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By A. Roy MacLean

"In the Maritimes, there are twelve coal areas. From east to west, these include the Sydney coal field, the St. Rose - Chimney Corner, Inverness, Mabou, Port Hood, Pictou, Colchester - Debert, Springhill, Joggins - Chignecto, Beersville, Lake Stream, and Minto. The first eight are in Nova Scotia while the remaining four are in New Brunswick.In all these areas, the coal was formed during the Carboniferous period, which existed some 300 million years ago. However, within this period not all coal formation took place during the same time. There were three main intervals, which occurred at the time that the Riversdale, Cumberland and Pictou groups were laid down (Hacquebard, 1970). The oldest coals are those of the Riversdale Group. These coals were of rather limited extent, and only a few mineable seams are present, particularly at St. Rose -Chimney Corner and Port Hood. From these two areas only 2 M tons have been extracted, and 'measured' resources of 7 and 9 M tons respectively remain. The Cumberland Group coals are confined to Cumberland County and include the coals of Springhill and Joggins River Herbert -Chignecto. Some 43 M tons have been removed and only 7 M tons of 'measured' coal remain, with an addit10nal 39 M tons of 'inferred' resources. However, there are additional resources at Springhill, which will be discussed in more detail in a later section. The coals of the Pictou Group are the youngest and the most abundant, both in actual number of seams and in regional distnbution. These coals were formed during the Westphalian C and D, a time during which the main coal deposition in Europe also took place. Here belong the coals of the Sydney, Inverness, Mabou, Pictou, Debert, Beersville, Lake Stream and Minto fields. Their total production amounted to 469 M tons or 91 % of the Maritime total of 514 M tons. The remaining resources of all Pictou Group coals have been calculated at 254 M tons of 'measured' coal and 949 M tons of 'inferred' coal. As can readily be seen, the bulk of both past production and remaining resources occur in the Sydney coal field. The Sydney figures represent 73% of total production, and 87% of total 'demonstrated' resources in the Maritime Provinces. Next to Sydney, the Pictou coal field has been the greatest producer, with 59 M tons; it also has the second largest 'measured' resources, amounting to 25 M tons. However in terms of 'inferred' coal resources, the Mabou coal field, ~ith 140 M tons, ranks second to Sydney."

Jan 1, 1985

By G. D. West, J. D. Purdue

"Marked Ball Wear Testing (MBWT) employs identified grinding balls which are placed in an operating mill for a period of time, retrieved from the mill, and then measured to determine the amount of wear experienced. This is an excellent method to evaluate the relative differences in the wear rates of various grinding ball materials and/ or manufacturing process variables simultaneously and under actual production milling conditions. This paper outlines the methods of ball identification, testing and evaluation procedures and discusses the strengths, weaknesses, and proper application of marked Ball Wear Test results. INTRODUCTIONThe consumption of grinding media in the mineral processing industry represents a substantial cost to the comminution process. Grinding media is most often found to be the second highest consumable cost next to energy. To determine the selection of the most cost effective media, one must determine the specific wear mechanisms present in a given grinding application and decide which media system addresses these mechanisms most economically.A MBWT has definite advantages over other methods used to evaluate the relative consumption rates of grinding media. It allows the comparative testing of a large number of different ball types under identical operating conditions in a very short period of time. In addition, production wear rates can be accurately predicted directly from MBWT results. Typical MBWT test periods are in the order of 350 to 700 operating hours for high wear rate application and upwards of 2000 or 3000 hours for low wear rate applications. These times are much less than the 5000 or more hours required to purge a mill of the incumbent ball charge (to convert it to the test ball) and then provide even a minimal test period in which to conduct a full production test, for just one type of ball. Under production test conditions the evaluation of competitive product or the development of improved grinding balls is necessarily slow."

Jan 1, 1991

By Felix Lehnen, Peter Kukla, Mirjam Rahn

"Significant uncertainty is associated with predicting future trends in deep-sea mining projects, especially when attempting to assess markets for associated products such as ships and collectors. In order to help European Original Equipment Manufacturers (OEMs) to appraise the future market share of deep-sea mining equipment, a methodology was developed that allows to assess and predict equipment turnover. This study presents a market analysis, which evaluates the scale of the potential market for deep-sea mining equipment for seafloor manganese nodules (SMnN) and seafloor massive sulfides (SMS) based on six key drivers: (i) the worldwide deposit potential of SMnN and SMS deposits, (ii) the profitability of deep-sea mining projects, (iii) the metal market of seven associated metals (Cu, Zn, Au, Ag, Co, Ni, Mn), (iv) the current legal and environmental situation in the Area, (v) investment and maintenance costs, and (vi) a competitor analysis.Figures for the different key drivers are based on public reports and expert interviews. Large uncertainties as well as contrasting views and expectations resulted in different options (scenarios) for the future development of the deep-sea mining market. Several scenarios were developed and based on the future number of “mining projects” in the short-term (2022-2041) and the long-term (2042-2061). The number of such mining projects has been calculated based on the combined analysis of the different key drivers.In the scope of this study, the definition of a “mining project” is a deep-sea mining operation for SMnN or SMS lasting for 20 years. This operation includes the purchase of a set of deep-sea mining equipment consisting of a mining support vessel, a vertical transport system and the seafloor mining equipment, in line with other work within the EU FP7 project “Blue Mining” (GA No. 604500)."

Jan 1, 2017

By L. Flett, S. Woods, C. Deredin

"Following a significant reduction in world Imperial Smelting Furnace (ISF) capacity from 2003 to 2008, a major optimization initiative was successfully carried out on the lead upgrading and bulk (zinclead) flotation circuits in the Brunswick Concentrator.This paper describes the process improvements that have taken place in order to reduce the quantity of bulk concentrate:•,Increase in lead upgrading rougher flotation circuit capacity•,Installation of a closed-circuit bulk regrind utilizing MillPebs and 150 mm Cavex hydrocyclones•,Installation of two additional cleaner flotation stages on the bulk circuit•,Optimization of the manipulated variables in the lead upgrading and bulk circuitsINTRODUCTIONThe Brunswick Mine (Xstrata Zinc Canada) is located near Bathurst, New Brunswick and is one of the world’s largest lead/zinc mines. Milling of ore commenced in 1964 from the No. 12 orebody, with an expansion in 1966 to accommodate ore from the No. 6 open pit mine. The planned closure of the mine will take place at the end of the first quarter in 2013. The ore is a complex massive sulphide, consisting of approximately 20% valuable minerals, 60% pyrite and 20% silicates.A simplified flowsheet for the concentrator is given in Figure 1. The overall flowsheet involves SAG milling, secondary ball milling, selective flotation, and dewatering by thickening, filtering and drying. The complexity of the flowsheet evolves from the requirements for fine grinding and the production of four concentrates: zinc (sphalerite), lead (galena), copper (chalcopyrite) and bulk (sphalerite plus galena).Primary hydrocyclone overflow feeds the copper-lead aerator-roughers for flotation at pH 9.0 with soda ash. Plant xanthate (80-20 sodium isopropyl and potassium amyl) and AP407 are used as collectors in the copper-lead circuit. The rougher concentrate is directed to the copper-lead regrind circuit and the tailings are fed to the secondary grinding circuit. The secondary hydrocyclone overflow from the secondary grinding circuit feeds the copper-lead rougher-scavenger banks. Rougher concentrates are reground to a P80 of 28 µm prior to three stages of copper-lead cleaning. The first stage of cleaning is done in an open circuit with the tail reporting to the cleaner scavenger. The cleaner scavenger concentrate reports to the regrind circuit and the cleaner scavenger tail combines with the rougher/scavenger tail to feed the zinc circuit. The second and third stages of cleaning are performed in closed circuit with the cleaner tail being recycled to the copper-lead regrind circuit. The average final concentrate grades 23% Pb, 3% Cu and 704 g/t Ag, and is fed to the copper separation circuit."

Jan 1, 2013

By E. Van Der Lingen, A. Paton

"The South African ferrochrome industry has been faced with various challenges during the past few years, such as influences from the market, manpower strikes, China’s control over the demand for both ferrochrome and chrome ore from South Africa, and electricity supply constraints, placing increased pressure on the local industry to improve output in order to remain globally competitive. The year 2016 brought a dramatic change in the local ferrochrome industry, being marked by higher chrome ore prices and the takeover of some idle smelters.This study investigates the methods of technology acquisition used in various parts of the ferrochrome smelter value chain throughout a business cycle, and whether there is a preference for a specific acquisition in an explicit part of the value chain. The study also considers whether companies prefer to partner with local or global institutions for collaborative development, and the methods used by companies to protect their technologies.IntroductionSouth Africa holds the world’s largest chrome ore reserves and was the world’s largest producer of ferrochrome until 2012, when China became the leading ferrochromeproducing country. South Africa’s chrome ore (chromite) supply into the Chinese market has risen significantly from 36% of China’s total chrome ore imports in 2010 to more than 70% in 2016 (Fowkes, 2014; Creamer, 2017). China controls the demand for both ferrochrome and chrome ore from South Africa (Fowkes, 2014). China’s high import rate of chrome ore has resulted in ferrochrome prices being driven down and a depressed ferrochrome market. The South African industry meets the chrome ore demands but loses out on ferrochrome beneficiation.Furthermore, the local ferrochrome industry has been threatened with the overall poor competitiveness over the past few years, resulting in four of the eight producers ceasing operations at the beginning of 2016. Challenges experienced by the producers, some of which are directly linked to production costs, include influences from the market, productivity that was affected by wildcat strikes, China’s control over the demand for both ferrochrome and chrome ore, and electricity supply issues (Fowkes, 2014, 2013; Biermann, Cromarty, and Dawson, 2012). Ferrochrome production is energy-intensive and South African producers have faced higher electricity costs, electricity supply complications, and a weaker currency exchange rate since 2009."

Oct 1, 2018

By M. P. Juszli

During the 1980's, a revolution has been taking place in industrial minerals marketing. Transportation deregulation and a handful of creative marketing and distribution managers have completely changed the rules for marketing many industrial minerals. Minerals are being trans-ported much farther than in prior decades and at much less cost. Bulk and package terminals are becoming increasingly common as a means to take advantage of freight rate savings and to provide enhanced service to far-away customers. Water and rail transportation are being used increasingly to penetrate markets considered unreachable Just a few years ago.

Jan 1, 1989

By G. H. K. Pearse

Long range transport of pollutants, particularly of sulphur dioxide and the associated acidic precipitation, has received much attention in the press and in international discussion during the last few years. Studies revealing increasing acidity of lakes and the dying out of fish populations over broad regions of the eastern half of North America have created alarm. In this paper, I will not attempt a description of the acid rain phenomenon. For this r recommend the balanced treatment of the subject by Gene Likens et al (1979) in Scientific Americana For my purposes I accept that the problem is serious and direct my attention to exploring a solution. Ultimately, the key lies in the answer to the question; "What do we do with the enormous tonnages of pollution abatement byproducts, chiefly sulphur compounds, that would arise from pollution control?"' Little thought has been given to this most limiting factor to environmental clean-up. This is symptomatic of a basic flaw in the [philosphy] that under-ins environmental policy. Although this paper is to propose a solution to the abatement byproduct problem, the basic flaw - the firmly entrenched, universally adopted, 'polluter pays [philosphy] as it is currently [understood] - needs some comment.

Jan 1, 1981

By J. M. Toye

The Canadian nuclear fuel business relates primarily to supplying fuel for Candu reactors. The product development, manufacturing and marketing activities of our nuclear fuel industry will therefore be determined by the rate of growth of the Candu nuclear reactor business. The nature of this relationship between the Canadian nuclear fuel industry and the Canadian Heavy Water Reactor program will be considered, with particular reference to the factors influencing future economic growth.

Jan 1, 1969

By S. Eugene Mills

Twenty-five years ago, when I began my sales life marketing minerals, there was little or no contact between sales people and production people. In those days, it was not uncommon for me, as a salesman, to learn of production problems existing in my company from my customers. Today, in my opinion, any successful mining company must keep production people fully aware of circumstances that effect service to the users of the product. Basically, feldspar is presently consumed by the glass and pottery industries the same as 100 years ago. The consuming public little realizes the origin of so many things they use daily and take for granted. Feldspar is utilized in the glass that contains our Coca-Cola, Pepsi, wines, liqueurs, beer and the assorted gob¬lets from which we drink these lovely brews, the industrial glass upon which all industry depends, the bathroom plumbing fixtures that make life so different from the days of the out-house, the beautiful and durable china we enjoy at mealtime. The electricity we use requires insulators that demand feldspar. In our home ap¬pliances, automobiles, toys and airplanes, we find feldspar. I could go on and on, hopefully soliciting your help in making our taxpaying and non-taxpaying fellow man aware of the burdens he may acquire when unthinking, over-enthusiastic environmentalists foist unnecessary hardships upon the mining industry. Feldspar is marketed primarily sized from 20 mesh to 325 mesh. The glass industry requires feldspar ground 20 mesh to 40 mesh size; the pottery industry requires material from 150 mesh to 325 mesh size. One large glass plant may require up to 100 tons per day and more, whereas a small plant may use less than 5 tons per year. A large pottery plant may require as much as 50 tons per day, a small potter only 500 lbs. per year. The feldspar

Jan 1, 1977

By J. S. Vanderploeg

I WILL begin this presentation by citing the annual per capita use of copper in Canada. This is best calculated by taking refinery domestic sales, plus imports of the products of foreign fabricating mills (very little refinery copper is imported), and deducting the exports of Canadian mills. No attempt has been made to estimate the copper content of imports or exports of machinery, motors, etc., but the trade balance here is probably against Canada. In any event, we find that, though varying somewhat since the war, the estimated yearly per capita figure has reached a high of 18 pounds. This is practically on a par with the United States. The rest of the world uses an average of about 2 pounds per capita, yearly, though this includes some countries, such as Sweden, Germany and England, which consume much better than average quantities. It looks, therefore, as if the Canadian copper industry has not (as has been generally charged) been asleep after all.

Jan 1, 1962

'Nothing happens until something is sold' This statement is not original - it is a necessary orientation for marketing industrial minerals. The most important single philosophy of marketing is that it recognises the consumer as the starting point. Production orientation is concerned with producing products that the customer might buy. Market orientation is concerned with finding the needs of the customer and how they can be satisfied. The difference between the two approaches can be recognised in company structures but the most tangible difference is in the approach by a company to selling and development. In other words, it is the market that decides what can be done with a mineral. The markets requirements dictate what mineral, what grade and what price will be paid. Therefore it follows that when pricing a product we should avoid taking the basic cost and arriving at a final selling price through a series of standard markups (unless government insists on it). We should start with the price the market can stand and work backwards to find out whether you have a profitable product or one that will fail because it is too dear. Naturally a thorough understanding of production costs is necessary particularly when marginal markets are concerned.

Jan 1, 1978

By Jacque Trottier, Marcel Vallée, Gratien Gélinas

"Mineral exploration in Canada traditionally has gone from boom to bust in cyclical pat-terns following market and discovery cycles, but other endemic factors related to exploration financing and performance have contributed to the amplitude and recurrence of these fluctuations. In view of these problems, junior exploration is reviewed here in a marketing perspective, looking at the 4 Ps: Product, Price, Placement and Promotion.In the 1980s, MEDA incentives gave the shares of junior and mining companies significant price and promotion advantages, and contributed to excessive exploration funding. Many were thus led to minimize the basic values needed for continued investor interest: appropriate levels of product quality, sustained share value and customer satisfaction. Basic changes are needed to improve the marketing of junior mineral exploration in the future, with or without improved fiscal incentives. To be successful, the required improvements must come from the technical participants, but the financial partners also need to be involved.Exploration in Canada must be marketed with vigour, both in Canada and internationally. Exploration, mine development and mine production are essential to our economy. They are environmentally acceptable and they are welcome in Quebec and in most Canadian provinces and territories. Canadian exploration and mining are entrepreneurial industries that must take better advantage of their strengths and achievements and remove the shortcomings that hinder them: nobody can do it for them!"

Jan 1, 1996

By W. D. BRENNAN

AS a rule the thoughts of engineers are more often directed toward the mechanical and physical conditions of mining practice than they are toward the disposition and the marketing of the product. This, I think, has been true of the coal industry to the present time not only among the engineering force but also generally true of operators. There has been a tendency to place the sales department in a rather secondary position; for a great many years there was a greater demand for coal than the supply would meet, so it was only necessary to increase production: either by expansion of operating mines, or opening new mines of greater capacity. While the production of coal is still a highly important phase of the industry, its enormous development throughout the country, the great advance in fuel, efficiency and economy, and the discovery of new reserves of competitive fuels have combined to create a buyers' market and force the present-day attention upon merchandising in modern ways. A buyers' market has a natural tendency to develop the keenest competition, frequently unscrupulous and nearly always profit-wrecking. Under such conditions bad practices are bound to grow and to extend until the industry is wrecked, or until wiser heads get together to reduce or eliminate unfair methods of competition. This is not so recent a condition as one might believe.

Jan 1, 1931

By James J. Fallon

Last summer Larry Miller of Roberts & Schaefer told me that his AIME committee would like me to present some thoughts on the marketing of industrial mineral fillers and pigments to this illustrious group in Las Vegas. Shortly after, Brian Coupe of "Industrial Minerals" (the magazine) notified me that I would be presenting a paper to the Fourth International Industrial Minerals Congress in Atlanta this June. It seems to me now it might have been more appropriate to reverse the papers. Las Vegas, a town based on risk, might want to hear what we have to say in Atlanta. The subject for June is "Risk Philosophies of U. S. Industrial Minerals Companies". However, upon reflection, marketing of industrial minerals reflects risk philosophies to a considerable extent, so we'll cut the deck and deal on the subject of marketing.

Jan 1, 1980

By Albert H. Fay

The gypsum industry makes significant contribution to the wealth of our nation. This non-metallic mineral ranks in the highest order with America's most precious resources. Evidence of this is borne out by the fact that gypsum is a vitally necessary element in the building, industrial and agricultural industries. In 1967, the United States consumed 14 million tons of this valuable ore. Of .this amount 69% was required by the building industry for the manufacture of building materials. An additional 21% was directed to the industrial market, for the manufacture of Portland Cement and for other industrial uses. The remaining 10% was used for agricultural purposes.

Jan 1, 1969

By O. M. Johnson

Barite and bentonite are the two principal components of drilling fluid systems used in the petroleum industry for oil and gas well drilling with rotary-type rigs. Approximately 87 percent of the world's annual production of barite is used in drilling applications. Of the worldwide production of bentonite, an estimated 30 percent is used. The drilling fluid, or drilling mud, to which barite and bentonite are added, performs five distinct functions: Lubrication-The liquid phase of the drilling mud lubricates the drill bit, preventing premature failure of the cutting edges and bearings. it also helps to soften the formation being drilled. Cuttings Removal-A mud system must be able to carry rock cuttings broken loose by the bit up to the surface where they can be removed by mechanical or chemical methods. The fluid's ability to perform this function depends upon maintaining a proper balance between the rate of circulation of the fluid and the colloidal properties required to entrain the cuttings in the mud to prevent their settling to the bottom of the hole. Hole Stability-The pressure exerted by the mud against the wall of the bore hole prevents the collapse of the uncased portions of the hole. Downhole Information-The fluid characteristics of the mud should be such that good cuttings samples, cores and electric logs may be obtained to help evaluate a well's productive zones and potential. Control Oil, Gas and Water Flows-It is essential that a drilling fluid offset any pressure from naturally occurring formation fluids in order to prevent a potentially wasteful and dangerous blowout.

Jan 1, 1980

By L. Xinguang

Shandong MinMetals Corporation, a state-owned import and export organization located in the city of Qingdao, Shandong Province, China, was opened in 1954, with the mission of marketing metal products and industrial raw material in oversea areas for hard currency to support the modernization project of the country as well as the province. The management officers are appointed by the provincial government, and report to the Foreign Trade Department of Shandong Province. Meanwhile, the company also receives guidance from MinMetals head office in Beijing, the capital city of China. The head office does not own and control any provincial MinMetals organizations, but merely coordinate business among provinces.

Jan 1, 1990

By A. M. Whiting

Competition for coal producers and their primary customers has constantly increased during recent years. The effects of the Clean Air Act Amendments of 1990 on the electric utility industry, coupled with the normal complexities of coal production, quality control, transportation and contracting techniques have spurred both buyers and sellers to increase their level of sophistication. This paper will review the basic aspects of the U.S. coal business and explore the commercial approaches which have proven to be most successful.

Jan 1, 1994

By H. T. Fargey

This paper considers the social, economic and political factors and their influence on future production and marketing of Western Canadian minerals. Among the subjects discussed are inflation, taxation, anti-combines legislation, unstable international currency relationships, economic nationalism and protectionism, the European Common Market and environmentalism.

Jan 1, 1973

By J. E. Castle

The essential foundation upon which to build an effective marketing program in industrial minerals is the ability to produce competitively mineral products meeting precise customer specifications and to ship them promptly and on schedule. Without this prerequisite, all the other factors in a second marketing program-creative sales management, energetic solicitation, advertising, technical service, new products, etc.are without meaning. The primary image to be created in the mind of customers is that of the reliable and prompt supplier of mineral products at competitive prices and of standard, uniform quality. With this favorable image implanted, it becomes possible to integrate the other essential factors into a strong marketing program; and without this image, little can be accomplished. After having .made provision for the basic product ion position outlined, there are then two fundamental considerations in the design of a successful marketing program for industrial minerals. The first of these is that the number of potential customers for the typical industrial mineral product is, relatively small, and indeed compared to the number of customers for consumer products, the number is actually minute. The second consideration is that the customers for industrial minerals are manufacturers and producers rather than consumers. These two factors lead to a necessity that the marketing program be specifically and uniquely tailored to fit the individual mineral product to be sold and to conform to an existing pattern of distribution.

Jan 1, 1962