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By P. Barnes

THE sums given in the accompanying table are those actually paid for material and labor up to about August, 1875; but, as some parts of the machinery were not wholly completed at the starting of the works in September, 1875, the statement cannot be taken as an absolutely correct note of the total cost. A complete description, with engravings of the building and machinery, was given in Engineering, April 26th, 1878, in a paper by Messrs. A. L. Holley and Lenox Smith, to which convenient reference may be made. A detailed list of the construction accounts has been given in a paper, by the present writer, in vol. vi, Transactions of the Institute. A summary is given in the table of the items in each class which enter into the total cost, and also a note of the proportion which each of these items forms of the whole. A concise view may thus be obtained of the facts embodied in the statement, as a whole, even though it cannot lay claim to completeness in showing the entire or final cost. An urgent suggestion has reached the writer from a distant country that such statements of cost to be really most serviceable should give the details in days of labor, in weight of iron, and in number of brick, and to this an assent is most cordially yielded. It is true, however, that the mere labor of copying and compiling these details to such a degree of minuteness, would be very great, and, in any event, the probable difference between the plans of an existing establishment and one projected, would be so wide as to render even so complete a statement of cost of little more real service than the approximate notes given herewith.

Jan 1, 1879

THE illustration below shows the design of the face of the clock to be erected as a memorial to the American engineers who gave their lives overseas in the World War. It will be placed in the tower of the library at Louvain, which has been rebuilt through contributions from America. Large clocks seldom have figures on their faces, and each hour on this one will be marked by a gold star, the four faces containing 48 stars, one for each State of the Union. Contributions toward the memorial have been received from every one of the States, and from Alaska and Hawaii as well, but additional subscriptions are invited by the Com-mittee which is arranging for the memorial.

Jan 3, 1928

BUSTS of James Douglas and his friend, Ben Williams, placed in front of the library at Bisbee, Ariz., were unveiled there on April 8, and the connection of the two men with the development of the. Copper Queen mine was reviewed. Judge Bisbee, the brother-in-law of Ben Wil-liams, secured an option on the Copper Queen claim, financed its development and sent Ben Williams in to build the smelter, which turned out its first copper in November, 1880. Dr. Douglas, who was then superintendent of the Chemi-cal Copper Co., at Phoenixville, Pa., had a refining plant and, looking for more metal to refine, came to Bisbee early in 1881, where he negotiated a contract to refine the Copper Queen copper.

Jan 5, 1928

The Raymond Memorial Volume, which the Members of the In-stitute have been so anxiously awaiting since the beloved man's death, is nearly ready for publication. It will contain about 45,000 words and some illustrations and a frontispiece portrait. This book promises to fill every expectation of the contributors to the volume and the host of admirers of the genius who so long guided the destiny of the Institute. It will contain one of Doctor Raymond's best stories, entitled "James and Jim;" his famous article on "Job on Mining;" and one of his poems entitled "The Grand Canyon." A biography of Doctor Raymond has been written by his daughter, who is the wife of a member of the Institute. The memorial addresses delivered by Dr. Henry F. Drinker and T. A. Rickard at the annual meeting in New York in 1919 will be included. There will also be very interesting reminiscences by H. M. Howe, A. S. Dwight, C. W. Goodale, R. W. Hunt, Lyman Abbott, J. F. hemp, T. A. Rickard. The volume has been edited by T. A. Rickard, which promises all that can be wished for the volume from a literary standpoint. The edition will he limited so that it is very desirable that orders for this volume be sent in to the Institute as promptly as possible. The price will be $5.00.

Jan 12, 1919

Improve the effectiveness of person-wearable self-contained self rescuer (PWSCSR) training by enhancing the memory retention of trainees in proper donning procedures. Background In the fall of 1989, a total of 185 miners and inspectors were trained by Bureau of Mines personnel to don the SR-100 PWSCSR using the Bureau's 3+3 method. With the exception of a few individuals, miners were trained underground in an area set up within their working sections. The instructional protocol was as follows: (1) after placing an SR-100 simulator (equipped with a cleaned and disinfected mouthpiece assembly) on the mine floor in front of the worker, a researcher guided him or her step-by-step through the complete donning procedure, (2) the miner was required to perform each step slowly, methodically, and correctly while being talked through the sequence, (3) following this pre-practice instruction, the apparatus was repacked and the subject donned the device without coaching, while being evaluated, (4) if an error was made, the worker received corrective feedback, the unit was repacked, and the entire donning trial was redone. This procedure was repeated until the miner achieved a perfect 3+3 sequence.

Jan 1, 1990

By W. J. Birch, R. Farnfield, S. Hosein, C. Johnson

Modern smart phones include accelerometers based on MEMS (Micro Electro Mechanical System) technology giving the possibility to measure both acceleration and orientation. The widespread use of such phones has driven technological development to such a degree that it is now possible to obtain a triaxial accelerometer unit, that also include signal conditioning and analogue to digital conversion, in a package smaller than 1 cm2 (1/2 sq.in) for a relatively low cost.

Feb 6, 2023

Political events during the past decade have caused businesses throughout the world to think globally. Countries once closed to free market enterprises are now open and seeking out foreign investment to help improve the well being of their populations. The mining industry has always been a global one. Today, though, the industry has become even more global. The driving forces behind this include the opening up of higher grade, lower cost mineral deposits in undeveloped and developing nations. In addition, permitting delays in the United States, coupled with stricter environmental guidelines and a general anti-mining attitude, have forced the mining industry to look outside US borders. The Mineral Economics and Management Society (MEMS) took as the theme of its seventh annual professional program "Economic Globalization of the Mining Industry." About 100 people attended the conference held in Arlington, VA in late March. Speakers included members of the investment community, academia, government and the mining industry.

Jan 1, 1998

By Ronald J. Riberich

The Mineral Economics and Management Society (MEMS) held its fifth annual conference in Montreal, Quebec, Canada earlier this year. “The Minerals Industry: Responding to the Global Challenge” was the first MEMS conference to be held outside of the United States. About 125 mining- and minerals-related professionals attended. The MEMS program included six sessions and three distinguished speaker addresses. The session topics included: “Minerals in the Macro economy: Development in Demand,” “Trends in Global Metals Supply: The Producers’ Challenge,” “Global Environmental Issues: Policy Perspectives,” “Global Environmental Issues: Quantitative Analysis” and “Minerals in the CIS: Phoenix or Albatross?” A student session was also offered. It provided a competition for monetary awards for outstanding papers.

Jan 1, 1996

By B Stewart

It has long been recognised that knowledge of the conditions existing in a mine after an incident is essential in deciding whether to deploy responders as part of the incident recovery process. Applying this knowledge in a structured manner to the assessment and the acceptability of the risks likely to be faced by those teams during response activities before authorising their deployment is an onerous task incumbent upon the person controlling the incident response. The Mine Event Management System (MEMS) provides structure and coordination in the management of mine events. It assists with the skills and knowledge for incident control teams to effectively manage any emergency or non-emergency event, be it large or small. In cases where multiple organisations are involved, the MEMS promotes effective joint operations through the use of common terminology and structure to provide seamless communication between agencies at all operational levels. The SQL-based software developed by Queensland Mines Rescue Service (QMRS) assists decision-makers to make considered options; it does not make decisions for you. When set-up, it allows the information that already exists within a mine’s Safety Health Management System that is relevant to the incident to be accessed and considered rapidly within the pressured environment of an emergency. Additionally, the incident specific questions contained within MEMS focuses the management team on gathering and assessing information relevant to the incident as it progresses. The software’s event log can be utilised as an auditable document for post incident investigation. The MEMS provides a process to properly consider the adequacy of the information available upon which decisions have to be made, to consider and acknowledge the hazards of the environments within or adjacent to which responders will need to work and to acknowledge and authorise the entry of responders into or to remain within a mine either during or post an incident occurring, once an acceptable level of risk is achieved.

Apr 16, 2024

By Kennedy B. J

The 1100 Orebody is the main copper production area of Isa Mine with an output of 390 000 tonnes per four week period and a work force of approximately 260 men per shift. Currently a total of 56 nippers work a three shift, five day week roster to-service crews spread over a strike length of 1000 m and a vertical height of 220 in. A variety of rail and diesel equipment provides shaftto cribroom and cribroomto sublevel work place transport of men and materials. Overall eficiency and safety has been improved with a selected group performing supply, storage, clean-up and "bus runs" throughout the orebody - activities which are further co-ordinated by an FM radio system linking units with a control clerk.

Jan 1, 1977

It is desired to call the attention of young men who have had technical training and experience to the fact that their abilities can best be put at the service of the country by selecting a branch of service in which their special qualifications will be of the greatest use. The submarine force of the United States Navy requires the services, as officers on board submarines, of young men who have had technical training in mechanical and electrical engineering and who have had experience in these professions. It is intended to enroll a number of such men as provisional ensigns in the Naval Reserve Force, give then a course of instruction in deck duties at Annapolis and a course in submarine work at New London. Those who successfully pass these courses will then be sent on hoard submarines for regular duty. It is requested that any men who desire this duty and who are qualified as below outlined send their names and addresses to the Commander Submarine Force, U. S. S. Chicago, care of Postmaster, New York. Qualifications required: Desire to serve in submarines. Degree of M. E. E. E., or E. M. Two and one-half years' practical experience in profession. Not over 35 years old. Physically strong and sound.

Jan 7, 1918

By Thomas Read

READJUSTMENT Of the industrial world to a peace .basis after more than 4 years of war will involve many fundamental and far-reaching changes that cannot as yet he clearly foreseen or definitely provided for. Such problems may be subdivided, in the vocabulary of war, into those involving material and those centering about personnel. Of the two, the-latter group is the more difficult and obscure, as the factors involved are less clearly understood and the methods to be followed are not yet tested and standardized. When it is said that the market is weak, stocks large, and demand light, every business man understands clearly what is meant and. what course he should adopt to adjust himself, so far as possible, to such conditions. But when it is said that the rapid spread of Bolshevism in Europe is a danger to industrial organization in this country, it is difficult to have any assured sense that all that the statement may mean is clearly understood or that the means to be followed to meet such a situation are definitely known. Since Bolshevism is primarily a mental phenomenon and since the rupture it brings about in industrial organization should be prevented, if possible, it is my purpose to restrict this discussion of the activities of the Committee on Industrial Organization to some of its mental aspects, as the chairmen of the sub-committees, from their special knowledge of their own fields, can best set forth recent progress in the lines with which they are especially concerned. The first requisites of success in industrial organization, as in the biological organism of which it is the social counterpart, are unity of purpose and coordinated activity. Typical good and bad examples of this are the relative parts that the United States and Russia have played in the great war. These two factors are primarily mental, and it is not difficult to view the mental aspects of all problems of industrial organization as the most important ones. Unless we can attain unity of purpose and coordinated activity in industry, the provision of comfortable homes at reasonable rent, the assurance of steady work at good wages, the

Jan 2, 1919

By Robert Yerkes

THE following is a brief account of the methods of measuring intelligence especially prepared for use in the U. S. Army, of typical results, and of some of their immediately practical applications. It has been prepared for the assistance of army examiners and for the information of all who are interested in the relations of scientific placement to military efficiency. PURPOSE OF THE INTELLIGENCE TESTS Under the direction of the Division of Psychology, Medical Department, and in accordance with provisions of War Department General Order No. 74, mental tests are given recruits during the 2-wk. detention period. These tests provide an immediate and reasonably dependable classification of the men according to general intelligence. Their specific purposes are to aid: 1. In the discovery of men whose superior intelligence suggests their consideration for advancement; 2. In the prompt selection and assignment to development battalions of men who are so inferior mentally that they are suited only for selected assignments; 3. In forming organizations of uniform mental strength where such uniformity is desired; 4. In forming organizations of superior mental strength where such superiority is demanded by the nature of the work to be performed; 5. In selecting suitable men for various army duties or for special training in colleges or technical schools; 6. In the early formation of training groups within regiment or battery in order that each man may receive instruction and drill according to his ability to profit thereby;

Jan 2, 1919

B. F. TILLSON,* Franklin Furnace, N. J.-I would like to ask Major Yerkes if he will not give us more examples of the tests than are contained in the printed pamphlet. It would be of great interest to study them more carefully. ROBERT M. YERKES, Washington, D. C.-The reason for not reproducing the methods in any public print is that it lessens their value and necessitates the preparation of new test materials. BRADLEY STOUGHTON, New York, N. Y.-I hope that this matter will be of so much interest to the members of the Institute that the Directors will decide to appoint a committee which can bring further results of this practice before us. I understand that Columbia University, at least in some departments, has already adopted the B and A tests and is using them. I understand that some industries have considered seriously the question of grading their employees in accordance with

Jan 4, 1919

Mother Nature controls, technical professionals model and miners decide. Decisions to explore, mine and mill. Mine decisions, mine design, planning and scheduling are subject to the quality of models û geological models, geotechnical models, resource models, density models. The closer these models are to reality, the more accurate the predicted outcome. So why is it we delegate the modelling tasks to the most junior and least experienced people? If we insist on this, we need to support them û to provide them with æexperience acceleratorsÆ. Technical mentoring is the most effective way to provide the right information at the right time. When this information (read skills) is supplied at the right time we can inject experience into the quality of our modelling and into our decision- making processes. The objective of this paper is to share those behaviours and manners that foster relationships and create frameworks for skills and experience transfer. Central to this is an understanding of how adults learn, an understanding of the basic rules of mentoring etiquette, and the three keys to building meaningful mentoring relationships. An understanding of adult learning processes and styles provides a structure within which a mentor can understand the learnerÆs perspective. Understanding the world from the learnerÆs point is critical to selecting the right language to engage, teach and transfer skills. Basic rules of mentoring etiquette like timeliness, respect and trust need to be brought into the consciousness so they can be agreed on and monitored to prevent conflicts in cultural and generational norms between the mentor and the learner.Meaningful relationships hinge on the three behaviours: truly listening, rather than just hearing; understanding the technical issues within the WIIFM (whatÆs in it for me?) question; and facilitative behaviour. Stronger and more meaningful technical mentoring relationships within our industry will bridge the generational gap and ensure we can capture and capitalise on the wealth of grey hair experience and develop an informed group of young decision-makers.

Jan 1, 2006

Young professionals are riding the current wave of high demand for their services and relatively little competition for placements. The attraction and retention of quality incumbents has therefore become a significant strategic issue for companies in our industry. Money is important, but poorly structured career development and lack of learning opportunities can discourage the highest paid professionals from being enthusiastic and striving for excellence. This will inevitably lead to the search for a new position. Important factors at play include the young professionalÆs lack of understanding of career pathways and poor quality, or lack of, structured on-the-job training and professional development. Too often young and not so young professionals are faced with the reality that fabulous looking (and paying) jobs can be quickly reduced to the monotony of repetitive tasks in an isolating environment. While it is the responsibility of the incumbent to manage their own career and professional development, without experience, how is anyone meant to understand the importance of their roles and the options for career development? Mentoring is therefore essential to the strategic plans of every organisation and the strategic plans of every professional. Mentors will accelerate learning, guide decision making and develop both competency and confidence as they share their experience, both technical and regarding the machinations of a particular discipline, within our industry. Mentors need not be from the same organisation as the mentee and in some cases this may be a distinct advantage. This paper discusses mentoring as an opportunity for young professionals and mentors to initiate and maintain a supportive relationship, the responsibility of management to get mentoring right and the responsibility of young professionals to demand the opportunity for professional development through mentoring.

Jan 1, 2006

By Val Ness, Leonard Harris

Mentoring is defined as close counseling by an experienced and objective advisor within the industry. It is one aspect of attracting the best candidates into the minerals industry, holding their interest, and encouraging stable career growth. By encouraging proper mentoring practices, we foster strong careers, we transmit important wisdom to the next generation, we fortify the industry with better talent, and we encourage the best possible advocates for the minerals industry. This paper illustrates the consequences of poor mentoring, offers an example of positive mentoring practice at the college or university level, reviews some guidelines for stable and fruitful mentoring, and proposes a plan to spread appropriate mentoring practices. Authors' note: The use of masculine pronouns is for convenience and simplicity only. Our best engineers and managers come from both genders, and the authors intend no slight to either one.

Jan 1, 2001

By Odd G. Askilsrud, Steinar Johannessen

New powerplants, tunnels and dams are currently under construction at Meraaker to triple the annual power production of a nearly 100 year old power scheme. A total of 44 km tunnels with cross sections varying from 7 m2 to 32 m2 have been excavated in hard rock formations. Ten kilometers were excavated by a High Performance Tunnel Boring Machine (HP TBM). The remaining tunnels have been completed by the drill and blast method, using modem proven equipment and procedures. This paper gives special attention to the TBM drive and equipment selection, including, planning, site organization and performance.

Jan 1, 1993

By J. C. Irvine

Meramec Mining Co., a joint venture by Bethlehem Steel Corp. and St. Joe Minerals Corp., is engaged in the mining, concentrating, and pelletizing of iron ore from the Pea Ridge mine near Sullivan, Mo., about 70 mi southwest of St. Louis. The orebody lies under about 1300 ft of sediments. It is tabular, about 2600 ft long and up to 600 ft thick, and lies in an approximate east-west delineation. The orebody dips about 80"s and is of unknown depth. The ore is primarily high grade magnetite with smaller zones of specular hematite. The Precambrian wall rock is rhyolite porphyry. The mine is serviced through two concrete-lined shafts, 19 ft 1 in. diam and 2500 ft deep. No. 1 shaft, equipped with an "A" type head-frame and conventional cylindrical drums, hoists men, materials, and waste rock; it is also the downcast air shaft. No. 2 shaft utilizes tower-mounted friction hoists to handle the two production skips, each with 24-ton counterweights, and a small man cage. The mine exhaust passes through this shaft. Ore is principally mined by sublevel stoping,

Jan 9, 1972

By A. Benchekroun

The phosphate mining industry is confronted everywhere in the world with financial difficulties and low prices which prohibit further investments and development of new mines even in regions with a comparative cost advantage (North America/ North Africa/ and Middle East). But old mines are being progressively exhausted/ and if no replacement mines come on stream in the near future/ we may soon find ourselves (around the year 2000) with a global annual production capacity of 160 million tonnes of marketable phosphate rock instead of the capacity of 200 million tonnes existing today. Unless prices improve/ phosphate rock/ a non-renewable resource and a vital commodity to world agriculture/ may turn to be in short supply to world fertilizer industry. Whatever the extent of recovery of fertilizer demand/ the expected decline of the production capacity during the 1990 I s is bound to cause the disappearance by the year 2000 of the important surplus characterizing today the supply/demand balance.

Jan 1, 1995