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By Richard M. Chamberlin

Perlite is an altered rhyolitic glass with 2 to 5 wt % water that expands or "pops" when heated quickly to plasticity while evolving steam to form lightweight, glass foam. Commercial perlite deposits in New Mexico are well-developed zones of chemical weathering (hydration) superimposed on highly permeable and thick glassy zones at the chilled upper surface and toes of high-silica-rhyolite lava flows and lava domes. The maximum tonnage of glass in these volcanoes was predetermined by their unique eruptive histories. New Mexico perlite production (80% of US production of 571,00 st) is mostly from the 3.9 Ma high-silica-rhyolite lava flows at the No Agua Peaks volcanic center. The primary vent at No Agua is defined by a 900 ft-high rubidium-rich composite lava dome, known as West Peak, that contains minor perlite reserves. Slightly less rubidium-rich lava squeezed out from under the west flank of the dome to form relatively thin (250 ft) but highly vesicular lobate flows that now consist of about 50 % recoverable perlite. Finally, rubidium-poor lavas were extruded from a radial dike on the northeast flank of the dome. These thicker (400 ft) flow lobes contain about 20 % recoverable perlite. The largest mass of lava does not always contain the most perlite. The thinner (west) flow at No Agua yields the largest perlite reserves rather than the large composite lava dome or thicker (east) flow.

Jan 1, 1994

By M. A. Alan

The Bellavista Gold Deposit lies 75 Kms north west of San Jose, the capital of Costa Rica, Central America and 3 Kms north east of Miramar, in the Province of Puntarenas. The total road distance from San Jose to the deposit is 120 Kms all paved road except for a 2.5 Km graded, gravel road on the property (Figure 1). Infrastructure services in the Miramar-Puntarenas area are well developed with electrical power distribution, a modern port facility and community services being available. The deposit lies on the south west flank of the Tilaran Mountain Range between an elevation of 550 and 800 meters above sea level. The local topography is steep, originally covered with pre-montaine, tropical wet forest vegetation which has been largely destroyed due to clearing for cattle grazing. The annual rainfall is approximately 2,950 mms, 90% of which occurs between May and October.

Jan 1, 1992

By F. Harold Weber

On July 13, 1967 the San Bernardino County Planning Commission approved publicly a request by American Smelting and Refining Company for a zone variance to conduct a silver mining and milling operation in the Calico district, southern California, Coincidentally, on July 14 the U.S. Treasury halted its sales of silver, and the U.S. free market price quoted rose immediately from $1.30 to $1.77 per ounce. In its request to the commission Asarco stated that about 13,500 to 15,000 tons of rock would be moved daily by surface mining, including 7,000 tons of ore. The ore would be crushed to minus three-quarters inches and the silver recovered "by a chemical process." The grade of the ore was not given, but the company said that it might also recover barite as a byproduct, The operation would employ 150-160 people. Additional activity in the district includes exploration programs by Superior Oil Company and Calico Silver Mines, Ltd. History and production: In retrospect, as the price of silver began to rise in 1961 from 91 cents an ounce, and as Asarco began its exploration program in late 1964, a new era for an old bonanza silver district would seem to have begun. The Calico district has been mined for silver only on a very, very small scale since 1882 to 1896, when an estimated $12 to $20 million (perhaps 15 to 20 million troy ounces) of that metal was produced from the 50-odd mines of the district and vicinity. These mines include the Silver King, Oriental, Waterloo, Garfield, Odessa and Waterman (which is about 8 miles west of the district). Much smaller-valued amounts of barite, gold, lead, and copper also have been produced from the ore deposits of the district; and from 1884 to 1907 the region yielded about $9 million worth of borate minerals.

Jan 1, 1967

By Thomas W. Mitcham

A program of geological research in support of mineral exploration efforts is outlined. Specific goals are stated, approaches to accomplish their attainment are described, and the type of useful results to be expected are outlined. Because mineral exploration or prospecting has intensely practical goals, research in support of it must be applied research, applied to the problem of maintaining or increasing the discovery rate of the exploration effort. To attain research goals, attention to personnel selection, group structure, and program are critically important, and in about that order. A large percentage of the professional personnel should have had experience in mining geology or mineral exploration, and they all should be prospector-oriented. Structuring in the group should be at a minimum, with wide allowance for the kind of independent research which is essential to the nurturing of on-target creativity. The program should be field-oriented, and it should include a wide representation of those subdisciplines of geology which are applicable to mineral exploration. The types of results to be anticipated include improved or new conceptual models for various types of orebodies and their settings from which new ore guides can be derived, new exploration techniques, and the development of a knowledge bank for various aspects of the exploration effort.

Jan 1, 1968

By Brian W. Mackenzie

The paper addresses five questions concerning the economic of gold exploration in the western Canadian shield. Can historical footprints be used to project future gold prices for exploration planning? Experience suggests that gold price forecast are too clo ely tied to current market events to provide meaningful guidelines. What range of breakeven gold price will typically be required to ju tify gold exploration in Canada? Minimum price requirements. initially asses ed at $540 to $1080 per ounce, probably lie in the range of $480 to $760 per ounce (expressed in 1985 Canadian dollar). Within Canada, what role do regional conditions and taxation policies play in determining the viability of prospective gold exploration targets? Striking interprovincial differences are found to exist, given the same geological circum tance -Nova Scotia, ew Brunswick, and Quebec rank towards the top in term of motivating exploration, Briti h Columbia provides the least investment incentive, while Saskatchewan and Manitoba place around the middle of the Canadian league. How can minimum acceptable tonnage-grade conditions for gold targets in the western shield be established and, then, constructively applied to provide exploration planning guidelines? Minimum target conditions, realis tically defined in terms of a broad band of doubt, can be used judiciously to help balance the direct costs of uneconomic exploration with the opportunity costs associated with rejecting economic deposits. How does the average cost per ounce of gold discovered in the western shield compare with the overall Canadian experience? Average discovery costs for the we tern shield, apprai ed at $100 per ounce, are shown to compare favourably with the Canada-wide record.

Jan 1, 1986

By Toshihide Ito, Jie Liu, Takashi Nishiyama

"Human society evolved from an agricultural to industrial and, subsequently, to a service society. As the resource requirements for each stage of this development differ, trends of metal and energy consumption are related to shifts in society. The increase pattern of supplemental energy is similar to that of mineral production throughout the world. Low positive and stable long-term increasing occurred before 1950, whereas they increased quickly after 1950, especially between 1950 and 1973. A substantial decline in· the growth of energy and mineral production began in 1973 and lasted until the early 1980s. Production of energy resources has recently begun to increase again at a high growth rate in the world. Observing the consumption trends of energy and key metals, it is clarified that increasing patterns can be thought in three stages.IntroductionHuman society evolved from an agricultural to industrial and, subsequently, to a service society. As the resource requirements for each stage of this development differ, trends of metal and energy consumption are related to shifts in society [1-3]. Humphreys [4] described that both the non-ferrous metal consumption and the construction material consumption showed a similar trend dropping markedly in the UK over the period 1960-1992. On the other hand, per GDP (Gross Domestic Product) consumption, that is, the intensity of use of construction materials has declined sharply over the past 30 years, more so than the intensity of metal use in the USA [5]. Nishiyama [6] observed that increase pattern of supplemental energy is similar to that of mineral production throughout the world."

Jan 1, 2000

By Axel Preusse

Due to a political decision, German hard coal mining will come to an end in the year 2018. By then, there will have been more than 150 years of industrial grade mining activities. Located in the western part of Germany is one of the most densely populated areas of Europe. Multiple coal seams have embossed the earth?s surface up to 20 meters (21.87 yards), as mining has subsided. The aftercare of hard coal mining will consist of three tasks: groundwater management, polder management, and groundwater treatment. The Ewigkeitslasten (cost in perpetuity) at the current groundwater level has been determined in the past. The actual cash value is calculated to be about 12.4 billion euros (approximately 16.5 billion dollars). The cost of groundwater management is directly related to the groundwater level. Rising groundwater levels will reduce the cost of pumping water. Known effects of rising groundwater are uplift of the surface, emission of methane gas at the surface, higher risk of cave-ins, and contamination of drinking water horizons. Each of those processes produces cost in order to prevent negative consequences (e.g., uncontrolled methane emissions) or to handle reparations (e.g., damages caused by surface uplifts). In the long run, it is the goal to minimize the Ewigkeitslast. As a first step, all cost-generating processes are specified, and a cost type based characterization is performed. The objective of this case study is to identify key parameters to determine the quality of a cost-generating process (proportional cost, fixed amount cost). Afterwards, it is intended to specify the quantitative impacts of each parameter and to set up an optimization model to minimize the overall cost. The quantitatively specified parameters will form the base out of which the optimization model is created.

Jan 1, 2013

By Wayne Hilgedick

Peabody Coal Company is the nation's largest producer of coal and is headquartered in St. Louis, Missouri. In 1978 Peabody divisionalized its operations to establish more responsive and effective mine management. Peabody Coal Company's Arizona Division operates two large surface mines, the Black Mesa and Kayenta Mines. Both are located in northeastern Arizona, approximately 30 miles from Kayenta, Arizona, on the Navajo and Hopi Indian Reservations. The Black Mesa Mine produces 4 to 5 million tons of coal per year and the Kayenta Mine produces 7 to 8 million tons per year. Coal from the Black Mesa Mine is transported 274 miles by coal slurry pipeline to the Mohave Generating Plant located on the Nevada/Arizona border at Bullhead City, Arizona. This plant is jointly owned by Southern California Edison, the Los Angeles Department of Water and Power, Nevada Power Company and Salt River Project Agriculture Improvement and Power District.

Jan 1, 1983

By J. C. Agarwal

Do large-scale projects in mining and smelting start up and achieve expected capacity on schedule? In most cases not. Regardless of worldwide location, company know-how, or financial backing, unforeseen delays occur. A comprehensive CRA study for the World Bank shows that delays are the rule, not the exception, in most mining and smelting projects. When delays are not factored into analysis and planning, financial projections are, literally, not to be believed. Returns on investment will seldom achieve their targeted level because of startup delays. This paper reviews the results of our analysis of startup of new mines, mills, and smelters; provides a detailed discussion of why delays occur in the smelters and refineries; presents the cash flow implications of startup delays; and discusses preventive measures that should be taken to avoid financial shortfalls,

Jan 1, 1983

By G. Richard Dreese

Most coal mining states have passed or amended laws restricting strip ruining in the past two years. In light of this and in anticipation of further restrictions by the states and the federal government on strip mining this paper attempts to show the Impact of these new laws on the structure of the coal mining industry in Ohio and specifically on one small stripping firm in Ohio. The implications of the study are applicable to other states under similar circumstances and to other industries which are being caught up in the ecological-economic struggle.

Jan 1, 1973

By Randall D. Peterson

Economic operation of a mine ventilation system must include some means by which operating costs can be quantified and evaluated periodically. Current practice at most mines relies upon the best judgement of foremen, engineers and managers to identify high cost or problem areas in the system and to estimate potential costs and benefits of work proposed to reduce inefficiencies. The problem with this is that significant savings can be overlooked or sub-economic projects may be undertaken when sufficient attention is not paid to the interrelationship between airflow characteristics and corporate financial criteria. In order to accurately determine costs and benefits it is necessary to view the solution of each potential ventilation problem as a separate economic opportunity.

Jan 1, 1993

Mining executives often have a difficult task determining what the strategic objective of the business should be as this can be impacted by the prevailing market conditions. In addition, they have no mechanism to quantitatively 'test' the impact of this strategic decision on the business and understand the underlying dynamics. During the commodities bull run of 2003 to 2008 the strategic objective may have been to grow the long term value of the business (NPV) through increased tonnage, acquisition and finding new reserves, which all came with an increasing fixed cost base. Now with the financial crisis upon us and the collapse of commodity prices and demand, executives have adjusted their strategies as 'cash is king' and short-term cash flow, in some instances at the expense of long terms value, is the order of the day. For many mining companies, mine closures, reductions in production and cost cutting exercisers are now the focus. In many instances, management do not have an ability to rapidly test different strategic alternatives to 'test' the impact on value, unit costs, reserves and profitability at the operational level and optimize the underlying trade-off variables. Economic modelling of the complete business value chain is a means of linking the operational 'reality' and strategic choices, so that the full impact can be assessed. This paper describes some of the challenges facing mining executives and how economic modelling can be applied to make decision making more rigorous.

Jan 1, 2010

By W. Biermann

All industrial processes are economically driven, resulting in the ever increasing need for process optimization in order to stay competitive and profitable. Numerous models has been published depicting the optimization of the raw material usage in an arc furnace, as well as the thermal and electrical efficiency; however, to obtain a holistic view of the cost-effectiveness of the process one needs to expand the model to include the cost of all the operational variables. This project therefore aimed to not only include the raw material feeds and power consumption as input variables, but also the labour, maintenance, and environmental costs to generate an all-inclusive financial balance. In the end, the model was able to mathematically optimize the ferrochrome (FeCr) production process through evaluating the effect of a specified combination of input parameters. It could therefore be used as a tool to aid in managerial decision-making; to appraise and correspondingly adjust certain operational variables in order to achieve a maximum return on investment. This paper fully describes the reasoning behind the choice of the essential model components, the assumptions made during the models development, the calculation approach, as well as the advantages, limitations, possible applications, and areas for expansion of the final model. Through running simulations with plant data, it was found that the accuracy of final model remained fairly constant when applied to stable furnace conditions, but was met with a number of limitations when applied to more complex situations. These limitations could, however, be overcome through further development and expansion of the existing model to include a larger number of process variables.

Jan 1, 2012

By Paul M. Tyler

OF THE 92 elements generally accepted by chemists as constituting the primary building blocks of matter, all but the very rarest have been investigated with a view to employing them in steel manufacture. The surprising thing is that so few have been found commercially acceptable. Despite the relatively small number of elements involved, the use of alloys in steel making is one of the most complicated and probably one of the least well understood of modern industrial enterprises. The action of individual elements in steel making has been described often and a profuse and somewhat acrimonious literature covers pretty much the whole field of ferroalloy ore supplies. In the middle ground between the miner and the -steel maker developments are less carefully watched by most observers and except for an occasional description of the technique of some conversion process or the tariff hearings in Congress, little is said about them. The present paper has been submitted in the hope that it will stimulate broader constructive economic thinking. It undertakes to describe in' relatively nontechnical terms this great and growing though highly complex industry and to study its relations to national progress.

Jan 1, 1932

By Paul Tyler

THE extensive employment of nonmetallic minerals antedates the use of metals, but only within the last two decades has the production of nonmetals begun actually to keep pace with the complicated activities which characterize the so-called Machine Age. The economic changes ushered in by the Industrial Revolution were reflected first in an increased demand for metals and for fuels. In the modern sense, therefore, the nonmetallic mineral industries are new and afford new opportunities for engineer and economist alike. A certain amount of caution is indicated, therefore, before attempting to apply ready-made formulas to the problems of these industries. Economics is not an exact science. In the field of production technology where the number of variables is fairly well known, the principles of economics are readily applicable, but as the student proceeds through the province of marketing into the unexplored regions of psychology and sociology he must distinguish carefully between scientific reasoning and purely metaphysical speculation, even when the latter masquerades as economics. The present paper attempts to prove no preconceived theorems and is designed primarily to stimulate careful thinking on sundry neglected phases of these industries. An attempt is made to differentiate the general problems into single aspects which afford promise of being comprehended separately; also, some fundamental statistical data are presented, but merely to indicate a method of scientific approach applicable to more intensive studies.

Jan 1, 1933

By René E. Fuenzalida

The copper market has become highly competitive around the world; therefore, operations efficiency is a must for copper producers. The economic outcome in a day-to-day milling is not evident at the concentrator stage, when traditional procedures are used in operations management, based on the supervision of process variables and metallurgical indices. Therefore, in such a complex business, there is a strong need to devise an approach to furnish concentrator's operators with procedures and tools to state and solve the problems related to operational decision making, leading to maximize the economic return of investment; this is what is aimed to be presented in this paper.

Jan 1, 1998

By Randy M. Cole, Peter J. Phillips

A methodology is presented which quantifies six coal utilization cost components, each proportional to a coal's mineral content. These are: Ash disposal costs, coal transportation costs, plant maintenance costs, reduction in plant peaking capacity, reduction in plant rated capacity, and reduction in plant availability. Numerical examples illustrate that coal containing between. 12.5% and 25.0% ash-plus-sulfur can cause incremental utilization costs ranging from less than $1.00 to more than $8.00 per ton of coal, when combusted in a pulverized coal fired power plant. Estimated costs are then compared to historical data and the conclusion drawn that steam coal beneficiation may have broader economic justification than sometimes realized. It is noted that TVA, which first proposed the methodology and parameters used here, is continuing research on this aspect of coal utilization.

Jan 1, 1981

By R. W. Ballmer

Prior to initiating construction of a new mineral development project, sponsoring organizations must be convinced that the operation will be viable. Proof is typically provided by the feasibility study. Considerable man hours will be spent in assessing and evaluating data on the deposit, its environment, and the means of development. Impact studies must be made for various scales of operation, inclusion of by-products, new methods of treatment, deferent levels of integration, and infrastructure configuration. Examples of current materials handling cost estimates are provided from the ongoing investigation in which Amoco is a participant at Ok Tedi in Papua New Guinea and Gag Island in Indonesia.

Jan 1, 1979

By Thomas T. Read

THE benefits derived from stabilization of industry that might possibly be attained through some scheme of centralized economic planning have been much discussed of recent months, and opinions on the subject range from those who believe that some agency like the War Industries Board would be practicable to create and wholly beneficial in effects, to those who are equally convinced that none of the suggestions so far advanced are at all practicable, or likely to be productive of more of good than of evil. The discussion has been on the general topic, but-many of those who have written or spoken on it have introduced economic problems of the pinera1 industry; for example, Newton D. Baker, who referred to the coal industry in his address on economic planning at the Williamstown Institute of Politics on July 31, and then went on to say, "Industrial progress is made by the development of new things, but new things upset the equilibrium of any plan. Who could have planned the industrial effects of the development of the railroads, or the economic changes which you have seen attend the development of the internal combustion engine. Obviously, unless we are prepared to put world economics in a strait-jacket and, like the encyclopedists, write its full history on the theory that further progress is impossible, no such plan could be made for nations which are forging ahead as is entirely rational for nations which are still catching up."

Jan 1, 1931

By E. H. Crabtree

IN an ideal mill, with perfect milling operations, the mineral extraction would be 100 per cent, the, concentrate would be 100 per cent mineral, the tailing would assay zer.0 mineral and the milling cost would be zero dollars. Such an operation can, of course, never be attained. We can only strive to approach it as nearly as possible and in doing so most recognize .the fact that the three primary factors in milling: assay of concentrate, assay of tailing, and cost of operation bear a definite economic relationship to each other. This relation will change from time to time and will be different for different mills, depending on milling equipment, character and quality of feed, market conditions, and other factors. It is granted that for a given operation there is an economic point, but the location of this point is difficult. It is for the purpose of making some of these economic points a little more tangible that this paper has been prepared.

Jan 1, 1930