997. PrepTech offers some consulting services for coal cleaning plants and sells mineral processing equipment, mostly to coal companies. I can’t believe it’s been 21 years.And what about your SME career?Of course, I was a student SME member at Penn State. We used many of the SME books in class, so who wouldn’t want the student discount? While in Homer City, I became involved with the Appalachian Plateau Subsection of the Pittsburgh Section. We’d hold quarterly meetings with interesting speakers and had good attendance. I was the secretary. I’m still the secretary and also get the bank statements. We’ll need to close that out some time, but I guess I’ve been hoping for resurgence in the Indiana/Cambria/ Somerset area."

Jan 3, 2018

By David R. Cole

Before discussing some of the specific public relations issues in Colorado mining, I would like to define public relations, identify the "publics," review Colorado's population profile, and outline Colorado's mining history. Public Relations In describing public relations, a definition which is frequently quoted appeared in the PUBLIC RELATIONS NEWS, and is as follows: "The Management function which evaluates public attitudes, identifies the policies and procedures of an individual or organization with the public interest, and executes a program of action to earn public understanding and acceptance..' As you can see, this covers a "multitude of sins."

Jan 1, 1975

By Robert G. Pinkerton

Boyles Bros. Drilling Co. and Gibbons and Reed Company, both of Salt Lake City, Utah, have successfully combined into two joint ventures on the San Juan-Chama project of the U. S. Bureau of Reclamation. The Azotea Tunnel is 12.7 miles in length; the inlet portal is on the Navajo River in Archileta County, Colorado, and the outlet portal is in New Mexico, about 10 miles south of the state border. The Oso Tunnel lies immediately to the north of the Azotea Tunnel and discharges water directly into it. We are presently driving both tunnels with mechanical boring machines from their portals at the Navajo River. Both tunnels are circular, fully concrete lined. The Azotea Tunnel has a finished diameter of 10 ft. 11 inches while the Oso Tunnel is 8 ft 7 inches in diameter. Both tunnels are supported with circular, structural steel rings as required by ground conditions. In good ground rock bolts and steel roof plates are used.

Jan 1, 1967

By Gleason

"From June 16 to 19, more than 1,400 tunneling and underground construction professionals gathered in Chicago, IL for the bienial Rapid Excavation and Tunneling Conference (RETC). There, they were greeted by a full technical program and an exciting exhibit hall that provided a comprehensive look at the world’s bustling tunneling and underground construction industry.The successful conference was a reflection of the industry itself, which is to say, busy. As much of the world has begun to focus on creating a cleaner and greener environment, the global tunneling industry has seen an uptick in infrastructure projects move from design-build to construction phase. With a global shift away from the use of fossil fuels, major cities around the world are looking to increase public transportation options, which leads to the need for more transportation tunnels. And as urban populations continue to grow, the need for clean water calls for more tunnels, and as urban footprints continue to expand, the need to increase and update combined sewage overflow tunnel grows with them.During two and a half days, more than 20 sessions covering all of these topics were presented at the Hyatt Regency in Chicago, many to packed rooms in which every seat was taken and people were standing along the side and back walls.RETC is a biennial conference and one of the largest in the North America for the tunneling and underground construction industries. As such, it hosts a robust exhibit floor. This year 172 vendors occupied 205 booth spaces. The exhibit included everything from tunnel boring machine manufacturers, like Robbins and Herrenknecht, to the companies that supply all kinds of parts and services to the industry."

Sep 1, 2019

By L. Widdifield, R. Riggle

"In today’s challenging mining environment the “Big Picture” (Caterpillar, 2013) approach to mining is often neglected. With haulage costs approaching up to 45 % of the overall mining costs, all too often the load-haul-dump- return cycle is not investigated in its completeness. This paper will discuss the aspects of taking the time to observe an operation from the “Big Picture” approach. In today’s mining business miners, engineers, trainers, supervisors, and managers have ever increasing roles and responsibilities as never seen before in the past decade. The endless human resource, safety, environmental, cost control issues and performance initiatives, detracts from precious time that may have been dedicated to examining the day to day operation. Having examined numerous mining operations over the past several years, one common denominator is lack of time to properly observe operating practices in the field and recognize both positive and negative observations. The old fashioned vocation of observing the operation to assess the haulage, loading and maintenance processes to adjust, maximize or enhance operations have sometimes vanished. Four areas to be discussed in this paper: (1) Look at the “Big Picture”(Caterpillar, 2013), (2) Use common sense, (3) Areas identified for biggest improvements in the operations, (4) Observation of small details for big impacts to lower cost per ton and increased production. The objective of this paper is to provide low cost recommendations to lower cost per ton and increase production. INTRODUCTION Whether miners claim to have been around and experienced it all or the “rookie” on the mine site, miners are expected to execute the mine plan at the lowest cost possible. So why is it so difficult to execute this task? Shouldn’t supervisors just have to man the equipment, tell operators to have a safe day and tally up the numbers at the end of the shift? And let the technology system do the rest? So what could go wrong? Lots. Mining companies seek help from consultants, training departments, performance reporting systems and an arsenal of resources. Armed with all this information, the supervisors just hop in the pick-up and tell the shovel operator to speed up. Sounds simple enough. When the improvements don’t happen, what could have gone wrong? It comes down to people, the simple things that were not executed over the months previously and as a result today the mines performance is not where it should be. A mine is built by people. Managers who have the vision to develop the ore body in a manner that follows sound engineering practices. The infrastructure to mill the ore and support the equipment needed to move the material. Along the way equipment is procured and operators trained to run the gear. Engineers and geologists set up the design, the material movement, and haulage routes. Sounds easy to this point. So, why mine after mine is there this constant struggle to move more with less and get the costs down? Understanding how to make “Great Miners” out of these people is critical to lowering your cost per ton."

Jan 1, 2016

By Ginger L. Hustrulid

Conveyor belts are a critical component in tunneling projects. This paper reviews current design considerations for conveyor belts. Rubber compounding differences to meet local fire resistance regulations or certain cover characteristics such as higher abrasion resistance or low carbon footprint rubbers for applications are reviewed. Evaluation of fabric belts, steel cable belts and the benefits of each carcass design for a particular use is also examined to help with proper carcass selection to decrease downtime from unexpected failures. Finally, this paper takes a look at some of the differences when working in metric versus imperial units.

Dec 1, 2022

By Joseph W. Mullan

The today status of air pollution control legislation and regulations can best be described as an exaggerated state of environmental limbo. The '70's began but one and one-half months ago yet it already has been very appropriately named "the decade of the environment." This certainly will be the decade for new legislation - new regulations and hopefully "Clean Air." Already Washington is faced with legislators playing "pollution politics" to the crowds. Students have redirected their efforts from Vietnam to the cleansing of the environment and everyone including the man on the street has become an environ¬mental expert. This is the decade we all face, but where are we today? Pollution is not a new problem. It has been with us for centuries and while much is left to be done, much has already been accomplished. I will try to make some comparisons of what I believe to be the good and bad points in the national air pollution control picture and hopefully will generate within each of you sufficient concern as to which comparisons are sound.

Jan 1, 1970

By B. M. Eiter, J. Hrica, D. R. Willmer

"Mineworkers are routinely tasked with making critically important decisions about whether or not a hazard presents an imminent danger. Researchers from the National Institute for Occupational Safety and Health (NIOSH) collected formative data to investigate mine safety professional perspectives on workplace examinations, which revealed a potential gap in how mineworkers are assessing risk. During interviews, participants indicated having processes in place for what should be done once an imminent danger situation is identified. Critically, however, they report having no systematic methodology for mineworkers to use to determine if a hazard is considered imminent danger. While this is important for all imminent danger situations (e.g., failure to lockout/tagout), it is especially important for those situations that are not immediately recognizable as imminent danger. In this paper, we identify and describe, three distinct categories of imminent danger complexity and discuss potential steps that could lead to improved identification of imminent danger situations. Finally, we identify potential practices to incorporate into risk management efforts, including feedback, communication, and specialized training to increase awareness of imminent danger situations. INTRODUCTION In recent years, the metal and nonmetal (M/NM) mining sector, as categorized by MSHA, experienced an increase in the number of fatalities occurring at mine sites. From 2013 to 2015, 69 mineworkers were fatally injured; that is twice the number of fatalities that occurred in each of the previous two years (MSHA, 2015a). As a way to address this increase, the Mine Safety and Health Administration (MSHA) issued a program policy letter (P15-IV-01) suggesting that “miners would benefit from rigorous workplace examinations conducted by experienced and trained examiners (MSHA 2015b).” The goal of workplace examinations is to find hazards in the field and mitigate them before they cause injury or death to mineworkers. While it is important to identify all hazards in the workplace, it is critically important to identify those hazards that are considered imminent danger because they require an immediate response to avoid a severe or even fatal injury."

Jan 1, 2018

By Roy A. Grancher

HAPPY BIRTHDAY Not only is 1971 the Centennial Year of the AIME, but it also marks the One Hundredth Anniversary of the United States Portland Cement Industry. On September 26th in 1871 David O. Saylor of Allentown, Pennsylvania, received his patent Numbered 119,413 for the manufacture of portland cement. "Cement" had been used in the United States before that. This was, however, natural cement - a direct product of rocks as found in nature, usually burned at low temperatures in open kilns. During the early 1800s this natural cement played an important role in such projects as the building of the Erie Canal. It was only after the Civil War that small amounts of high priced portland cement was imported from Europe. The successful use of this material in construction led to Saylor's experiments and subsequent patent for the manufacture of a scientifically controlled product in this country. These one hundred years have witnessed four major "ages" of cement . . . three of them occurring in the last quarter century since World War Two. The first age was the "Age of Development", a seventy-year period which saw the growth of cement and its concrete end uses as major construction materials. Next followed a period called the "Age of Demand" when, after the war, cement became in short supply relative to large building requirements. In effect a cement shortage existed. The decade of the Sixties proved to be the "Age of Reaction", with its courses of action coming in response to the problems that arose when the industry's expansion programs provided too much capacity. Today cement, and the concrete industries, find themselves entering the "Age of Reason". Overcapacity, low price, rising costs, and poor returns are several of the reasons behind that name, As these industries face the construction challenge of the Seventies, and beyond, the application of basic management principles (otherwise known

Jan 1, 1971