Search Documents

By Ballard H. Clemmons

THE future of the steelmaking industry of the Birmingham, Ala., district is closely related to and, in a large measure, dependent on the development of workable, economic processes of ore concentration. Operations thus far in the area have been possible only because of the fortuitous occurrence of iron ore, fluxing stone, and coking coal-all the primary iron-making materials- within a 25-mile radius of the blast furnaces. Commercial ore of the district consists mainly of a 10 to 20-ft hematite-calcite-silica bed locally known as the "Big Seam," a component of the Clinton formation of Silurian Age. At present mining rates, this ore will be available for a number of years. It is largely mined under 1000 to 2000 ft of cover and transported on 15 to 20" slopes that, in some instances, are as much as 10,000 ft long. Under these conditions, particularly with increasing distances from face to portal, mining costs are gradually becoming disproportionately high. Although not a major factor thus far, it should also be noted that the average annual ore output of the district is gradually be- coming more siliceous.

Jan 1, 1950

By B. P. Bellport

This paper summarizes the Bureau of Reclamation's experience in the use of boring machines to excavate six major tunnels on the Bureau's water resources development projects in the western United States. The summary of experience is presented as a compilation of brief case studies for each of the six tunnels. Each compilation presents data on the tunnel dimensions, geological characteristics of the excavated rock, the tunneling machine used, machine operation, muck handling, method of tunnel support, ventilation system, and related information. The listing of the six tunnels in Table 1 reflects a diversity of tunnel lengths and diameters. However, despite this diversity of dimensions as well as the variety of rock encountered during excavation, the six tunnels have one major characteristic in common: their excavation was significantly expedited by the use of boring machines. Beginning with the 10,079-foot-long Tunnel No. 1 on the Navajo Indian Irrigation Project in New Mexico - the Bureau's first tunnel to be excavated by a boring machine - the boring machines, or "moles," have demonstrated their effectiveness in rapid and economical tunnel excavation. Tunnel No. 1, virtually 2 miles long, was bored through in 9 months, an unprecedented achievement in Bureau engineering experience, as compared with tunnels previously excavated by conventional means. Boring of the 45,630-foot-long Blanco Tunnel and the 26,610-foot-long Oso Tunnel, both on the San Juan-Chama Project in Colorado, set world records in rates of excavation,l/* Two days of exceptional progress highlighted the

Jan 1, 1970

By Severn P. Brown

Search for ore continued at a feverish pace-as can be attested to by anyone who has tried to arrange for extensive diamond drilling. The stakes are high, and so is the cost as was indicated by Selco Exploration Ltd. when they announced discovery of base metal sulfides at Uchi Lake in northwestern Ontario. It was apparently their first commercial find after 15 years of exploration at a cost of more than $10 million. For the first time in many, many years the big exploration news has come from east of the Mississippi River. In January, the New Jersey Zinc Co., in an unusually worded press release, stated that they had made a major zinc discovery of 13-50 million tons of ore averaging 5-10% Zn. New Jersey's holdings are said to embrace 500 sq mi. The ore was discovered in eastern Tennessee in the upper part of the Knox dolomite of early Ordovician age. Reportedly the mineralization is at depths of 900 to 2000 ft. Currently about 20 diamond drills are working the area for New Jersey. At least nine other major companies are prospecting the region, which now includes parts of Kentucky. Five hundred thousand acres are said to be under lease. Greatest activity is clustered around Carthage, Tenn. In Missouri, the St. Joseph Lead Co. announced plans to develop a new mine in the Brushy Creek area of the "New Lead Belt." copper and zinc concentrates will be by-products.

Jan 1, 1970

By Lee W. Saperstein

In surface mining for coal, common practice for the disposal of preparation plant refuse is to bury it. As with surface refuse piles, these buried wastes can ignite and can also lead to ground and surface water pollution. Steps to ameliorate these problems have been devised over the years. C and K Coal Company, of Clarion, Pa., the largest Pennsylvania surface mining company, has incorporated all of these steps and added of few, of their own in their latest disposal practice. In addition to layering and compacting, C and K practices selective placement and dilution to minimize longterm problems.

Jan 1, 1977

By S. H. Ash

A CLAY, sand, and gravel deposit known as the "buried valley" of the Susquehanna River is situated in the Northern field of the anthracite region of Pennsylvania near Wilkes-Barre. The presence of this buried valley and the uncertainty regarding the extent and physical condition of the water-bearing valley-fill deposits have made great care necessary in mining operations to avoid breaking the strata between the mine workings and the valley-fill deposits to the extent that inundation of the mine workings would follow. The principal factor that threatens to cut short the life of the anthracite industry, to curtail production, and to affect the economic structure of the people and business dependent on anthracite for their livelihood is inundation of anthracite mines (6,7).3

Jan 1, 1950

By Michael M. Donahue

"The public interest -- as opposed to the narrow interests of particular shippers -- will also benefit from the establishment of adequate revenue levels and the revitalization of the railroads. And this is particularly true with respect to the transportation of coal. "

Jan 1, 1981

By M. Potesser

Higher prices for natural gas or oil have motivated the copper industry to reexamine the modes of oxygen and oxy-fuel burner usage at operating plants. With rising energy costs and the growing importance of environmental protection, burner usage and burner operations have become the focus of several investigations and optimization efforts. One possible approach to lower energy usage is through combustion using tonnage oxygen. When such oxygen is used, the flame temperature increases and operational efficiency is improved. As well, with the correct technology, due to the presence of lower levels of harmful substances such as NOx in the off gas, there is improved environmental performance. As regards copper production, furnaces are employed for both concentrate smelting or for melting and casting operations. The use of tonnage oxygen in concentrate burners for smelting provides for a higher thermal efficiency. For furnaces employed for melting, air-operated burners may in fact have an initial advantage because a long radiant flame is typically generated, thus providing for a higher degree of heat transmission. This paper describes the new experimental burner chamber of Messer Austria GmbH which provides for testing of the combustion of natural gas with oxygen or oxygen-enriched air and the use of special water cooling ducts that simulates a metal charge during melting, The operational effectiveness of the burner is determined from temperature and off-gas analysis data. The paper also discusses future trends in burner technologies including a new patented burner. Cu2007 - Volume III (Book 2) The Carlos Diaz Symposium ou Pyrometallurgy Edited by A.E.M. Warner, C.J. Newman, A. Vahed, D.B. George, P.J. Mackey, A. Warczok Toronto, Canada,

Jan 1, 2007

By Jurgen H. Kleinau

This paper details Keeler/ Dorr-Oliver's experience with the application of fluid bed combustion technology to the burning of coal-mining waste. The designs of two stage fluid bed combustors/dryers are demonstrated as useful in the drying of coal, slag and coke, using coal and coal refuse (gob) as fuel. Anthracite mining refuse (culm) is more than abundant in Northeastern Pennsylvania. After demonstration at Shamokin, Pennsylvania, a full commercial-sized fluid bed boiler using culm is used for district heating in Wilkes-Barre, Pennsylvania. Limited research work has shown the utility of using fine coal as filter aid in sludge in¬cineration. With the rising avenues of the suitability of coal as auxiliary fuel in fluid bed sludge incineration, an expansion of these concepts combines the use of coal or coal refuse as filter aid and auxiliary fuel. Lime¬stone addition controls SO2 emission.

Jan 1, 1985

By P. Nicholls

Patent records show that the idea that the burning of fuels can be improved by mixing or pretreating them with chemicals 6 dates back to the early years of the last century. By 1845, English and French patents included the specific beneficiations of elimination or reduction of smoke, soot, and clinker; reduction of the ashes, presumably meaning the total weight of refuse from the ashpit; elimination of sulphur fumes; increase in the rate of burning; increase in the time a given charge of fuel would last; and, in most patents, a saving of fuel. The earlier patents specified additions up to 80 pounds or more per ton of fuel, but after 1860 the quantity was rarely more than 4 pounds. There is no record of the extent to which these patents were commercialized, but after 1884 many American patents were assigned to companies specializing in treatment of coal, so it is probable that the products were marketed on a considerable scale at least as early as that date. From 1900 on, many companies marketed proprietary products that were sold under the general name of "fuel savers." Since its establishment in 1910, the Bureau of Mines has continually received inquiries about these products and, at the request of other govern-mental departments, has tested some used in accordance with the instructions of the purveyors; the results were all negative and, within the accuracy of measurements, the products had no effect on the burning.

Jan 1, 1937

By B. Cavender

Safety departments have traditionally been held responsible for the safety performance of their division or company. This approach leads to a lack of ownership of safety issues by the larger organization. An alternative paradigm is significantly more effective: the members of the work force (managers as well as workers) are fully responsible and accountable for safe production. The safety department is not extinct, however. Its role has changed, to focus on training, litigation, and external relationships such as community relations. This approach was implemented at BHP Copper's Superior mine and mill in Arizona. By obtaining the genuine commitment of the work force to accident-free production, the mill's MSHA incident rate immediately dropped from 7.4 to zero. The mill also ran one year with no MSHA citations. When this philosophy was implemented at the divisional level, the division's incident rate decreased from 9.5 to 1.1,an 88-percent reduction in six months.

Jan 1, 2000

By D. P. Ziegler

Formulas relating economic optimum busbar cross sectional areas to busbar cost, electric price and financial parameters are reviewed and revised. Application of the formulas is illustrated with discussion of the appropriate choice of parameter values and the sensitivity of the optimum to the parameters. The extension of the single busbar concept to optimization of more complicated arrangements of bus for smelting pots is complicated by the constraint of obtaining a specified current distribution. An example problem illustrates the optimization of a section of a bus network containing a fork, with the imposed limitation of achieving a specified uniformity in the current. In cases where the current in the individual conductors may vary, Kelvin's law does not apply. Further extension of the technique to a full pot set of conductors poses additional problems which are discussed, but whose solution has not yet been accomplished. Aluminium 2006 45th Annual Conference of Metallurgists ofCIM Montreal, Quebec, Canada Edited by

Jan 1, 2006

By Doug Halbe

?Many are called, but few are chosen.? The biblical adage applies not only to life, but also to hydrometallurgical processes. There have been, in the past, many outstanding successes with new processes ? and also some dismal failures. What are the odds of success for a new process? When there have been problems, why? What can you do to make sure these problems don?t occur with your process? What effect will a slow startup have on project economics? How do financial institutions ? the people who loan your company money for the project ? feel about new processes and why? Is it possible to predict or estimate the time required to reach design parameters?and if so, how do you sell this estimate to management ? and financial institutions? Probably most important ? when do you start thinking about the answers to these questions?

Jan 1, 2003

By Jason N. Scott

CFA piling is a ?blind? construction process that relies heavily on the rig instrumentation to produce sound piles. If the data measured and recorded during construction can be made available to engineers and managers within hours after construction then there are many economic and quality control benefits that can be realised. A state of the art CFA instrumentation and data management process has been developed in the UK. The key components of the instrumentation, GSM data service and the central database are described. Many benefits to the business have been realised and, where possible, these are quantified.

Jan 1, 2006

By Thomas D. Kaufmann

Introduction Mining has always been sensitive to the fluctuating income of downstream customer industries. The industry is now becoming more vulnerable to booms and busts as economic pulsations increase and demand for mining products shows little or no long-term growth. As the general economy has become more cyclical in the last decade, the capital-intensive primary industries have become more aware that timing as well as preparation of survival plans are vital in investment decisions. Strangely, however, some of us have not yet included the business cycle in our feasibility studies. Cyclic prices and volumes and fluctuations in profits and cash flows do not fit our linear models. The increased cyclical nature of our economy is recent and poorly understood. Forecasting peaks and troughs is still more an art than a science. Nevertheless, avoiding business cycle parameters can lead to error in value estimation and contingency planning of new projects. Metal and Mineral Industries More than half the iron and steel, aluminum, copper, lead, zinc, manganese, tin, nickel, molybdenum, cobalt, and chrome that we mine, smelt, upgrade, and recycle goes to construction, transportation, capital goods, and consumer durable industries. All are cyclical. Their products are consumed slowly, so replacement can be postponed in recessions. Purchases of such goods are usually financed by debt, and their customers are sensitive to highly cyclical changes in interest rates. During prosperous periods, people tend to buy capital goods despite high interest rates. Upstream industries also tend to be whipsawed by inventory cycles. With high interest rates and good transportation, downstream fabricators can lighten their inventories during recessions. They know that upstream suppliers can deliver supplies and raw materials immediately, And, with the advent of electronic accounting, the fabricator with timely inventory information can afford to hold fewer contingency stocks. Likewise, when recovery returns, inventories surge back through industry pipelines, accelerating demands on primary supplies. The price elasticity of most primary products is low. Their share of the value of finished products of the industries they supply is generally small. The 60 kg (130 lb) of aluminum in a car is vital. But whether it costs $80 or $130 will not visibly influence the demand for an automobile. With low elasticities of demand, the primary producer is hit with decreases (or increases) in prices and in sales volume, during recessions as well as recoveries.

Jan 6, 1984

By F. Alsobrook

Industrial minerals are receiving increased attention by metals, coal and other companies seeking to diversify and stabilize earnings. Each industrial mineral has a unique set (and sub-sets) of business dynamics, however, and the diversity can present a bewildering maze to the corporate planner. Shrugging off this complexity and relying on serendipity for entry opportunities often results in unsuitable acquisitions. An effective alternative used in exploration can also be applied to strategic planning. By providing focus and direction, this flexible methodology can prevent wasting corporate resources on random pursuits and result in a quicker, more satisfactory achievement of diversification goals.

Jan 1, 1990

By AIME AIME

BUSINESS forecasting may be an inexact science, if it is a science at all, but in the opinion of the statisticians of the American Telephone & Telegraph Co. it is a valuable aid to the making of future business plans, whether it be used by a telephone system, a manufacturer whose distribution is country-wide or, one whose trade is confined to certain sections. Whatever the defects of business forecasting may be; the American Telephone & Telegraph Co: has employed it since 1921, not only for charting the probable; course of telephone traffic over long-distance lines, but' to determine the needs for new plant and equipment: caused by shifting tides in business or increases in population or general industrial expansion.

Jan 1, 1929

By A. O. Filmer

In the mining and metals industry, business strategy demands that leaders extract more from any set of capital assets. This improvement is achieved through a combination of continuous improvement and upgrading of the assets. Continuous Improvement involves a series of incremental changes in the workplace to stabilize the process, remove waste, and test the limits of process capability. Enhanced Technology involves the replacement of an existing as set with a different process or equipment, to achieve a similar function in a more efficient and effective manner. The paper compares and contrasts the two methodologies and outlines the key business considerations which dictate how and when to select one or other improvement method. The paper also addresses the implications for these two improvement methods for those undertaking R&D in support of the mining and metals business.

Jan 1, 2009

By O. A. Bascur

It is difficult to analyse the economics without an integrated view of mine transactions, stockpile inventories, process flows and assays. The lack of integration of mining and metallurgical information with sufficient detail to analyse and act is a problem. However, to take action requires real time information from manufacturing assets, corrected for gross errors from trucks, shovels, conveyors, faulty sensors, bad instrument calibration. Validation methods use process models to identify inconsistent information in the case of corrupt actionable information. This paper presents new strategies that transform the data into business information for continuous improvement and optimization. This technical presentation will review recent implementations enabling large metallurgical complexes to improve their data quality for overall production and energy management. A competence center emerges as an enabler for implementing operational intelligence. The evolution of Web services to troubleshoot plant information and to collaborate at the enterprise level is presented.

Jan 1, 2014

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

By P. J. Petit

"The complex planning required to achieve any planned production yields multiple and dissociated responses over the life of project (LOP). The customary decision-making process negates the possibilities of developing optimized and integral solutions from operating levels up to business and strategic levels. This results in an inefficient project or overall underperformance of the operation.In the project setting, disconnected trade-offs and improved performance studies become inadequate, because they are site-specific and use only a few comparative parameters. They are often based on a small data-set.Decisions taken to achieve overall objectives require the correct determination and dissemination of key performance indicators (KPIs). The KPIs indicate efficiency in operation, whereby the marginal rate of technical substitution corresponds to the rate of production. It is the necessary condition for optimization. Performance realization for sustainability follows optimization modelling, the latter often being presented with financial results such as business net present value (NPV). It considers techno-financial constraints and provides a strategic and aligned outlook of KPI decisions for an enhanced and integrated outcome.This paper explains a mining case study that is rendered efficient, and through business optimization (BO) short-term and sustainable targets are reached. Business optimization increases the NPV by 14.7%. This is achieved by challenging conventional decision-making associated with maximizing business value by including environmental externalities within the LOP."

Jan 1, 2016