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"Quiet, please!" is the newest directive being thrust at industry by guardians of the environment-with good reason. In countless cases, industrial noise is literally deafening its listeners, and sooner or later the volume must be turned down. Noise control is already mandatory for many companies under a Federal regulation that went on the books when the Walsh-Healey Act was revised last May 20. The new rules impose specific noise limits on any plants supplying the Government with goods under a contract valued at more than $10,000.

Jan 1, 1970

By G. W. Josephson

JUDGING by the progressive atmosphere prevailing in the nonmetallic mineral industries during the past year, postwar conditions were healthful though inflationary. Demand for most industrial mineral products has been exceptionally high and many new production records were attained. Severe shortages of some commodities existed, especially building materials and fertilizers. Production costs and prices increased and profitable operation was general. Under these conditions expansion programs were the order of the day. Ample funds were available to finance the purchase of good equipment; and, as wages and other operating costs were increasing, primary emphasis was placed on attaining maximum efficiency in new installations. These efforts were hampered by shortages and slow delivery of desirable equipment, so compromises in design were often necessary. However, on the whole, production practice improved.

Jan 1, 1948

By M. Saghaeian, R. Hejazi, M. Farahani, M. Dehghani, A. Tohry

"Wet tailing dams of iron ore processing plants typically contain a significant amount of valuable minerals. In more recent years, due to the increase in iron’s prices and technological innovations, as well as the low energy consumption which required for processing of materials from tailings, dams can consider as potential valuable deposits. However, the production of iron concentrate from tailings is usually complicated where the high moisture content of the material, the high clay content and the presence of chemicals of processing such as flocculants, acids and flotation reagents, all make materials highly sticky which can be easily swollen. In the present paper, the optimization of operational parameters to recover ultrafine hematite iron ore from the wet tailings dams of the Chador-malu iron ore mine was investigated. The optimization of operational parameters, showed that with modification of the washing unit components for slurry making, the challenge of constraints from feeding the plant could be overcome. To decrease the magnetite content in the tail stream of the medium intensity magnetic separation (MIMS) and subsequently increase the efficiency, the orifice of the cleaner tail flow exit pipe was changed from 7 inches to 3 inch and yoke angle changed from 14 to 8 degrees. These changes increased mass yield by 3% and decreased the magnetite content in the final tailings to 1.2%. By recirculating the cleaner SLons of final tailings within the circuit, the solid percentage of the feed to rougher SLons decreased to around 15%, and as a result the matrices were not overloaded that easily, and mass yield increased to about 13% from 7%. All the above mentioned optimizations were achieved without significantly affecting the concentrate Fe grade."

Jan 1, 2018

T. T. READ, Secretary of the Committee on Industrial Organization, presents the following very interesting monthly ad interim report: Reports from London are to the effect that 750 housing schemes for workers, involving the erection of 128,000 new dwellings, have been submitted to the Local Government Board. Birmingham alone needs 14,000 new houses, and the Housing and Town Planning Committee of the City Council considers that 5000 new houses must be built each year for the next 20 years. Nine hundred acres of land has been acquired, on which to build 10 to 12 houses per acre for the next two years. The town of Dudley, which built 300 modern dwellings in 1915-1916, submitted schemes for another 500 houses. There is a shortage of building materials required, specially brick. Financial assistance has been received for reopening brick yards that were closed during the war. W. E. Dickson, vice president of the Midvale Steel & Ordnance Co., is reported in the daily press as stating that his corporation is planning to spend $8,000,000 in improving its plant and assisting its employees in building their own homes. The company will advance 90 per cent. of the cost of the house and extend payments over a period of 12 years. Methods of work employed in building 256 houses at Quincy, Mass., for the workers of the Fore River shipyards are described, by Joseph Meltzer, in the Engineering News Record for May 29, 1919. The approximate cost was about $3500 per house, not including water supply, sewers, streets, and sidewalks. "Comparative Costs of Tenantry and Home-Owning;" "A Plain Talk on Helping Home-builders;" and "More Plain Talk on Home Building" are the titles of three publications of the Information and Education Service of the Department of Labor. These publications should be' of a good deal of service in convincing employees that it is to their interest to own their homes rather than to live in rented houses. The same Service has issued pamphlets discussing the cost of materials.

Jan 7, 1919

By Thomas Niehoff, Yin Qing, Wei Zhongling, Liu Yongguo, Zhang Deliang, Tang Le

The gold ore of Shandong Gold Mining (Xinhui) was a refractory ore, which contained multi metallic sulfides (ZnS and PbS etc.) and carbonaceous. The gold ore concentrate came into leaching process and thickener and zinc replacement to recover gold. In order to improve gold recovery, the GOLDOX™ hydrometallurgy process was studied in Shandong Gold (Xinhui) by bench scale and 6 month plant scale test supported by Linde Gas. It was shown that the process promoted the leaching kinetics and improved gold recovery. The residue grade reduced 0.22 g/t in average after oxygen was applied. This indicates an operating profit increase 850,000 yuan/a in the plant. It was setting a good example for similar gold mine plant and would promote the oxygen application in Chinese gold mining industry.

Jan 1, 2015

By W. G. Davenport

Chapter 10 showed that any given smelting task, e.g. production of 65% Cu matte, 1500 K, from CuFeS2, can be done with many different combinations of: blast%02 hydrocarbon fuel blast temperature. This chapter repeats the Chapter 10 calculations but reports the results in terms of the mass industrial oxygen mass hydrocarbon fuel blast preheat energy combinations that will produce 65% Cu matte, 1500 K, from CuFeS2 concentrate. It also determines the energy inputs equivalent to these combinations.

Jan 1, 2001

By Rogério C. Guimarães, Antonio E. C. Peres

Arafertil's oxidized ore presents barite grades that oscillate between 5 and 12%. The barite separation plays a major role in the production of apatite concentrates for the manufacturing of phosphate fertilizers. The selectivity, via flotation, in the system barite-apatite is inherently difficult due to the similarity of the physical/chemical characteristics of these minerals. The evaluation of the relevant aspects of this separation was performed based on the determinations of the electrical surface charge of barite and apatite, the abstraction isotherms of cetyl-stearyl sodium sulfate and fatty acids soaps for barite and apatite, microflotation in a modified Hallimond tube, and flotation tests in a batch column. The results showed that the adsorption of cetyl- stearyl sodium sulfate occurs preferentially onto barite, in comparison with apatite. On the other hand, the rice bran oil soap presents similar adsorption levels onto both barite and apatite. The cetyl-stearyl sodium sulfate was selective as a barite collector in the presence of apatite, a fact that was not observed in the case of rice bran oil soap.

Jan 1, 1999

By Hongbo Zhao, Jun Wang, Wenqing Qin, Guanzhou Qiu, Xueduan Liu

Bio-hydrometallurgy technology was applied for the extraction of copper from the raw ores of Chambishi Mine in Zambia. A copper extraction of 93.29% was obtained for small scale column bioleaching within 63 days, while a copper extraction of 89.05% was achieved for large scale column bioleaching in 90 days, thus confirming the amenability of the raw ores for effective extraction via bioleaching. The bacteria were cultured in a 6-stage enlarge cultivation. The bacterial cultures with cell concentration of more than 1×108 cells/mL were added into a spray pond of sulfuric acid to be applied in the dump leaching, and a copper extraction of about 50% was achieved within 2 months. The production report revealed that the copper extraction increased by approximate 20%, and the acid consumption was reduced to around 35% as a consequence of adding the bacteria. The industrial demonstration of the bio-hydrometallurgy technique is now well established in Zambia, and further applications of bio-hydrometallurgy in both Zambia and Congo are currently in progress.

Jan 1, 2015

By E. Gock

Based on the scientific investigations on mechanochemical synthesis of metal sulphides from metals or metal compounds and sulphur or sulphur compounds, the article describes the industrial production of nanoscale metal sulphides. Special operational conditions such as inert atmosphere, size and type of the grinding balls, grinding time and specific energy input are taken into consideration. A system configuration for the manufacturing of sulphides at a capacity of 100 kg/h is presented.

Jan 1, 2014

By Klas G. Hultbom

Mercury is present as trace contaminant in many raw materials for metallurgical plants. When such materials are treated with pyrometallurgical processes the mercury is volatilised. Mercury has a high vapour pressure, even at low temperatures, and therefore it is removed only partly by normal gas cleaning processes. The Boliden Norzink scrubbing process removes elemental mercury by converting it to calomel. It is widely used in the base metals industry. This paper gives examples of the application, and also outlines the background for the development of the process. Another technology developed by Boliden for mercury removal is the Selenium filter. This is a fixed bed filter based on the reaction between elemental gaseous mercury and selenium, by which mercury selenide, HgSe, is formed. The mercury selenide is a highly stable compound with extremely low solubility in water and very low vapour pressure. Mercury is removed selectively without any side reactions. Special applications for the selenium filter technology include mercury removal from gases containing sulphur dioxide and geothermal off-gases.

Jan 1, 2003

The age of specialization has made man increasingly dependent on a larger number of different metals and minerals. Overexploitation during World War II and lavish squandering of irreplaceable mineral wealth in the past has resulted in the rapidly approaching exhaustion of some of the major domestic ore sources. History clearly points out that the United States cannot continue to be a world power on an "import to survive" policy. A constructive program of development and appraisal of the nation's mineral wealth, including the planned conservation of her resources, must be adopted. Strictly speaking, conservation of minerals must mean the orderly exploitation of our resources and the prevention of waste in use, with due regard for the future. Real concern for the future may not extend beyond a few generations. Eventually science and invention should take care of the problems arising from shortages of some minerals, and the national defense aspects of domestic deficiencies can be provided for by stock piling and other measures. Early conservationists had this viewpoint; but with a rapidly developing industry and population, a farsighted policy that would deny full realization of immediate ambitions became unpopular. Consequently, the politically minded conservationist broadened the concept to include "prudent use of resources" and brought under the conservation umbrella

Jan 1, 1950

By Riggin P. R.

"IntroductionIndustrial Relations combines two very important relationships - employee relations and union relations.Employee relations always come into play when people are hired to perform tasks. Because mineral processing plants cannot be operated successfully without people, at least not yet, if they ever will be, employee relations must exist in an operatingplant.If the employees choose to be represented by a union, then a relationship with the union as an institution also comes into play. It is very important to note that unionization does not mean that the employee relationship is replaced by a relationship with the union. The latter is superimposed on the former, but it does not replace it. Similarities and overlaps in the two relationships will be present, some of which are of fundamental importance. Nevertheless, they are two different relationships and the reader should bear this in mind when reviewing those parts of this chapter which discuss unionization, collective bargaining, collective agreements, and work stoppages.These two important relationships, which we have chosen to combine and call industrial relations, have crucial roles to play in the social system which interrelates people performing the necessary tasks involved in the operation and maintenance of a plant. The technological organization - equipment, process layout and so forth - and this social system are interdependent and complementary. This chapter attempts to show that the potential level of effectiveness of both the technological organization and the social system depends on the recognition and nurturing of this nexus between them.Occupational health and safety and training are subjects for another chapter. But, both of these have been critical and longstanding employee relations topics . They are destined to take on added importance in the future. As issues in collective bargaining, they are also attracting increasing attention in all union relations. It is hoped that the reader will not isolate from industrial relations those topics which are being dealt with in another chapter. They are very much a part of it and we cannot refrain from making some reference to them."

Jan 1, 1989

By Edmund J. Flynn

My subject Is Industrial Relations. Thus, I may appear as an intruder at this annual meeting of the Society of Mining Engineers. But I am no more an intruder here than is Industrial Relations in the day-to-day functioning of an engineer either in a staff or a line job. Engineers deal with people, as well as with blueprints, organizational charts, production data, etc. Where you have people, you have emotions, gripes, wants - real or imagined. Or you may just need some people or, at the other end of the pole, you may want to free yourself of people. But whether it is the wants or the needs, the pleasant or the unpleasant aspects of dealing with people, an Industrial Relations Department within an organization is there to help with these human relationships. This is the point for a definition of terns. Reference has just been made to "dealing with people? and to "human relations." This is, precisely the area in which Industrial Relations operates in the western Mining Divisions of Kennecott. In other organizations, what we refer to as Industrial Relations, may be called personnel relations, personnel administration, employee relations, or labor management relations. In our opinion the term Industrial Relations is best descriptive of the activity because it embraces the broad field of human behavior, reactions and satisfactions growing out of an individual?s entire employment relationship including his hiring, his lifetime on the job, and his termination. This is an individual?s industrial life. However, despite the use of the word "industrial", we are ever conscious that Industrial Relations is limited to human relations. Operational activities and decisions relating to the mining, milling, smelting and refining processes are for the line organization. The Industrial Relations interest in these line organizations activities and decisions relates only to the impact they nay have on employees - on people generally within the organization.

Jan 1, 1959

By J. N. Houser

THE industrial relations between the Tennessee Copper Co. and its employees have developed a number of interesting things and have been most, profitable to the employees and to the company. It is noteworthy that considerable has been done without a formal organization of any kind built up through the efforts of the company. From time to time there have been discussions regarding the advisability of a formal organization and the decision has always been in favor of the present method. In the year 1919, the company was dealing with its employees through union committees and, after an understanding was reached, satisfactory results began to be obtained, but as time went on the committees did not function and it came to a question of how to reach the men. For the past two years, about once a month, but at no stated time, there has been a meeting with a committee of employees consisting of 40 or 50 men out of 700. This committee is secured by notify-ing the locals. In addition, the Service Department notifies a number of men not represented in the union, so as to have a large representative committee. The meetings are on company time and the men are rotated, so that in time every employee attends , at least one meeting. All department heads and a number of foremen also are present. The operating plans and policy of the company are set out at the meetings and the market outlook for products is discussed. Explana-tions are also given of anything that has come up since the last meeting which affects the employees, and an effort is made to inform them of what will probably happen in the next month or two. Once a week there is a meeting of department heads with the manager, for discussion of all operations as a whole and such depart-mental details as seem advisable. When the depression started, it was necessary to curtail operations and the reasons were carefully explained; before the men were laid off, the employees as a whole were advised of the coming layoffs through these meetings. They were also advised generally who would be retained and given an opportunity to express their agreement or their. disapproval. In fact, an effort was and is being made to keep the employees advised in advance of matters affecting them and to give them full opportunity to express themselves.

Jan 12, 1922

By Oscar A. Glaeser

INDUSTRIAL relations in the United States Smelting Refining and Mining Company's Western operations covers the field of personnel and labor relations, and the principal aims are to render service to the employes of the Company and to its operating departments. Accident prevention Safety is a primary function. A safety engineer is employed at each operation. The wholehearted support of Company officials, staff, and the working force has been most successful in preventing accidents. Constant vigilance has been combined with a policy of building safety into all operating activities whether these are in the construction of a new facility, the developmnt of a mining system, or the direction of the working force. That this policy has produced results is attested to by the fact that the accident frequency rate at the Company's major mining operations in Utah has been reduced approximately 75 per cent in the ten-year period ending Dec. 31. 1946.

Jan 1, 1948

To explain in any depth the industrial relations of Broken Hill I believe that it is necessary to trace some of the many happenings that created the present industrial climate. While appreciating that our relations with the local industry are relatively good, it must be pointed out that to preserve and improve this present situation a duty is owed to everyone connected with the industry (workers, share- holders, etc.) by management and unions to see that just and reasonable agreements are found for any disputes. If the companies ever take the local position for granted it would soon die, killed by someone who may get some short term benefit, but who would lose something of incalculable worth in the long run. Similar- ly if the unions were to adopt some of the "wild cat" methods adopted in other parts of

Jan 1, 1975

As world demand for various minerals increases the mining industry in its endeavour to satisfy this demand will, eventually,look to the extraction of orebodies which previously may have been uneconomical to mine. These orebodies may be of two types. Firstly, new low grade orebodies and secondly, remnant sections of previously mined orebodies. Some of the factors relative to remnant mining operations are discussed and the potent- ial of remnant mining in providing an important contribution to future world metal production is considered.

Jan 1, 1975

By Tyler MA

If the record of maj or proj ects in Australia is taken into account, it is apparent, the proper planning of an industrial relations strategy for many such projects has been ill considered by project developers. The recognition of the need to develop a plan from the initial feasibility study has been forced on those promoting new projects by the publicity given to the Australian industrial relations record. The delays in delivery caused by factors supposedly out of the project's control are often given for non-performance of contract and used as an excuse for limiting further development. Many of the problems experienced in project development can be overcome with sound industrial relations planning. The promises given in the euphoria of the early stages of a project relating to price and delivery often become a burden for the future because the complexities of the Australian Industrial Relations Systems are not understood or considered. The recognition by senior executives of their responsibilities in this area will contribute greatly to a new era of project development.

Jan 1, 1983

By Selwyn G. Blaylock

There is no more important problem today than industrial relationship, and probably none that is receiving more thought. But in these days of Epie and Utopia, one has to be rather careful in speaking on this subject. Consequently, for fear that my plea for taking the working man into the family might be misconstrued, by some, as a step towards communism or socialism, I would like to say at the outset that I believe that, so long as we have human individualism, human ambitions, human hopes and fears, straight socialism is as far off as the Millennium. The same applies to communism, which only differs from socialism in that the communist realizes that his ideals can only be attained by massacring millions and destroying all that we hold sacred. Each still looks to Russia for inspiration and guidance, totally disregarding the Soviet swing-back to individual contract work and differential wage scales. They seem to be oblivious of the tyranny and repression in the present Russian system, and get very restless when reminded of it. In spite of the fact that the standard of living in civilized countries has improved tremendously and is still improving, we find that, every seven or eight years, production in many lines has outstripped consumption, and we have had panics or depressions of greater or less magnitude, accompanied by extensive unemployment. It is evident to every thinking person that there must be no little inefficiency in the control of industry. For four long years, governments and industrialists have striven to find the key to solve the present problem. Many countries are getting back to a position approaching normal-Canada probably more so than most. None, however, can feel assured that they have actually cured the situation. All kinds of schemes have been developed; tariff barriers have sprung up over-night where none existed before; currencies have been inflated to gain added security in the home markets and to try to gain advantage in export trade; and each country watches the movements of the others with fear and mistrust. I am not prepared to formulate a full solution of our troubles, but I hope to be able to demonstrate the feasibility and wisdom of the type of industrial relationship I advocate, and also that it may be a large, and possibly an essential, step towards the solution of our difficulties.

Jan 1, 1935

By Clarence Hicks

THE labor policy, of the Standard Oil Co. (New Jersey) is founded. first of all on paying at least the prevailing scale of wages in the community; on, the eight-hour day, with time and one-half for overtime; one day's rest in seven; sanitary and up-to-date working conditions; just treatment assured each employee; payment of accident benefits beyond the amount prescribed by the State compensation law; health supervision by a competent medical staff; payment of sickness benefits after one year's service; cooperation with employee in promoting thrift and better social and housing conditions; and assurance for a generous annuity at the age of 65, guaranteed for life after 20 years of service. Most of these features have been a part of the company's policy for many years, but it is only during the past two years that the cooperation of employees in determining these matters has been definitely assured through industrial representation. Industrial representation, in the Standard Oil Co., is a principle rather than a procedure. It is built upon the belief that personal association of those interested in any problem leads to a mutual understanding and a fair decision as to what is right. Fully believing in this, principle, representatives of employees and representatives of management evolved a simple plan, the basis of which is that it gives every individual employee representation at joint conferences on problems and fundamental principles affecting all those interested in the industry. It is based on cooperation, not antagonism; its operation makes perfectly clear both to management and to employees that their interests are identical, that mutual understanding and cooperation insure progress and success for all. Furthermore, experience has definitely shown that representatives of the employees are not only alert for the employees' interests but are as keen as the representatives of the management in determining and insisting upon fairness to the employer.

Jan 3, 1920