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By L. W. Saperstein

Public Law (PL) 95-87 contains explicit demands for land use planning in its reclamation and designation sections. Both sections require recognition of local land use plans; however, they are not well integrated. Accommodation to these planning requirements affords an opportunity to create better links among local land use planners, the state's permitting authority and designation office, and mine designers. Mining companies should take a more positive interest in local land use plans and in resource inventories. States should consider handing down to local government the responsibility for accepting mine permit applications and designation of unsuitability petitions.

Jan 12, 1983

By N. D. Policow, J. S. Orphanos

D.A. Dahlstrom In the paper, a comparison was made between flowsheets using the screen bowl centrifuge and disc filters, respectively, as the primary dewatering device. The authors very effectively show that by raising feed temperature, mechanical dewatering is enhanced through reduced viscosity of the water. When a final coal moisture of 10% is required, the net effect of heating the feed is a reduction in thermal requirements because of the lower evaporated load on the dryer. The flowsheet comparison on this, however, was not completely correct. Disc filters do not generally utilize enhanced mechanical dewatering through increased temperature. Horizontal belt filters, through the optimal use of steam heating of the filter cake, have shown significant cost reductions over disc filters where steam is not used. In addition, the authors forgot to mention that there is a certain fraction of the feed that is so fine that it cannot be recovered by the centrifuge economically. That is the function of the filtration device shown in Fig. 4. In subbituminous pipeline coals, this fraction represents more than 10% of the feed. Even after flocculation and belt pressing, the moisture content in the fine fraction is 30%-40. Recent tests on a subbituminous pipeline coal slurry, compared an Eimco-Extractor horizontal belt filter with the screen bowl centrifuge flowsheet shown in Fig. 4. Mechanical dewatering was enhanced through the use of a steam dry zone after the initial dewatering zone. Vacuum pump horsepower was reduced by more than 50% through the use of condensors, and heat recovery was utilized to minimize thermal costs. Thermal drying to 10% moisture by weight was required in both flowsheets. The 0.5 wt% fines in the filtrate were flocculated and recycled to the filter, thus eliminating the belt press and solids mixers. When the three major operating costs (which normally account for 50%-75% of the coal operating costs) of steam, electricity, and flocculants at current prices were calculated, the flowsheets utilizing the Eimco-Extractor had cost savings vs the centrifuge flowsheet of 89¢/t (81o; per st) of surface dry coal. This advantage increases with increasing thermal and electricity prices. I congratulate the authors for the strides made with the screen bowl centrifuge. However, filtration flowsheets continue to be improved and their simplicity and low thermal and electrical requirements should not be so quickly dismissed. ? Reply by N.D. Policow From a technical standpoint, a number of extensive test programs have demonstrated that by raising the feed temperature, mechanical dewatering is enhanced whether it be centrifuges or filters performing the separation. Economic constraints usually become the over-riding issue. If an inexpensive source of thermal energy is available, i.e., waste steam, etc., the approach becomes commercially acceptable. For the specific case of coal slurry pipelines, since the dewatering plants will be located close to power generation stations, the preheating approach becomes especially attractive. The cost comparison shown in Fig. 7, which was prepared by a major West Coast engineering firm, contrasted screen bowl centrifuges and disc filters. In both alternatives, a thermal dryer was specified to produce a contract moisture of the final product. Sizing of the thermal dryer on the screen bowl alternative was substantially smaller than that of the filter, since the screen bowl was credited with a four to six percentage point decrease in product moisture compared to the disc. This comparison was made at ambient temperatures and reflected solely the mechanical dewatering capabilities of the two devices. No preheating of the feed was included in this particular comparison. Early generation screen bowl centrifuges operated under the principle of maximum bulk tonnage throughput. Second and third generation machines have followed the trends dictated by the coal industry calling for higher one-pass recoveries than previously demanded. The current generation of high-speed, long-bowl centrifuges permit recoveries of ultrafine solids directly comparable to commercial filter operation. On typical coal preparation plant feeds with nominal 600 E. an X 0 (28 mesh X 0) clean coal, recovery levels in excess of 99% are now obtained. The material that does escape the centrifuge and reports to the main effluent is typically -10 µm, high ash material. We have documented substantial beneficiation effects in screen bowl centrifuge performance with the cake product containing lower ash levels than the feed. On the referenced pipeline, coal tests performed on Western subbituminous coal, we found that the percentage of -10 µm material in the feed was six to eight times greater than normally encountered on eastern Appalachian seams. Our 45-t/h (50-stph) production centrifuge was never set up to maximize recovery. It was used as part of the two-stage dewatering circuit that had been chosen by designers of the proposed pipeline. Recoveries up to 95% were recorded. With field adjustments, that performance could most certainly have been improved. In contrast, manufacturers of the horizontal belt filter provided a small pilot-scale unit that operated on a side stream at the test facility. Numerous combinations of chemical additions were evaluated to determine those that had the best impact on filter performance. Whereas the screen bowl centrifuges operated without chemical addition, producing a dry, fluffy cake, the belt filter required two stages of chemical addition to attain satisfactory performance and high recovery levels. On the two-stage circuit that incorporated a belt press as the secondary

Jan 12, 1983

By Peter J. Huck, Bruce G. Stegman, Richard E. Thill

Introduction Backfilling of mine voids is used to prevent or control the effects of subsidence on surface structures. The pumped-slurry, blind backfilling process has been successful for stabilizing ground over abandoned and inaccessible underground coal mines. This article describes the systematic evaluation of potential monitoring systems that would improve backfill monitoring technology. It also details field proof-of-concept tests that were conducted on two systems and the difficulties encountered in implementing them. Ground subsidence over abandoned mines can have devastating effects on overlying urban areas decades after the closing of room-and-pillar mines. The result may be cracked foundations, ruptured gas and water lines, broken sewers, distortion or cracking in superstructures, and sinks and potholes in the ground surface. About 32,000 km2 (8 million acres) of land in the US has been undermined for coal. According to the US General Accounting Office, 8,100 km2 (2 million acres) have undergone subsidence and another 8,100 km2 (2 million acres) are expected to subside by the year 2000. Actual figures on land affected or threatened by subsidence are probably much higher, since these estimates were based on late 1960s studies. For more than two decades, the US Bureau of Mines has been engaged in stabilizing ground in urban areas having high risk potential for subsidence costing millions of dollars. Thousands of acres have been stabilized, protecting property worth hundreds of millions of dollars. In earlier years, backfilling was by in-mine stowing in accessible mines or by gravity-feed sluicing methods in inaccessible mines. Pumped-slurry methods have been used extensively in the past 10 years. More slurry can be injected for fill from fewer injection holes over extensive areas in abandoned mines. Since this method requires fewer boreholes, there is less disruption of surface facilities. An investigation was conducted to determine the feasibility of using advanced, remote sensing or monitoring technology for application in monitoring fill placement. Specifically, the objective was to develop conceptual systems for blind backfill monitoring that require fewer boreholes and give better definition than is now possible. Blind Backfilling Methods Blind backfilling operations are conducted from the surface and do not require personnel and equipment underground. These methods are applicable to abandoned, inaccessible workings. Two categories of blind back-filling are point support, practiced by civil engineers to protect individual structures or surface facilities, and areal backfilling methods, used to protect large areas against subsidence. Point Support Methods Point support methods are usually gravity-feed systems. In general, point support methods use small volumes of expensive fill material and require a large number of boreholes within a constructed site. Because of the processed material used for back-filling and the close spacing of the injection boreholes, control and monitoring often may be accomplished by borehole cameras. Areal Backfilling Areal backfilling is conducted mainly by the pumped-slurry injection process (Fig. 1). In eastern and interior coalfields, material used is often mine refuse or flyash, both being undesirable on the surface and costly to dispose of in an environmentally acceptable manner. Hence, the use of

Jan 12, 1983

By Barbara B. Newlin, Emily Rosenberg, Marianne Snedeker

Whose longwalls perform best in Eastern underground mines? What is the latest legislation affecting slurry pipelines? What are the trace element constraints on magma genesis? How can process set points be controlled more economically without affecting product quality? Where can I get a paper presented at the Australian Coal Preparation Conference? If answers to questions like these can help with your management decisions, exploration plans, or market positioning, your firm should know about Information on Demand. Information on Demand, Inc. (IOD) is a research service available to SME members to help them get the facts needed to develop business plans. IOD can function as a research staff and data bank specialist for geologists, planning specialists, production managers, and engineers in all levels of the mining industry. Just dial 415-549-3259 and ask IOD for a copy of an obscure article, a comprehensive literature search, or a background report on a company, a process, or a product. Within a short time, IOD will have the information you need delivered to your office or worksite. Information on Demand has a bank of dial-up terminals that provide access to more than 200 business and technical data bases, including Lockheed's Dialog, CompuServe, InfoLine, The New York Times Information Bank, and other systems. These data banks contain more than 95% of the world's technical literature published in the last 10 years. There is no input required from individuals or companies. The data bases are maintained by publishers and are constantly updated with abstracts of articles, reports and reviews, and other text appearing in more than 5,000 engineering publications, as well as thousands of other trade and technical publications. The data bases are organized by subject and offer a speedy comprehensive survey of world literature. One data base, called Compendex, provides worldwide coverage of engineering publications, meetings, and reports. The Metadex data base abstracts literature on the science and practice of metallurgy, and can be accessed by commercial, compositional, and numerical alloy designations. PatSearch and Claims data bases enable IOD to determine what patents have been filed by a given entity, what international patents are equivalent to a US patent, and other vital patent information. In the non-technical arena, the Commerce Business Daily has daily updates of federal procurement information. The Federal Register is abstracted on-line in a data base, and ABI/Inform is a data base full of marketing and management information for all industries. IOD offers a free pamphlet listing these and other data bases. A typical literature search from IOD will produce 60-200 references with abstracts, and can be printed out off-line and mailed or transmitted directly to an electronic mailbox. Abstracts will often give all the information needed by the reader. At times, when the complete article or technical report is needed for further study, IOD will send a photocopy of the full text for a small additional fee. Patents, books, securities exchange filings, standards, and specifications can also be supplied by means of IOD's network in major libraries, such as Harvard, MIT, and The Library of Congress. A technical translation service is available for foreign

Jan 12, 1983

By W. J. Kennedy, John D. Gardner

Introduction During the past 10 years, energy costs in mining have risen from about 4% to as much as 25% of total production cost. When combined with declining ore grades, these costs exert inordinate stress on mine productivity. Industrial engineering techniques have traditionally been aimed at improving manufacturing facilities productivity, but they have been applied to mining as pressure for productivity improvement has increased. These techniques can perform four useful functions for mining operations by improving methods, equipment selection procedures, energy use through scheduling, and managing energy costs rather than being managed by them. This article discusses some of the standard techniques for productivity improvement, and how they can be adapted to perform these four functions. Pre-Production The best time to seek high productivity is when a mine is being planned. During pre-production, when most options are still open, an optimum mine design is achievable. At this time, major equipment selections are made, the layout, material handling systems, and processes are designed, and critical energy source decisions are made. By including explicit energy cost projections, decisions can be made that will save significant amounts of money per ton of ore over the life of the mine. Attention can also be given to often overlooked details such as lighting. Some of the same tools used in new mine planning are applicable to productivity improvements at an existing plant. These tools are the charting and modeling methods that have been developed by industrial engineers over the past 75 years. Energy Consumption Before any analysis of energy consumption can be performed, preliminary work is necessary to find the kind of energy used, how much it costs the plant, and when electrical peaks occur. Past bills should be examined to determine the monthly consumption rate and the cost of each energy type. These data should be adjusted to remove effects caused by production fluctuations or weather. Knowing when electrical peak demands occur is necessary because these determine either the electrical capacity needed or the amount that must be bought. At $500-$800 per kW for construction or $5-$15 per kW per month for purchase, they represent a significant cost. By the time these data are collected, planners should be aware of the importance of energy in the total cost of mine operation, and should have the most crucial time data for electrical peak demand. Flow Process Chart Reducing costs can be accomplished by a thorough look at mine systems and how altering one system causes changes in others. By developing and exercising models of production processes outward to the transportation of the final product, otherwise obscured weaknesses may become apparent. There are tools available for analyzing the mine and its associated systems; one of the most useful is the flow process chart. The flow process chart gives a system analysis of a production procedure by classifying all actions into one of five types: operations, inspections, transportation, delays without paperwork, and delays with paperwork. Operation: In an operation, the nature of something is changed. Examples are blasting, washing coal, and processing matter. Denoted by 0. Inspection: Examining an object for identification or to measure some attribute. Examples are determining whether a drill hole is deep enough, deciding how far to cut under an unsupported roof when operating a continuous miner, or checking the lubricant level on a truck. Denoted bye. Transportation: Moving an object from one place to another. Examples are transporting overburden, moving coal on a conveyor belt, and pumping water. Denoted by =>. Delay without paperwork: A delay that is an inherent part of the system. Examples include idle time of a continuous miner while waiting for shuttle cars or for roof bolting, crushed ore in a storage area waiting for grinding and flotation, and people from one craft waiting for another craft to finish. Denoted by D. Delay with paperwork: A delay that can be terminated only by some written authorization. Examples are coal that cannot be removed until authorized by a bill of sale and transportation orders, personnel records, maintenance, or spare parts. Denoted by V. In practice, the flow process chart is completed after data collection and a detailed examination of the process. Data collection is needed to answer questions on distance, quantity, and time for each of the operations. As the analysis is being performed, each step of the process is subjected to these questions: • Why is the step necessary? • What is being moved? • When does the step take place, and why?

Jan 11, 1983

By William G. Doepken

With most of the mining industry emerging from the deepest business recession in 50 years, primary attention must be given to surviving in a business climate where dominant foreign competition, depressed prices, and potential overcapacity hang heavy over much of the industry. While already shackled with regulatory constraints, restrictive work rules, and high labor costs, mine operators are faced with the difficult task of reducing costs and improving productivity while operating at less than full capacity. To counter these nearly over-whelming factors, the mining industry must continue at the national level to seek regulatory relief and a rational policy toward foreign competition from government-controlled mines. In addition, dialogue with labor organizations must continue to minimize the impact of labor costs, cost escalators, and antiquated work practices. Although national and international actions have a tremendous impact on the future of domestic mining operations, local actions by mine operators to dramatically improve mining productivity will strengthen the industry's competitive stance. Before any substantial progress can be made, however, mine operators must recognize and define areas that depress productivity and establish goals and measures for improvement. Once problem areas are defined, a combination of technological and motivational concepts can be applied to improve productivity. Timing of Improvements While there is an immediate need for productivity improvements, only certain concepts offer near-term improvement potential while others must, of necessity, fit into a mid-range or long-range time frame. Near-term solutions (immediate to one year) likely will involve motivational concepts - work incentives and training - coupled with available technological concepts that require little capitalized development or site testing. Mid-range solutions (one to three years), by contrast, will include technological improvements in mining equipment, techniques, and systems automation. These concepts require a longer period of capitalized development and site testing before use. Long-range solutions (three years or more), which include adoption of new mining methods and computerized control systems, will appear only after prolonged research and capitalized development programs. Motivational Improvements Developing motivational con-

Jan 11, 1983

By Hal McVey

Introduction The role of marketing in the minerals and mining industry takes on different degrees of importance depending on the commodity, but nowhere are sales and marketing more important than in industrial minerals. This article compares industrial minerals marketing with the marketing of other mining and mineral products. Marketing in Mining Some broad generalizations on the marketing of industrial minerals in relation to other mineral products can be made without getting bogged down with exceptions to generalizations. Two totally different areas of mineral production are crude oil and natural gas, and metals, including ores and concentrates. Although these commodities are the basis for two completely different industries, they share two things in common from a marketing standpoint: • Their value per unit volume is usually high enough so that they can be transported great distances. • Their specifications are readily definable and, therefore, the quality of a standard product from a production run can be communicated by stating certain chemical and physical features. This permits sales to be consummated by telephone, telex, and letter, without the need to pretest the products under use conditions. In regard to the first item, industrial minerals, as opposed to oil, gas, and metals, are in most instances site specific. Location of the point of production in relation to the point of use is of paramount importance based on a generally lower unit to volume value. This means that transportation is a major factor, with the cost of getting the mineral to market commonly exceeding its f.o.b. value. Coal marketing has many characteristics in common with industrial minerals. Coal sales can es-

Jan 11, 1983

By William L. Meyer

With high expectations and promises, computers were introduced to the mining industry in the late 1950s and 1960s. Applications spread in the 1970s when capabilities began to catch up to early promises, and people within the industry began to see the benefits of using computers in business and engineering. The 1980s have seen a wide acceptance of computers, both large and small, and the use of computers is accelerating throughout the industry. Computers have changed dramatically over the last 25 years. The power of some microcomputers matches the capabilities of main frame computers from less than 10 years ago. The variety of software on these micros exceeds what is available on many larger computers today. Changes over the next 10 years are likely to be greater than those of the last 10 years. Making use of available computer technology while trying to cope with the rapid changes in this industry will take much effort within mining. To take advantage of existing computers, consider and evaluate: project needs and applications; professional, administrative, and support personnel; computer software and technology; and computer and related hardware. Note that this list is in the order of decreasing importance. These categories are also presented in the order for which organization and solutions should be provided to get the most out of computers. To start with a computer and go up the list has cost many mining companies needless expenditures, wear and tear on personnel, and frustration. It is assumed for this article that the need for computer tools is self evident. You can do without a computer by using the appropriate techniques (manual methods) with any required shortcuts plus a lot of personnel time. Indeed, several companies are doing that as a "solution" to what to do with their excess engineering personnel in these lean times. However, the future may be better served if some of these people could be prepared to handle the applications and technology presently available. People and Problems To present the factors related to turning the computer into a productivity aide, it may be enlightening to examine some common people problems that reduce productivity. The most valuable resource any mining company has is its mining professionals. And, particularly with computers, people either make the successes or create the barriers, not the machines. The following list of people problems (syndromes and complexes) has been amply observed during some 23 years of the author's experience with computers and their applications in mining. Home Grown Syndrome - "Nobody else can really understand my problem or provide `exactly' what I need to solve it." While there may be some truth to this syndrome, it would be an unusual project that cannot be handled with existing solutions for at least 75-80% of the needs. Having a base to build on will also speed the development of any remaining needs. It does not seem justified to start all over for a new application, even if "our problem is unique." Not Invented Here Syndrome - This "justification" for the continued existence and budgets of some groups has various forms: "It wasn't done here so it obviously can't do the project the way I think it should be done"; and, "If it wasn't invented here, it obviously

Jan 11, 1983

By I. S. Parrish

Locating and defining an ore body with minerals or metals that can be recovered at a profit is the objective of minerals exploration. Direct exploration involves examining and sampling rocks either in outcrop, underground exposure, drill core, or cuttings. Indirect exploration infers the measurement of some physical, chemical, or biological factor that reflects the possible presence of the metal or mineral of interest, or a structure that may act to collect, concentrate, or otherwise favor the presence of the desired commodity. Included here are all forms of geophysical, geochemical, or geotech-nical prospecting. In recent years, indirect exploration has given rise to an impressive number of specialists and a variety of techniques. Less impressive is the success rate or productivity of the modern explorationist. Exploration Productivity Losing Ground Judging from the low number of mine openings or mine discoveries in recent years, the exploration industry is not as productive as it once was. Many will take umbrage at this judgment, but a review of the literature will support this statement. In Canada, from 1951 through 1960, there was an average of 5.6 discoveries a year. From 1961 through 1976 there were only four a year. This nearly 30% reduction occurred despite a massive increase in exploration funding. From 1950 to 1955, the Canadian mining industry spent $5 million (1975 dollars) for each minable deposit found. During the period 1970 to 1975, the cost was $25 million for each one found. The industry was spending five times as much and finding 30% less than a generation earlier. This is not indicative of a productive endeavor. The loss in productivity is even more apparent to explorationists who wander the western US, and are awed by the thoroughness and discovery rate of those early prospectors who explored from 1850-1920. The "old-timers" missed very little. They used pans and crude chemical tests in place of plasma or X-ray fluorescent assay techniques. But, they found ore bodies that led to mines. Today, the best prospecting areas are pockmarked by the hand dug pits, trenches, and shafts left by our predecessors. The success or productivity of the old-timers may be attributed to any or all of several factors. Granted, they were looking at virgin ground and at deposits that in many places were exposed. The factor most critical is, however, that they employed direct exploration methods. They walked over areas of interest, traversed swamps and mountains, and followed "colors" in stream gravels to their source. They also chipped rocks, dug pits, trenched along structures, and followed the "leads." Many of today's explorationists, on the other hand, adopt a more sophisticated approach. A geologic model is conjured up so the exploration team "knows" models, but the model should be applied at a later stage in the exploration effort. J. D. Ridge has written an excellent article on the role and timing of models. Geologists should collect and assemble data, facts, and observations and fit these into a model and not conceive a model and seek data to prove their vision. Further, many exploration managers are adept and talented at devising exploration programs. They can program and use modern exploration techniques and tools. They can apply these and their modeling capacity to assemble a glittering array of targets. It would appear that in all too many instances, creating targets has been equated with and is considered being productive. As noted, finding ore bodies is being productive in exploration. Creating targets may or may not lead to ore bodies. As an end result, locating targets is not productive exploration. How then does one foster productivity in exploration? Some suggestions are to increase the use of direct methods, follow the methods and philosophies of old-timers, look at more rocks, do more field work, use foot traverses, and do more drilling. It may be argued that this is what the old-timers have done and we would then be hoping to find

Jan 11, 1983

By A. Fred Gelding

Introduction In preparing this paper considerable time was spent attempting to find some upbeat data about the mining industry, so those of us in the field could feel somewhat better about future prospects. Much to my regret, I failed to uncover substantial evidence that our near-term or, for that matter, our long-term opportunities appear all that bright in North America. That is certainly not the kind of assessment anyone likes to hear or accept as even a possibility. Those remarks may, on the surface, appear far too pessimistic. This industry will experience a recovery and most likely will see conditions begin to improve later this year or early next. The kind and degree of recovery, however, will more than likely differ from those experienced in the past. Fundamental Changes Clearly, the fundamentals on a world scale of our business have undergone important changes. In recognizing these fundamental changes, mining authorities believe productivity advances are needed to change the direction mining has taken in recent years. The really tough question is whether increases in productivity will be enough to change the course of events that has dominated the mining sector for the past decade. Before one can provide an honest answer, an appraisal of what has and is happening now is necessary. Here are some changes and events that have taken place that effect domestic mining and will probably continue: • Mineral-rich lesser developed countries (LDCs) in Africa, South America, and Asia-Pacific have reached a point where they have developed the needed mining infrastructure to not only produce at a high rate, but in many instances, at a lower cost than fully developed countries. Just as importantly, these countries, even if they do not enjoy lower costs, will produce for world export with government subsidies because min¬ing products are key in obtaining badly needed foreign exchange. • These producing countries also have the distance advantage of lower labor, environmental, and other important regulatory costs. If that were not enough, these same countries have minerals with considerably higher grade ore and, in some cases, much lower cost accessibility. • Exporting North American commodities is impaired by a dollar that continues to strengthen against other important currencies around the world. There are other impediments to overcome, but these represent some of the realities our industry faces. Can those obstacles be overcome through improving productivity? In the past, this industry has offset the impact of these events to a sizeable degree through innovations of mining techniques, equipment and processes, and by increasing the size of its individual operations to reduce costs. Will further enhancements along these lines be enough to alter this changing balance in the future? While there is no answer, it is apparent that if we do not mount a full-scale assault in some key areas, our prospects will not be encouraging. Productivity improvements throughout the entire chain of the mining industry most certainly rates as a high priority. Every link in that chain from mine planning, equipment selections, and transportation considerations needs to be examined and reexamined to assure the lowest effective cost is developed. Quality, while oftentimes costing a little more initially, is still the most cost effective purchasing decision to make. Regulations Another area of concern is regulations, be they environmental or those that dictate what must or must not be done in running our business. Certainly, I do not suggest that we not protect our environment. However, there is an acceptable balance that has, over

Jan 11, 1983

By J. Duncan Wilkins

Introduction In difficult times such as these, there is a strong reaction to the current way of doing things. Typical reactions that we have all heard are "There has to be a better way," "We're pricing ourselves out of business," "We have to improve our productivity," and "We have to have more cooperation," between union and management and employees and management. All of these comments have at their roots one common factor - getting the maximum amount for your dollar. The other factor inherent in these statements is productivity. I have not yet met a person in our industry who has not expressed the opinion that we should, and that we can, improve our productivity. Reducing Labor Costs In light of these factors I suspect we have all spent a fair amount of time examining our labor costs. For some of us, labor costs are a high proportion of our total cost of doing business. To alleviate the impact of these costs, we have generally done four things. We have reduced our number of employees, shut down operations for appropriate periods, sought concessions from union employees, and placed freezes on wages, salaries, and other benefits on nonunion employees. These approaches have been made to improve current shortfalls in our cash positions - to tide us over, as it were - or to provide us with a chance for survival. These are short-term measures that help to bring immediate relief, but can pose significant problems (or challenges), for the longer term. For instance, what do we do when times improve? How much do things have to improve before we do anything? By seeking concessions from unions in bad times, what do we do when unions come to us in good times? It is a rather sad and critical fact that we have grown too fat during the good times and too thin during the bad. In the first case, we have failed to optimize our earnings. In the second, we have cut ourselves too far. Consequently, when good or better times have arrived, we have had to bulk up our requirements to meet production commitments. In mining, for example, when times become tough, we tend to reduce our development plans so that when times improve we have to really "sock it to 'em," so that we can maintain productive capacities. We should plan ahead a little more to reduce the amplitude of our cyclical wavelength, so that in good times profits are optimized and in bad time we are better able to take the strain. Of course, forecasting cycles is not a refined art, but if we properly control our work force levels and costs at all times, and therefore optimize our productivity, we would be more able to withstand the problems we face today. Unfortunately, it appears that it takes bad times to bring us to a realistic appraisal of our way of managing our businesses. Labor Practices Not all of the problems now faced are due to low metal prices. Inflation has played a major role in bringing costs to a frightening level. Trade unions alone can not be blamed for high inflation levels over the past several years, popular though that notion is. Contract negotiations, after all, require two parties. Indeed, our current levels of labor cost are due to two factors: • We have felt obliged to keep our employees whole, relative to the cost of living. • We have felt obliged to maintain our competitive position relative to our peers, in order to maintain our ability to attract and retain a skilled, efficient work force. In the first case, our felt obligation has been applied without due recognition of the factor of performance, either in individuals or groups. Average, even mediocre performers, have been amply rewarded for their average work and mediocrity, while the good performers, no doubt receiving more for their good work and effort, have not perhaps appreciated the slight premium for their effectiveness. The rather predictable result of this practice has been that the average and mediocre stay that way (why change?), while some (certainly not all) of the good performers have said "It's not worth it," and slipped into the warm, cosy pool of the average and mediocre. In the second case, that of maintaining competitiveness with other companies' employees, we have compounded an already serious problem of lack of skilled tradesmen by paying higher and higher prices for the existing pool to maintain comparability without improving the flow of more skilled people through sound and sufficient training programs. We have the rather dubious pleasure of paying more and more for the same problems. Compensation is either mutually agreed, as with unions, or it is unilaterally applied, as with nonunion employees. Generally, there is more flexibility available to the employer when dealing with nonunionized groups than there is with unionized groups. Sometimes that flexibility has not been used well, most often be-

Jan 11, 1983

By M. A. Schimmelpfennig, A. D. S. Gillies

M.J. McPherson Having worked on the thermodynamics of air/liquid-water mixtures passing through the surface fans of deep mines, I find this paper of great interest and congratulate the authors on producing it. There are two matters, however, deserving discussion. First, the authors have described the classical theory of fog formation with fogging occurring at "supersaturation." In fact, the process of fog formation begins well below 100% humidity. The more strongly hygroscopic nuclei in the atmosphere will attract water molecules and begin to grow at a relative humidity perhaps as low as 70%. The process is a dynamic one with both condensation and evaporation taking place throughout the mixture on microscopic liquid surfaces. As saturation is approached, the rate of condensation accelerates rapidly producing the familiar reduction in visibility. Hygroscopic nuclei are present in all natural atmospheres and under the appropriate conditions of pressure and temperature, will produce clean fogs. However, if the air is polluted by particulates from combustion or other processes then the resultant coagulation with growing liquid particles may produce dense (and sometimes photochemical) smogs. It is this process that is likely to occur in underground mines when moist air is cooled below dew point. Second, the authors have summarized very well the individual measures that might alleviate the problem. In particular, I agree that neither heating nor refrigerating the air, by themselves, provides a satisfactory solution. However, there is a combination of these that provides a neat and effective control of fog formation. This involves a small, self-contained refrigeration unit within a duct but without the usual external heat rejection facility. The air is cooled below dew point and, hence, dehumidified on passing over the cold evaporator coils. The heat from the condenser is rejected back into the air downstream from the water eliminator, as shown in Fig. 1. The duct configuration can be designed to create good mixing at the outlet. I have used a climatic simulation program to illustrate the effect, assuming a 500-m (1,640 ft) long airway of cross section 60 m2 (645 sq ft), an airflow of 9 m3/s (318 cu ft per sec), inlet conditions of 19/19.25°C (66/67°F) wet bulb/dry bulb temperatures, a virgin rock temperature of 17°C (63°F) and typical rock thermal properties for a hard-rock mine. I have also assumed that 10% of the rock surface is wet. Figure 2 shows the variation in temperatures along the airway if no measures are taken. The relative humidity remains close to 100% and condensation will occur throughout the length of the airway. Before any such installation is designed, the exercise must, of course, be repeated for each location with accurate data. However, this example demonstrates the potential of the system. The idea is not new - the principle is sometimes used in air-conditioning plants for buildings. Figure 3 shows the effect of removing 30 kw of heat by evaporator coils sited 40 m (131 ft) along the airway and rejecting that heat (plus another 10 kw of compressor and fan power) into the air at 60 m (197 ft). Condensate water is produced, at a rate of 0.45 L/min (0.12 gpm). The result of this sequential cooling/dehumidification/heating process is to separate the wet and dry bulb temperatures along the length of the airway. The relative humidity increases from 80% at the duct outlet to 92% at 500 m (1,640 ft). The airway is maintained free from fog.

Jan 11, 1983

By M. Lonoff

G. Campbell The paper by M. Lonoff looks at the importance of byproduct prices on copper production. The paper develops several interesting points on this topic, but there are some points in the theoretical discussion that could use further development. A couple of these theoretical topics will be considered here using the paper's framework of assumptions without concern about how realistic the assumptions are for the copper industry. Lonoff's theoretical model is based on a static, homogenous world where all copper/byproduct deposits are identical, and these deposits are the main source of these metals. Due to the importance of the byproducts to the production decision, the term coproducts will be substituted for the term byproducts to reflect more accurately this condition. The conclusion is drawn that a rise in coproduct prices necessitates a decrease in copper prices because copper production is increased as a consequence of increased coproduct production. The observation that real world behavior does not always follow this pattern is dismissed as "speculation." However, it can be easily shown that within this simple framework market forces might create the observed behavior. The key question to be answered is what causes coproduct prices to rise. Three possible cases will be used as illustrations. The first case is the one implicity assumed by Lonoff. Here, the demand for coproducts increases at all prices (an outward parallel shift of the demand curve) with the demand for copper remaining constant. As reported in the paper, the results are higher coproduct prices, an increase in coproduct production, and lower copper prices due to the resulting increase in copper production. The second case is when the supply of coproducts are constrained-leading to higher market prices. Copper production, as required by the simple model, is also reduced which Reply by M. Lonoff Campbell's comments give me an opportunity to clarify a few points in "Copper and Its Byproducts." That paper examined the affect of byproducts on the copper market and considered the relative riskiness of multi-metal deposits from an investment standpoint. That brief note made no attempt to be exhaustive. Nevertheless, Campbell's comments miss the point of the paper and necessitate a response. My "theoretical model" was static and I freely conceded after introducing the assumption of identical deposits that "none of the assumptions hold." These simplifying assumptions allowed me to bound the possible effects of higher byproduct prices on the copper price by assuming identical deposits and computing average price effects. I took great pains to subsequently explain that since deposits are not identical the identity of the marginal deposit might change due to byproduct price changes. In this case, average price affects will overstate the affect of byproducts on copper prices. According to Campbell, I dismiss as speculation any "real world behavior that does not always follow this pattern" (of metals prices moving in opposite directions). In the byproducts paper I noted that gold, copper, and silver price movements often parallel each other on an intra-day or day-to-day basis. Such movements are largely due to market anticipation of or reaction to changes in interest rates that affect carrying costs of metals stocks. Other movements may be due to anticipated changes in available supply or physical requirements. I loosely grouped these effects as speculative. To distinguish this statement from the main thrust of the paper, I contined "In the long run if gold and silver prices remain high the equilibrium copper price will be lower." The paper set out long run equilibrium conditions rather than attempting to explain price movements on a daily basis or on a year-to-year basis.

Jan 11, 1983

By Kenneth L. Clifford

We have heard a lot during the recession about the mining industry now competing in a world market for sales of such commodities as copper, lead, zinc, molybdenum, iron ore, and phosphate. If the US mining industry is to survive, do we not have to reduce direct operating costs to a minimum? How significant is labor cost compared to consumables, electricity, fuel, maintenance, materials, and transportation? Ore grade is ultimately the dominant factor; but can we offset its dominance by improving productivity? Is the US mining industry perhaps only 25-30% as productive as it might be? What prevents the industry from being more productive? Can we retrofit older plants to be more productive or does it take a new plant with the largest equipment available for each unit operation? Present Productivity A copper industry study a few years ago covering 13 US copper concentrators ranging from about 10-45 kt/d (11,000-50,000 stpd) showed that productivity did not vary with capacity above 18 kt/d (20,000 stpd). Operating productivity varied significantly, however, from about 180-635 t/d (200-700 stpd) per operating hourly worker in most units, but one operation had 900 kt/d (1,000 stpd). Concentrators with more than 545 t/d (600 stpd) per hourly worker were in the 23 kt/d (25,000 stpd) or more category. Maintenance productivity covered about the same range, but most concentrators were in the 270¬635 t/d (300-700 stpd) per hourly maintenance worker. Again, one company stood well above others by exceeding 1 kt/d (1,100 stpd). Total hourly productivity ranged from 125-280 t/d (140-310 stpd) per hourly worker for most concentrators. The company with the most productive operation, however, was above 455 t/d (500 stpd). Salaried worker productivity for most operations was in the 725 t/d to 1.2 kt/d (800-1,300 stpd) per salaried worker range. The best operation was 2.2 kt/d (2,400 stpd). The end result is, of course, tons per day per total personnel. Most operations fell in the 110-220 t/d (120-240 stpd) range with the best operation at 400 t/d (440 stpd). This is the productivity definition that is most directly related to unit costs. Many of these operations have made some productivity progress

Jan 11, 1983

By William J. Douglas

Defining Productivity Productivity is a principal concern to all organizations - industrial, commercial, government, and academic. As a ratio of output to input, productivity measures the efficiency of an industrial process, much as thermodynamic efficiency measures the useful work obtained from the available energy consumed. However, there is one important difference. Whereas thermodynamic efficiency is a dimensionless a ratio of energies, productivity output and input are usually measured in different physical units. Nevertheless, the resulting ratio is a normalized expression for unit of output per unit of input to the process. In the early days of coal, mining was essentially a hand loading operation. There was little expenditure of alternative forms of energy within the process. Loading required expenditures of human energy on the order of 1.2 MJ/t (1,000 Btu per st). And if we accept the conventional value "you load 16 tons," the output to input ratio is 14.5 t (16 st) per manshift. In energy terms, it is on the order of 116 MJ/t (100,000 Btu per st) produced per labor Btu expended. However, the latter measure of efficiency was not meaningful in economic terms, while the 14.5 t (16 st) per manshift was significant. Since labor was the principal component of cost, it represented a direct relationship to the cost of production: [ ] Furthermore, when workers were paid directly on the basis of tons produced, the labor cost per ton was specified directly by this rate. With the introduction of mechanized loading, significant increases in productivity occurred, when measured on the basis of tons per manshift. Electric power consumed about 11.6-116 MJ/t (10,000-100,000 Btu per st). This makes the 29-GJ/t (25 million Btu per st) coal output/input ratio between 100 and 1,000. That is one or two orders of magnitude lower than hand loading. However, electric energy was quite inexpensive compared to labor, which made the mechanization economically efficient. The accepted productivity measure continued to be tons per manshift. This measure includes some of the effects of mechanization: namely, the additional manpower needed to maintain the machines and support the equipment that uses electrical energy. However, it does not consider the capital and operating costs that relate to mechanized equipment. As a result, the concept of tons per machine-shift has emerged as an accepted measure of shift productivity. The only appropriate measure that encorporates the productivity of men and machines is an economic one. The output is the tonnage per shift and the impact is the cost per shift. [ ] This is simply the inverse of the cost per ton. In addition, much flexibility is available in allo¬cating costs to the three categories. This adds a level of intangibility to the measure. The amount of information needed to obtain all of the required costs is appreciable compared to the simple matter of counting tons and workers. Furthermore, financial information relating to production costs is closely held by mining companies, so historical statistics on economic productivity are not publicly available. To extend the concept further, consider the value of the tonnage produced, to obtain a dimensionless ($/$) measure of economic productivity.

Jan 11, 1983

By Erick F. Weiland, John W. Lindemann

Introduction Minerals exploration is one step in the mining industry's task of providing raw materials to basic industries. The industry's provision of raw materials involves identifying and evaluating resources, converting them to reserves, and intelligent, economic exploitation of these reserves. The mineral process focuses on identification and evaluation. Reserves are ore bodies and ore bodies are, by definition, wasting assets. Therefore, if an adequate provision of raw materials to basic industry is to continue, these wasting assets (ore bodies) must be replaced with new or different reserves as current reserves are depleted. Minerals exploration is a geologic problem and is fundamentally deductive, flowing from the general to the specific. Past exploration methods and philosophy have amply supplied the resources to meet the demands of an industrial society. During the past decade, however, the framework where mineral resources were identified, defined, and evaluated has changed. Mineral explorationists no longer can rely solely on the successful past methods to provide the necessary resources for our complex society. Productive explorationists must effectively and efficiently use tools and procedures that will maximize exploration efforts. Past tools need not be abandoned, but should be critically reviewed and revised in light of current scientific knowledge and technical advances. Future explorationists will view their craft not as a single discipline, but as a thoughtful integration of geophysics, geochemistry, and geostatistics for solving interrelated problems. This integration of the geosciences will lead to successful mineral exploration. Not only will the productive explorationist generate new information, he will master the use of existing data for identifying and evaluating a mineral resource. The mineral exploration process consists of incentives, ideas, finance, area, staff, time, and luck. The exploration process that stems from the interaction of these elements has three stages, each bound by a major decision point. They are selection, reconnaissance, and definition. Subsequent evaluation and exploitation phases are considered more the function of mining engineers than the exploration geologist. Mineral exploration endeavors that have been productive have three attributes fundamental to success: commitment, competence, and persistence. Commitment Commitment is believing that exploring for mineral resources is worth performing. While the mining industry is the focus of this commitment, government and society must also be committed to the concept of mineral reserve identification through exploration activity. Government demonstrates its commitment by providing access to land for exploration and, if it is successful, exploitation can take place. Realistic legislation relating to taxation, land use, reclamation, and environmental constraints is indicative of government commitment to intelligent resource use. The public must come to terms with mineral resource evaluation and extraction. Without some form of commitment from the public, availability of mineral resources vital to basic industry will be largely in the control of a foreign and potentially unstable mining industry. Commitment to a mineral resource identification-evaluation-extraction system must be shared equally by government, society, and the minerals industry. The scope and direction of this commitment varies, with the industry's commitment to explore for mineral resources being the most apparent. Industry commitment is the belief at all levels of exploration (from senior corporate executives to individual field and support staff) that exploration is worth performing, that exploration goals can be met, and that their particular organization is the best and the only group that can successfully accomplish the project. Commitment can be considered at three

Jan 11, 1983

By W. E. Coughlin, R. L. Faverty, F. H. Lightner

Introduction The intent of this paper is to present the general strategy and method of implementation to achieve a "fast-track" mine development. The major objectives of a "fast-track" or rapid development schedule are to minimize front-end development expenditures and to realize an early cash flow from operations. The Borealis project of Houston International Minerals Corp. (HIMCO) is used as the working example to illustrate the development schedule. Borealis is a 2.3 kt/d (2,500 stpd) gold-silver heap leach operation near Hawthorne, NV, Pre-Feasibility Planning Proper early planning and identification of priority items were necessary to expedite project progress. On April 1, 1978, HIMCO leased the rights to the Borealis prospect and initiated exploration activities almost immediately. Since Borealis was showing excellent potential for mine development, an effort to clear the way environmentally was initiated during the summer of 1979. With the Borealis properties located within the Toiyabe National Forest, the US Forest Service (USFS) was recognized as the "lead" or respon¬sible agency for addressing the environmental issues. Early scoping of the environmental issues by both HIMCO and the USFS allowed HIMCO to take the initiative and address two potentially critical issues-archaeological and biological. Third party consultants, agreed upon by HIMCO and the USFS, were contracted to conduct archaeological and biological surveys. Desert Research Institute of Reno, NV, provided archaeological services, and JFL & Associates of Boulder, CO, provided biological services. These efforts began in the fall of 1979 and continued through the summer of 1980. Conservative Design Criteria By adoption of conservation design criteria, flowsheets and processing data required for detail engineering were firmly established with a minimum of impact on schedule. On Oct. 21, 1980, HIMCO formally initiated a feasibility study to evaluate the Borealis project. Four organizations were contracted for particular scopes of work: • John T. Boyd Co.: Ore reserve estimation, preliminary mine plan, and mine capital and operating cost estimation. • Bechtel Civil and Minerals: Conceptual engineering, processing capital and operating cost estimation. • Hazen Research Inc.: Metallurgical testing. • Sierra Pacific Power: Cost estimation for power supply. Metallurgical testing and conceptual engineering of both heap and agitation leach flowsheets were investigated concurrently. Numerous economic evaluations were conducted for both heap and agitation leaching at varying production capacities. The results indicated a heap leaching flowsheet treating 454 kt/y (500,000 stpy) yielded the best economics and was compatible with the "fast-track" development goal. Conservative design criteria was established to provide operating flexibility and ensure plant productivities. A summary of major design criteria is presented in Table 1. HIMCO assembled the results of the studies of the various consultants along with internally generated studies to produce the feasibility document. The decision to supply 100% equity by HIMCO rather than arrange project financing help to expedite the project. Cooperation Between HIMCO and Regulatory Agencies With cooperation and mutual trust established between HIMCO and regulatory agencies, the time required for environmental permitting was streamlined as much as practical. To expedite the required construction permits, HIMCO proposed to the USFS that HIMCO fund the total cost of an Environmental Assessment Report (EAR) and that issues be addressed at the technical level of an Environmental Impact Statement (EIS). The previous studies on the critical issues of archaeology and biology provided HIMCO with the information to satisfy the proposed approach. Houston International Minerals and the USFS agreed to have Environmental Research and Technology (ERT) of Fort Collins, CO, prepare a draft EAR for the USFS.

Jan 11, 1983

By Leons Kovisars

Introduction Labor is the major cost element for most mining operations. Labor costs are continually increasing, both in nominal and constant terms. This is true in developed as well as less developed countries. There are two ways to control unit labor costs - labor costs per ton of ore mined. Replace labor with capital (increased mechanization) or improve productivity (reduce the labor force). Every miner is aware of specific inefficiencies at his or her particular operation. But the miner has no comparative measurement standards. So it is difficult to know whether these inefficiencies are major or minor. The miner may also be unaware of large-scale inefficiencies because ongoing labor practices may have caused management complacency. Met Research studied mining labor productivity. The firm collected pilot data by sending direct-mail questionnaires to 320 nonferrous mining operations around the world. The response rate was 27%, of which 78 operations provided full data on production and employment.

Jan 11, 1983

By Bradley Johnson

Introduction Since its creation in 1910, the Bureau of Mines has conducted a wide-ranging program of research on mining technology. Over the years, the Bureau has perhaps become best known for its accomplishments in mine health and safety technology, a field that has been the object of much public attention. Nevertheless, the Bureau's program in other areas of mining technology has always been strong and remains so today. A distinguishing feature of the current effort is its tendency to concentrate on high-risk, high-gain projects. Throughout the federal research establishment, the Administration's policy has been to phase out short-term research that could be performed by private industry, in favor of long-terms projects that industry cannot usually afford to fund. This tendency is evident in the following account of the highlights of the Bureau's current mining technology research program. Underground Mining Technology Fragmentation. Research studies on fragmentation have focused on nonexplosive concepts. If successfully developed, these concepts would lend themselves to continuous automated operation and reduce time and costs of fragmentation in underground mines. A special laboratory-scale device to investigate ripper cutting was designed and fabricated in 1982. Experiments were conducted with large drag cutters to develop an efficient cutting technique for hard rock. Tests were successfully conducted with 76- and 152-mm (3¬and 6-in.) bits in rocks up to 138-MPa (20,000-psi) compressive strength. Because of the success of these initial tests, larger-scale proof-of-concept tests are planned. To prepare for these tests, a tester capable of cutting a 1.8-m (6-ft) opening was fabricated. This device will allow ripper cutting to be carried out at full scale, and will also allow mucking and holddown requirements to be investigated. Preliminary estimates indicate that this concept has the potential to double excavation rates while reducing costs up to 30%. Mobile Hydraulic Monitor. A mobile hydraulic monitor system was designed, fabricated, and used to mine the St. Peter sandstone at an average rate of 22 t/h (25 stph) from a face in Martin-Marietta's foundry sand mine at Clayton, IA. A slurry transport system worked in tandem with jet cutting, resulting in a continuous mining and transport system. Problems with spray from the jet hitting the sandstone showed that a remote-controlled mobile monitor was needed at a station 15 m (50 ft) from the face, so the operator would have a clear view of the face and be safely out of the backwash. Crushers. Research on crushing systems to improve efficiency in underground mines is continuing. Final testing of a low-profile, portable crusher for underground applications has begun. A system for handling oversize feed to the crusher was conceived and tested. Underground crushing systems, portable enough to be kept near the face, offer considerable improvement in materials handling because main haulage by conveyor is often less costly. Hoists. Research to increase hoisting efficiency and speed and to reduce energy requirements has led to experimental ore skips. The skips feature guide rollers to improve riding characteristics, bearing improvement at critical locations, and weight savings of about 1.8 t (2 st). An experimental aluminum skip was installed last year at Kerr McGee's Church Rock mine. Performance is being monitored under production conditions. A portable service hoist for low-cost, efficient movement of men and supplies in raises between mine levels was designed, fabricated, and tested on the surface. The hoist has maximum equipment payload of 570 kg (1,250 lb) at

Jan 11, 1983

The US Bureau of Mines' dictionary of mining terms defines productivity as "the efficiency with which economic resources (men, material, and machines) are employed to produce goods and services." Or, the relationship between the physical outputs and the physical inputs used to produce those outputs. As demand for mine materials dropped, mining companies and equipment manufacturers discovered that ratios between the inputs and the final products were disproportionate to the profits realized. Some companies are fighting for survival. The US, while still the most productive country in the world in absolute terms, is looking over its shoulder as other industrialized nations continue to exceed its yearly productive growth rate. According to John Belcher, Jr., of the American Productivity Center in Houston, TX, the US has seen a steady decrease in productivity growth since the mid-1960s. During the post World War II period, the US labor productivity growth rate was 3.2% annually. The slowdown began in 1965 and by the mid-1970s, the country's annual growth rate was 1%. By 1978, labor productivity growth ceased to gain at all and from 1978 to 1980 a 2% decline occurred. Solutions to the productivity decrease are increasing product prices or improving productivity. By increasing prices, though, the producer runs the risk of pricing himself out of the competitive market. To maintain an acceptable profit level, prices must increase proportionately higher than required to offset production cost increases, Belcher says. Many companies are turning to in-house productivity improvement programs as an answer to increased costs and declining profits. These programs are geared toward management commitment and employee awareness of what productivity means. Companies are finding ways of measuring productivity levels in financial reporting, budgeting, and planning. Organizational teams have been formed to coordinate activities and oversee product management, and improve productivity of materials and capital investments. This special issue of Mining Engineering examines productivity in the mining industry. First, there are articles about various, and different, factors that affect productivity in each of ME's five main readership areas - exploration, mining, processing, coal, and industrial minerals. There is also a look at mining industry productivity from the manufacturer's view. The next section of this special issue is devoted to some topics that affect all areas and sectors of mining: research, management practices, computers, maintenance, and energy management. Then follows case studies in exploration, coal, and iron and steel. These studies provide examples of practices and strategies used by companies and operations to boost productivity.

Jan 11, 1983