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DR. BANOWSKY: Thank you very much. That was the shortest introduction that I have had lately, and I didn't have time to get my coat on. But I appreciated it, and I'm delighted to be here with an industry with which 1 feel strong affinity. At the University of Oklahoma we have an energy history. We are a little more currently involved in oil and gas, and those of you who know the history of our state would be aware we have an early coal development back really before the turn of the century in the southeast part of our state what we call Little Dixie. How many of you have spent anytime in Oklahoma or are from the state of Oklahoma? I'm not going to ask how many are from OSU or the University of Colorado. We did send you a football coach here from Oklahoma, and 1 see you have exchanged him. Several of you were only interested in the lobby in asking about our football team this year. 1 would like to go somewhere where we can talk about something besides football. I'm just trying to build a University that our football team can be proud of. We're going to be strong again. 1 can assure you. We've got the best football team money can buy. It's not quite as bad as the college president who called the coach in and said, "Coach we're in trouble, you're losing games and the alumni is very unhappy." "What can we do?" the president asked. The coach said, "Well the football team is flunking the admissions test. We can't get them in with the standard achievement and SAT tests." The president said, "What can we do?" The coach said, "Well the coaching staff has substituted for the American College Test the simple fill in the blank questionnaire." The president said, "Let's use it. We have got to get the team in." The first question was, Old MacDonald had a (-). And a couple of the big tackles were taking it and one of them said, "Hey, what did Old MacDonald have?" His friend said, "Stupid, Old MacDonald had a farm." "Well how do you spell farm?" He said, "Stupid, e i e i 0." Now the gentleman who met me at the registration line from Lakewood, Colorado, was asking me about one of our great big tackles; and he is doing well. We call him Doctor Death; he is also a wrestler and that gentleman said, "1 don't know how bright he is." 1 said, "He is bright enough for our academic tutoring that he is going to get through all right." So I'm delighted to see you and be here with my very dear friend, Carl Terzian. Carl and 1 were in Los Angeles together for 10 or 12 years when I was president of Pepperdine University. He and I are exactly the same age. Born in 1935 and 1 a month or two later in 1936. Fewer children were born in that period than in any other period of time in this century. For those of you who remember anything about that period, you will know why no one was having babies during that period. But Carl called and said, "Bill do you know where Vail, Colorado is?" Well when you live in Oklahoma, you learn where Colorado is in a hurry. 1 not only know this beautiful area, but have made too much of an investment here at a place called Beaver Creek. The real estate is cheap over there. 1 play regularly in the Gerald Ford Invitational Golf Tournament here. Hope you will visit Beaver Creek. It's just 10- 12 miles to the west. The sight of the 1976 winter olympics until the people of Colorado voted them out. And now Vail Associates and I are good Oklahoma families. Bass family, Harry Bass of course, many of you know this story, who is chairman of the Board of Vail Associates, is making quite an investment in that year-round resort area. Beautiful golf course now. You can come out and afford the green's fee and beautiful, beauti-

Jan 1, 1982

By John J. Laffin

"IN THE BOOK that has been rated the best seller of all time, it is predicted that man will earn his livelihood by the sweat of his brow. Apparently man has accepted the statement as a challenge and has been attempting to refute it ever since, as he continues to transfer the workload to his inanimate servants - the many types of machines and other labour-saving devices that are available to assist or perform for him in the normal tasks of the day. The history of the evolution of the use of energy takes us back to primitive man, who existed in a very low energy environment, the only energy available being his own muscle power. Although man took a great leap forward when he discovered fire, which was used for lighting, heating and cooking, he still depended upon his own muscles for power. Early man's greatest achievement was probably the invention of the wheel, which permitted him to utilize the muscle power of animals. While still in a very primitive state when viewed from the perspective of the twentieth century, man, with fire and the wheel, had achieved a standard of life far exceeding that of his predecessors. Looking beyond the very basic elements of human energy, fire and the muscle power of animals, we find the next additions of energy coming from man's mastery of other elements of nature. The Phoenicians utilized the power of the wind and the Romans adapted the energy of falling water to the water wheel."

Jan 1, 1972

By W. L. Single

"LET ME FIRST OF ALL thank you for sending this invitation to me to participate in this Annual Meeting of The Mining Society of Nova Scotia. As an engineer, although I don't get an opportunity to practice very much engineering these days, I am, of course, always pleased to be able to meet with my fellow engineers to exchange views, but I must admit that today I feel a little bit out of place in the midst of all the experts that are here today. Let me make one thing clear - I'm a generalist! Your program states that I am to make a keynote address. I have always thought that a keynote speech is one that says something that has not been said before - announces some new program or policy, or says something startling. I am sure you will understand when I tell you that keynote addresses are made by politicians and that civil servants speaking publicly are usually expected to give an account of what is, or what is likely, to happen as a result of policies that have been announced in keynote speeches by politicians. I am reminded of a statement by a distinguished parliamentarian who said, ""However exalted a civil servant may be, he is not above the elected officials."" So today I will confine myself to giving you an overview with particular emphasis on the development side of oil and gas. The theme of ""Oil and Gas"" is a topical one these days. I suppose it's because of all the copy that is being generated by the media on the U.S. energy crisis, the Mid-East situation, the fact that most of the world's proven oil reserves are in Arab hands and, of course, the accelerated exploration activity that is taking place in the North Sea, in the Arctic, and off the coast of Newfoundland and Nova Scotia."

Jan 1, 1973

By Lewis Dr. Wade

It is really an honor and pleasure to be here at the 231d International Conference on Ground Control in Mining. My name is Lew Wade. Until recently I served as the Associate Director of Mining for NIOSH. That's a position that I recently moved out of and that position is now filled by Dr. Jeffery Kohler. I now serve as the Sr. Science Advisor to the NIOSH Director. The topic of my talk today will be coal mine ground control, a look back at the last 30 years, and then a brief look forward. I will start by talking about coal mine ground control statistics and with just a brief look, those statistics clearly show that you people are making a difference and there have been tremendous improvements. I'll then look at reasons for those improvements and those will include people working together (this conference being a prefect example of that), as well as technology development. In the area of technology development, I will give you my top-ten list of technology developments in the area of coal mine ground control. Then I'll end with a look towards the future and point to some possible future developments. Then, I will be so bold as to issue some challenges to the participants of this conference. Again, if you take the broad look back at underground coal mine roof falls and ground fatalities, you see this tremendous improvement that we have all come to appreciate. We have all been a part of improving the safety conditions for our underground miners and the number of fatalities is orders of magnitude less than what it was at the turn of the previous century. We have every reason to be pleased and proud of what we have been able to accomplish. Now, the question is why. What are the reasons for those improvements? Just look around this room. You see evidence of what I think are one of the principle reasons: miners, mine operators, government workers and researchers, equipment suppliers, people in research and academia working together. Coming together and sharing at a Conference like this over the last 23 years.

Jan 1, 2005

By JAMES SCULLY

For the last 4 years political leaders have found a new subject on which they can safely generalize wihout creating opposition. That subject is commodity prices. Since the four-fold increase in OPEC crude oil prices, public attention has focussed as never before on the subject of commodity prices. To advocate stabilizing commodity prices is akin to supporting motherhood or peace or better schooling. Everyone gives lip service to the concept that stable commodity prices are desirable. It is easier to state the principle than to achieve it. Prices that are stable in terms of one currency may be clearly unstable in terms of a different currency. This has become a troublesome matter since 1971, when the world's leading trading currencies were set free to float in relation to each other. To illustrate: consider copper prices in the interval between the end of 1974 and the end of 1977. During those 3 years, the copper price in pounds sterling on the London Metal Exchange rose by 25 per cent. During that period, however, in terms of the USA dollar equivalent, the price was unchanged. And during that period, in terms of the German mark equivalent the price shrank by 13 per cent while the Japanese yen equivalent fell by 20 per cent. Thus a price that appears stable in dollars, rose in terms of pounds sterling and fell in terms of marks and yen. Had this result been achieved as a consequence of an international effort to stabilize prices, an American would have said the effort was successful. An Englishman would have said it had failed to prevent a price rise. And a German or a Japanese consumer would have been happy to have covered his copper needs at a lower cost in terms of his own currency.

Jan 1, 1978

By W. H. C. SIMMONDS

The mining, metallurgical, and petroleum industries can be viewed as financial or as social institutions or both. The differences between these two conceptions of their businesses will influence their environmental 'and social actions. During the next 10-20 years western industry will be subject to a drop in the growth of a more highly educated labour force and to the emergence of holistic economics, new national goals, and a new ecological perspective. The profitability of the mining industry may therefore be influenced by the human side of its business to a greater degree. The increasing human, social, and environmental responsibilities can be discharged by improving the miner's equipment; by learning to look at situations through the eyes of all those involved; by developing common 'languages' which governments and the public can understand; and by mediating where feasible on the international scene.

Jan 1, 1978

By F. F. ESPIE

Giving the keynote address in the final session of a conference dealing with closely related topics has a disadvantage in that much of what can be said has been said. It also has an advantage, however, because it presents the speaker with the opportunity to integrate and analyse the material presented by the various speakers. I would like to look to the near future in Australia and the United States of America, to the risks, problem areas, and changes of a rapidly evolving post-industrial era-an era we are beginning to experience where industry no longer 'calls the tune'. We miners have been quick to point out and emphasize, that ours is a 'high-risk' industry in the world of business and commerce. Yet, clearly those who have survived, and been successful, have learned to anticipate and cope with risk and change. This ability has been a 'distinguishing feature of the industry's leaders who, in market studies and commodity selection, exploration and development, mine planning, metallurgical pro- cessing, and general administration and operation 1. identify areas-of risk or inevitable change, 2. analyse, test and quantify those factors of risk or change, and 3. design methods, systems, equipment to eliminate, moderate, or control or economically compensate for predicted risks or changes.

Jan 1, 1978

By R. L. Lawson

I?ve been asked to appraise the global role of coal and mining, and the best place I can think of to begin is with the World watch Institute, which purports to monitor all things global. Last fall the institute?s magazine, entitled World Watch, in a cover story called for a worldwide campaign to outlaw the use of coal before this century?s end. To my mind the article began the campaign. However, the institute had to admit that no such ban will be possible unless there is special help and heavy intervention?that is, novel policies and punitive taxes. I?ll quote directly from the magazine to underscore the point: ?without them the market will continue to deceive us into thinking coal is cheap, abundant and irreplaceable?.

Jan 1, 2001

By CHARLES COURT

I must tell you at the outset that I come to this conference deeply disturbed at the 'role of Government in international dealings in mineral and energy resources'. I am disturbed by- the confusion that now passes for policy. I am disturbed by the short- range view of critical problems taken by a majority of Governments. I am equally disturbed by the even shorter range of view taken by a growing army of industries. Many of them clamour for Governments to solve their problems in a specific way, with little regard for any other sector but their own-and with even less regard for the fact that every time a Government takes over some of their responsibilities they surrender some of their freedom. I would not say that longer range views don't exist. But I would say that they don't prevail at the present time. Instead, we are seeing the constant development of many policies for individual problems which don't tackle the fundamental causes. We must get back to basics without delay.

Jan 1, 1978

By M. Hermanus

1. INTRODUCTION It gives me great pleasure to extend my warmest greetings to everyone attending the 30th International Conference of Safety in Mines Research Institutes. I would also like to bid a special welcome to all of the international delegates who have travelled to Johannesburg to take part in what surely be a most rewarding session of deliberations. As you come together over next four days, you will have a wonderful opportunity to exchange ideas and information on strategies and practices for the implementation of sustainable patterns of development. The objectives of this meeting are both timely and far-reaching, as countries around the globe work towards the sustainable use of the world resources. Each of you brings a high level of expertise to these deliberations. I know that you will make the most of this opportunity to address the challenges and opportunities to highlight the most innovative and technologically efficient methods of social protection in order to ensure an increase in the quality of life, health, safety and living environment for the peoples of the Africa. Our country, although endowed with an immense and diverse array of mineral deposits, is perhaps best known in the mining industry for the fact that it is the world’s biggest producer of gold. Although South African gold production has declined over the past years and the industry faces serious problems, it is a myth that the South African industry is moribund. There is a new energy coursing through the South African producers which will ensure their powerful presence for many years to come, based not only on their domestic production but also and probably increasingly on their external operations. Africa features prominently in the latter category.

Jan 1, 2003

By Giovanni Lombardi

In order to get a clear overview of the grouting works carried out, to avoid misinterpretations of the data and functions shown on the display of the grout monitoring device, it is recommended to keep the flow rate as constant as possible. Obviously, at the beginning of the process, the flow rate will increase from nil to the selected "basic" value. An important question frequently addressed is also how to reduce the flow rate in nearing the GIN limit so to finally reach the target intensity. Depending on the actual conditions, there are different manners to proceed. However, the following one appears to be the most convenient. It is represented on Figure 25. Being GIN the target intensity, two new limits at, let's say, 0.95 GIN and at 1.05 GIN as shown in the figure should be defined. The selected basic grout flow rate "q0", is kept as constant as possible all along the grouting process until the 0.95 GIN limit is reached. The flow is then reduced step wise to 2/3 q0, 1/3 q0 and zero at crossing each of the three limits. A similar rule can be used in respect to the maximum pressure, while for the maximum volume the process can be stopped at one time. Obviously the number of successive limits and thus the number of steps in reducing the pressure, as well as the width of the fringes defined in said way may be adapted to the local conditions.

Feb 10, 2003

By P D. Munro

"This is a reprise of the paper ‘Back to the Future – Why Change Doesn’t Necessarily Mean Progress’ presented to the Tenth Mill Operators’ Conference in 2009. It was observed that the ‘boom and bust’ cycles of the industry, together with trends in tertiary education and the effects of fly-in fly-out (FIFO) operations raised serious questions about the sustainability of human capital in the mineral processing sector.In 2016 we find ourselves in a ‘bust’ after enjoying a decade of the longest commodity price ‘boom’ in a century. In the ‘boom’ did we:make any technological breakthroughs?put measures in place to improve our human capital, especially in the area of ‘professional formation’?The paper makes observations on the current performance of mineral processing engineers and the organisational milieu in which they operate. It questions whether mineral processing engineers are actually ‘adding value’ at some sites given their organisational and operational practices.Some technical trends are examined and what it might mean for mineral processing engineers.Given the above and demographic trends for mineral industry professionals, changes to the seemingly current laissez-faire model of professional development are proposed.Citation:Munro, P D, 2016. Back to the Future - Still on the Dark Side, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 341–348 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By J King, T Hunter, R Coleman

"The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.The industry that supports operations and new projects is suffering a rapid decline in the currently severely curtailed capital investment environment. This is evidenced by a decline in the number of skilled teams, who are now centred in fewer locations. Other features are an aging and retiring ‘Baby Boomer’ generation, coupled with a low uptake of new graduates and the uncertainty in predicting future capital expenditure programs and requirements. Combine this with a reluctance of cash-poor operations to modernise and adapt in an environment of low metal prices, and there is a real uncertainty in how service providers will meet industry needs as they evolve.Trends amongst service providers will be put forward as well as developing options and alternatives. These embrace a whole gamut of agile alternatives in the areas of partnering, alliances, commercial and shared risk models and mutual innovations. These will be discussed with some case studies and suggested approaches.Particular emphasis will be upon brownfield expansions and upgrades which have emerged recently as a preferred lower capital and focused way to achieve best practical outcome at lowest cost. There are a number of specific features of such brownfields projects including the requirement for very close cooperation between the execution team, operators, maintenance and suppliers and a maximum usage of site resources and ingenuity. Often, required investment hurdle rates are high, downtime allowed is minimal and site resources usage is maximised. This requires mutual trust, good planning and high health, safety, environment and community (HSEC) standards and practice. In many ways the practices and skills needed are the exact opposite of the historical ‘big greenfields’ project with which the industry has been geared for more recently.Another developing area has been with innovative commercial models and practices. These have been as a direct result of the more challenging investment criteria being adopted and the relative hunger of service providers. It has become more common to look at these commercial/costing alternatives very early in the project cycle as an essential project tool and not just as a possible option. These commercial solutions cover such alternatives as leasing and rental, deferred payments, build–own–operate–transfer (BOOT) and build–own–operate (BOO), whole-of-mine preferred spares and maintenance terms, and aggressive performance targets with real assurance penalties. Once again this requires very close mutual dealings and trust, and sufficient time allocation compared to a conventional approach.Citation:Coleman, R, King, J and Hunter, T, 2016. Upgrades, Modernisations and Expansions... Where Will the Expertise, Capability and Skills Come from in the Future?, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 69–76 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By R Dunne

"Continuous improvement on metallurgical treatment plants is possible only when good data and analysis of the data are available. Good data implies appropriate and accurate mass measurement coupled with good sampling practices and accurate chemical analysis especially when carrying out monthly metallurgical metal reconciliations. Adequate characterisation of key samples (eg tailings, feed, concentrates and others) at timely intervals is an important part of a good continuous improvement program. The data from this will help identify opportunities to improve operation performance and thus profitability. Examples are provided of projects that have led to improved plant performance based on good metallurgical data collection and analysis.Citation:Dunne, R, 2016. Using Metallurgical Data to Drive Continuous Improvement, in Proceedings 13th AusIMM Mill Operators’ Conference 2016, pp 201–206 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Oct 10, 2016

By Fredrick Fränding

In mining and quarrying operations, electric motors can fail for a variety of reasons. Some failures are directly linked to demanding production requirements and contaminant-laden environments and, consequently, are difficult to prevent. A sizeable number, however, are caused by ?offline? factors that have nothing to do with production. These include inadequate or substandard motor repair practices and improper motor shipping, storage and installation. The fact that failures are at times attributable to repair- or rebuild-related errors and problems raises the stakes when selecting an electric motor repair provider. Teaming with high-quality electric motor shops can help a company reduce failures due to offline factors, improving motor reliability and cutting downtime costs. Regardless of location or annual revenues, the best motor shops have similar business cultures and share many of the same characteristics.

Jan 1, 2009

By E. De Souza

The instrumentation and monitoring of rock behaviour have played an important and necessary role in the practice of potash, rocksalt, gypsum, trona and coal mining. The art of rock instrumentation applied to soft rock and coal mining has progressively evolved over the past years and will surely continue to advance at a faster pace in the future as a result of the technological revolution we experience today. The development of sophisticated mine-wide data communications systems is being used for instrumentation and sensor automation, and laser, sonar and geophysics technology are being continuously adapted for rock monitoring purposes. In this paper, the author provides an overview of typical rock instrumentation used today and offers some views of the progressive evolution in rock mechanics instrumentation sophistication and design.

Jan 1, 1998

By Normand Champigny

The Forces of Change ? The current business environment ? What can we expect for the future on management of physical assets ? The impact of maintenance on production costs ? What is RCM is doing is improving business performance ? The beginnings of RCM The RCM II Process ? RCM II is a structured process that involves employees in determining the best failure management tactics for systems and equipment in their operating context ? The method is an effective approach to risk and cost reduction as well as failure management

May 1, 2002

By A. E. Soregaroli, H. D. Meade

"The Keystone porphyry molybdenum deposit, located in southcentral British Columbia, is hosted by intrusive rocks of the Cretaceous Mount Lytton batholith and the early Tertiary Keystone quartz diorite stock. The molybdenite mineralization is associated with rhyolite porphyry dikes flanking a large 1300 m by 2100 m breccia complex. Recognition of the potential for the buried molybdenum porphyry system was based on quartz-molybdenite vein fragments within the hydrothermal breccias.The full extent of the molybdenum mineralization is not known. The few deep drill holes along one comer of the breccia complex defines strong metal zoning of molybdenum and associated elements of F, Mn, Zn, Pb, Au, Ag, Fe and W about the molybdenum stockwork mineralization that may be useful for guiding additional exploration. The best mineralization occurred near the base of the deepest drill hole with 0.114% Mo in rhyolite porphyry near the edge of the breccia pipe at a depth of 1350 m.The exploration history of the deposit has been complex, focussing on both porphyry-style mineralization and precious metal veins and stockworks on the periphery of the porphyry system. Exploration to date has defined an attractive porphyry molybdenum system with uneconomic grades at great depth; however, there remains significant potential to define economic mineralization elsewhere in the Keystone porphyry system and adjoining occu""ences."

Jan 1, 1995

By Andrew McGrath, Geraldine Lyons, Sarah Barcelona

In the dynamic and challenging modern industry landscape, understanding and unleashing the true role and contribution of technical teams is crucial to business success. The cyclical nature of industries has led to shifts in the technical professional’s place within the organization and the technical skills that are desired most. This paper reframes the pivotal role that technical professionals play within complex operating assets to maximize value and realize full potential. This investigation focuses on the Rio Tinto Kennecott Technical group’s cultural journey, which is underpinned by an investment in its people. The conflict between legacy industry beliefs and the necessity for cultural change emerges. This is illustrated by a deep dive into the evolving case study of Kennecott’s Bingham Canyon Open Pit Mine Technical team. Here, a multi-faceted approach to cultural change is helping to unlock the team’s contribution to the life extension of an aging asset. Guided by a vision and strategic roadmap, this approach is part way through a 5-year implementation period and is yielding encouraging business outcomes.

Feb 1, 2024

By Peter N. Blakey, Thiann R. Yu, Douglas O. Tansey

A flexible, efficient, and relatively low-cost drilling and blasting operation has evolved at Texasgulf Canada, Ltd.'s Kidd Creek underground mine. Located 32 km (20 miles) north of historic Timmins, Ontario, the underground operation utilizes a sublevel open stoping method developed with large-diameter blastholes. Over the years, Kidd Creek engineers have experimented with various drill-and-blast techniques, leading to the present-day practice. Continuing work is being conducted to further mechanize the blasting operation.

Jan 6, 1976