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By T. A. Rickard

An educated man is distinguished neither by his clothes nor by his knowledge; he is replarkable not for the things he says, but for the way he says them. You cannot even stand with him under an archway in the rain without finding him out. He may talk only of the weather. His words and his phrases alike may be simple. -at distinguishes him is the arrange- ment of his words; however desultory his talk, it will be method- ical; he has habituated himself to foreseeing the part to be played by each word he uses and the place to be taken by each sentence he utters. On the other hand, the uneducated man, though shrewd and well-informed, will relate facts and events as they recur to him, generally in disorder; in his effort to recollect and in his attempt to rectify forgetfulness he will pause irregularly, filling the intervals with meaningless phrases, such as "and then ", "and: so ", or 'said he to me", "said I to him"; and even the contipuous parts of his story will be told confusedly-because he has not learned the proper use of words.* My own experience as an editor of technical manuscripts has taught me that the misuse of 'that' and 'which' is a fruitful cause of obscurity and confusion. The relative pronouns have distinct functions, and no writer can express himself clearly until he has learned to discriminate between these I functions. For example:

Jan 1, 1931

By R. Perlman

This paper describes the various new computer-aided techniques being used by economists in the construction of economic models. It discusses the relevance of these techniques to mining industries. In particular, it describes their role in making it possible to obtain better estimates of future price and demand developments on the markets on which metals are sold, and how these estimates can be used to improve forward planning by mining companies.

Jan 1, 2014

By G C. Kiel, G J. Nicholson

Corporate governance has never been more topical. A glance at any major newspaper or business publication will reveal a litany of corporate failures based upon the governance of the organisations involved (eg Byrne, 2002; Hayes, 2002; The Economist, 2002). The increased compliance requirements and speculative nature of our industry means that corporate governance systems are, if anything, more important than in the general business community (Arthur, 2001). Rather than focus exclusively on the contribution of governance to corporate failure within the mining industry, however, our objective in this paper is to examine how boards can add value to the corporations that they govern. In order to highlight how a board can add value to a company, we commence by outlining the role of the board in the modern corporation in general and the mining industry in particular. We then introduce the concept of shareholder value and identify the steps on which a board needs to focus to enhance shareholder value through value tracking processes. Our discussion pays particular attention to the importance of organisational culture to the companyÆs activities and utilises three case studies from the mining industry. We conclude with an overview of what mining boards can do to enhance their culture and drive performance changes for the benefit of the companies they govern.

Jan 1, 2002

In 1989 Henry Fairlie wrote a cover story for The New York Republic, 'Fear of Living'. He noted, `The first Apollo space craft caught fire during a test on the launch pad. Three astronauts were killed, the nation was shocked and horrified, all the more because the screams and scrambles of the astronauts could be clearly heard'. After a brief delay in manned flights, the Apollo program resumed with strong public support; within 18 months, Apollo 11 landed on the moon. Fairlie contrasts the Apollo tragedy to the 1986 Challenger disaster. `The prevailing mood in America so panicked NASA that it took almost three years to send up another shuttle', he observed. `In 19 years between these tragedies, the idea that our individual lives and the nation's life can and should be risk-free has grown to be an obsession threatening to create an unbuoyant and uninventive society.' Taking risks is a normal part of our daily routine. The act of living involves minute-by-minute decision-making focused on survival through the practical management of risks. The act of breathing exposes each individual to the risk of infection while the act of crossing the road could almost be considered suicidal. We deal with these constant threats by observing simple rules of hygiene, safety or what may be labelled as common sense. The rules of community, designed to minimise risk in society, can at times lose focus and result in the imposition of schemes that have a far greater cost than the issues from which they protect. Effective management of risk, whether in the community or a business is about awareness and balance and the elimination of unacceptable risk. Risk cannot be eliminated from our lives or our working environment. However it can be managed if it is properly understood, monitored and controlled. The purpose of my presentation today is not to provide a comprehensive technical risk inventory but to capture the essence of risk and the application of management strategies designed to deal with it in a positive fashion. The basis of our differential financial reward system is risk. The key to successful management is to deal with the downside risks in such a fashion that the benefits of enterprise are not eliminated. The key question any investor must consider is `can the major risks assQciated with a venture be managed or eliminated while retaining a greater proportion of upside potential'. The answer to this question is the ultimate value an investor would assign to any project. In reviewing the relevance of risk to our industry the range of papers to be presented today provide examples of how management deals with specific components of risk. In each case the value of the business has been enhanced by the practical application of balanced risk management. The ultimate success of the industry depends very much on this concept as it also provides a public showcase upon which we are judged. Therefore, from all perspectives the effective management of risk is a cornerstone from which to build a stable and progressive mining industry.

Jan 1, 1994

By Kenneth Gavin

The accurate prediction of the shaft capacity of drives piles in sand continues to present problems for foundation designers. Research in this field has been carried out for many years and has yielded a wide range of design approaches -some of which have been shown by recent experimental work to be based on questionable assumptions. This Paper reviews some of the current popular design methods for piles in sand in the context of recent information obtained from high quality field tests conducted by institutions such as Imperial College London. A database of driven piles in cohesionless soils has been compiled from well documented (and reliable) case histories that have been reported in the literature. The measured shaft capacities of the piles in this database are compared with predictions made by the various methods and an assessment is made of the predictive performance and reliability of each method

Jan 1, 1996

By Benjamin F. Tillson

THE past seven years, and 1937 in particular, have witnessed the return of New Jersey iron mining to a place of importance. Following the World War period, little mining was done for several reasons. The properties were operated by small merchant furnaces whose demand was not sufficiently large to warrant large-scale methods with their attendant low operating costs. Under those conditions, the ore produced could not compete with that from the Great Lakes. However, when on Nov. 1, 1.929, the Alan Wood Steel Co., of Conshohocken, Pa., leased the Scrub Oak and Washington properties at Mine Hill and Oxford respectively, they made radical changes in the mining and milling processes which greatly reduced the cost of production and pointed the way to a renewed interest in mining in New Jersey. The following factors have been advanced as influencing the reopening of New Jersey mines:

Jan 1, 1938

By J. Dorsey

In 1910, Colonel Boyce Thompson, who owned Inspiration (now Cyprus Miami) and various other mining interests, formed the Magma Copper Company and leased the Silver Queen claims around Superior, Arizona. At the same time, he purchased other claims around the Silver Queen claims from what was then called the Magma Mine. The mine continued to operate until 1982 when Newmont Mining Company, who owned Magma Copper Company, shut down the operations due to high costs and low copper prices. When Magma was spun off by Newmont as an independent company in 1987, new studies of Superior were started. It was clear from these studies that the mine had been shutdown and over 1400 employees laid off for two basic reasons: first, as a resu1t of a mine plan that was technically flawed and second, be-cause of very high production costs mainly due to the low productivity from a very high cost work force. During 1989 a plan was formulated to re-open Superior with the determination to over-come the problems that resulted in closure. A new mine plan was developed and a management style developed that promotes team work and high productivity.

Jan 1, 1992

By H. Thomasson

THE war, like all destructive agencies, has focused attention on salvage and conservation, and to such an extent that a decade of normal progress has been crowded into a few months. This is particularly true as regards the repair of cutting tools. As a consequence, there has arisen a wide demand for comparable data by those engaged in such work, and for basic information by others who wish to repair tools. These repairs may be grouped in three classes: (1) The repair of broken tools of relatively slender cross-section, such as broaches, reamers, drills, etc., of a type that could be returned to service if a means to join the broken surfaces were available, as fortunately it is in the low-temperature silver solder process; (2) the repair of tools that possess shanks, tangs, and other non-cutting portions that may be broken or damaged to the extent that only the addition of metal will permit their return to service; and (3) the repair of special rotating tools, such as end-mills and milling cutters, that may have portions broken from the cutting edges or have their edges so worn in service as to require building up.

Jan 1, 1943

By J. Owens

The methodology of quarrying changed significantly in the Indiana Limestone industry in the sixty years between September 11, 1941, the date of the Pentagon groundbreaking ceremony and September 11, 2001 when the building was damaged by American Airlines Flight 77. So too, though to a lesser degree, did the machinery and methods used to fabricate the stone. The rededication ceremony on September 11, 2002 marked the end of the Phoenix Project, as the rebuilding effort was named. The story of this remarkable project illustrates what the American construction (and Indiana Limestone) industry can accomplish when working toward a common goal.

Jan 1, 2004

By J. A. H. Church

The report is too voluminous to be considered in detail within the scope of a single paper, so I will confine my consideration of it to the broader aspects, leaving other members to deal with points of particular interest. The method of presentation leaves one with an uneasy sense of prolixity and confusion of thought; the foreword by the Chairman may well be accepted as a true index of the whole. His argument amounts to this: Recognizing at the outset the futility of divided counsels, it was deemed advisable to arrive at unanimity. To this end, some members subscribed to views to which they do not whole-heartedly assent, thus giving weight to conclusions with which they were at variance. Unanimity cannot be qualified-either it exists or is absent-and, moreover, in the text of the Com-mission I can find no word that unanimity is required. Surely it would have been preferable to have a unanimous report covering such aspects as were acceptable to all members, with minority reports by individual members on such other aspects as were controversial, leaving it to the Government to give such weight to the divergent views as the personality of their sponsors might warrant. In the final analysis the value of an opinion varies directly as the personality of its exponent.

Jan 1, 1926

In most States of Australia it is a legislative requirement for underground mines to have a separate means of egress from the normal means of ingress to permit the safe evacuation of workers to the surface in event of an emergency. Such egress may be in the form of a ladderway equipped shaft/underlie or trafficable incline/decline. Additionally, there is a general requirement to have one or more airways, separate to the main shaft or other principal entrance of an underground mine, extending to the lowest level to permit ventilation to all parts of the mine. Fulfilling these requirement is difficult in the development phase of a mine when access underground is achievable by only a shaft or decline in the process by being sunk. What is frequently practiced in Australia is for production to then commence, sometimes in association with continuing development, in the same configuration without the establishment of this separate method of egress to the surface nor additional airway/s with reliance on refuge chambers to cater for back up in any emergency. Not only, could this jeopardise the health and safety of workers in case of an underground emergency it could be construed as a statutory breach of legislation. While recognising that refuge chambers are often used throughout underground operations nowadays their equipping and the criteria for their location needs to be bought into focus. This presentation discusses how such legislative requirement can be met alongside the use and appropriateness of refuge chambers.

Jan 1, 1998

By J. Zhang, T. Oleniuk

It is well-known that Saskatchewan has the world’s richest uranium deposits and advanced processing technologies. Unlike the Saskatchewan deposits, complicated mineralogy is common for other places in the world. Mineralogy dictates the process. Mineral Processing at the Saskatchewan Research Council has been working with the uranium industry worldwide since its inception to develop effective processing technologies to suit the unique mineralogy of each deposit. This paper reviews the research and development of uranium processing technologies in the current major uranium production areas such as Canada, as well as the potential development regions like Argentina and Sweden. Acidic and alkaline leaching processes, as well as by-product recovery technologies are discussed based on mineralogy.

Jan 1, 2020

By Run-sheng xu, Hai-yang WANG, Di ZHAO, Teng-fei SONG, Jian-Liang Zhang

This paper was mainly focused on the different semi-cokes and charcoal which could be new fuels for blast furnace injection. Through the comparative study with bituminous coal and anthracite coal, the properties of semi-cokes and charcoal were presented in this research. 10 indexes of different fuels were obtained by different standard experiment, including proximate analysis, ultimate analysis, igniting point, explosivity, transportation characteristic, ash properties, grindability, calorific value, combustibility and reactivity with CO2. According to the data analysis, it provided a theoretical basis for rational utilization of various blast furnace fuels, and helped to broaden the scope of the blast furnace injection fuels. This research could contribute to energy conservation, emissions reduction, and sustainable development of iron and steel enterprises.

Jan 1, 2015

By J Morton

The Resource Management Act 1991 represented an innovative and unique piece of planning and environmental legislation when it was introduced. Since the Act was passed into law in 1991 it has been subject to nine amendments, many of which were of the ætinkerÆ variety. These amendments recognise that the Act has not been as successful in providing the æone-stop shopÆ for resource users that the Act was hoped to be. The latest and most significant attempt at changing the Act was the Resource Management Amendment Act 2003. The amendments made by the Amendment Act have proved to be largely unsuccessful in achieving any significant changes to the way resources are managed in New Zealand, and have failed to address many of the concerns which drove the original Resource Management Amendment Bill in 1999. The recent decision to discontinue further investment in Project Aqua has once again placed the Act in the spotlight as a significant hand-brake on major projects. This particular event has led to yet another review to be undertaken this year. The review will focus on five key areas:   1.   achieving the right balance of national and local interests; 2.   improving the design and process for local policy formulation; 3.   improving the consent decision making process; 4.   allocation of natural resources (water, air and geothermal); and 5.   supporting measures for building capacity and promoting best practice and implementation at the local authority level.  It is important for the business community and the mining industry in particular to seize the opportunity that this review provides to make sure that any amendments undertaken as a result of the review achieve the aims listed above. The review needs to be considered in light of the current regime for the management of natural resources in New Zealand. In addition to the Resource Management Act 1991, the Crown Minerals Act 1991 and the Building Act 1991, which form the core resource statutes in New Zealand, there have been other developments affecting the regime. Special legislation over and above the Resource Management Act 1991 has been enacted to protect the Hauraki Gulf and special legislation is currently being considered to protect the Waitakere Ranges in Auckland. In the Hauraki District mining is prohibited in some areas and a plan change mechanism is specified as the appropriate tool to use in the event a mineral resource is to be developed in those areas. The current review is a further opportunity to remedy the inadequacies of the Act.

Jan 1, 2004

By M van Kampen

The Resource Management Act 1991 has been amended on a number of separate occasions since its enactment in 1991, and has recently be subject to further amendment by way of the Resource Management Amendment Act 2005. The amendments as proposed in the Resource Management and Electricity Legislation Bill would have had revolutionary and far-reaching consequences. However, as finally enacted, the amendments are a greatly watered down version of what was initially proposed.   Nonetheless, the Resource Management Amendment Act 2005 has provided for a number of amendments that will impact on the minerals industry to varying degrees. This paper discusses in particular the changes and impact of the changes to the definition of æcontaminated landÆ, clarification with respect to the duty to consult, amendments to the provisions relating to National Environmental Standards, and to the council and Environment Court hearing process.

Jan 1, 2005

By G. W. Evatt

This paper presents the scientific framework underpinning the Resource Valuation and Optimisation Model (RVOM). The RVOM is a Real Options software package, which helps mine owners optimally plan their operations, understand their project risks, and make defensible valuations. This is achieved in the presence of both financial and physical uncertainty. The three key outputs from the RVOM are: Valuation, Optimal Decision and Probability of Decision, where a decision can include any combination of: normal operation, expanded operation, care and maintenance, and abandonment (and variants thereof). This paper presents a clear example of the RVOMs usage to a case-study gold mine.

Jan 1, 2011

By C Tonkin, S D. Howell, P V. Johnson, J Moriarty, P W. Duck

This paper presents the scientific framework underpinning the resource valuation and optimisation model (RVOM). The RVOM is a partial differential equation based real options software package, which helps mine owners optimally plan their operations, understand their project risks, and make defensible valuations. This is achieved in the presence of both financial and physical uncertainty, as well as processing capacity constraints. The RVOM can be applied to any multi-ore mine, open pit or otherwise, where the block-order of extraction has already been planned using existing software tools such as the Gemcom WhittleÖ strategic mine planning package. The RVOM can also take account of multiple commodities within a single mine, and multiple forms of price behaviour. The three key outputs from the RVOM are: valuation, optimal decision and probability of decision. A decision takes account of upfront costs, and can include an unlimited number of transitions between: normal operation, expanded operation, care and maintenance and abandonment (and variants thereof). The RVOM then employs stochastic process theory to determine the probability of reaching these decisions. This gives the mine operators clear indications as to where their risks lie, aiding their mine planning. A clear example of the RVOMs usage to a case-study gold mine is presented, demonstrating its broad applicability, the added value it can create and how users can easily make use of the RVOMÆs state-of-the-art algorithmic engine.

Sep 26, 2011

"The U.S. Bureau of Mines established on August 15, 1983, The Generic Mineral Technology Center for Respirable Dust (Dust Center) within the Mining and Mineral Resource Research Institutes (MRIs) at The Pennsylvania State University and West Virginia University, and in association with participating MRIs at Massachusetts Institute of Technology and the University of Minnesota. In 1986, Michigan Technological University (MTU) was awarded a grant through the Dust Center. The center's research program has been developed with recognition of the stated objective of the Federal Mine Safety and Health law, which is ""... (to) permit each miner the opportunity to work underground during the period of his entire adult working life without incurring any disability from pneumoconiosis of any other occupation-related diseases..."" The Dust Center's program is designed to foster an accelerated attack through fundamental research on problems confronting the control of respirable dust in mines. The interactions of the universities and the research program components in the characterization of coal seams, respirable dust particles and the workers lungs are depicted in the logo of the Dust Center.The primary goal of the Dust Center is to reduce the incidence and severity of respirable dust disease through advancing fundamental understanding of all aspects of respirable dust associated with mining and milling, and the interaction of dust and lungs. The Dust Center's research program explores these concerns with the objective of refining existing strategies and developing new respirable dust control techniques that are consistent with the fundamental dust-lung interaction processes that lead to mine worker disability. The work concentrates on: (1) control of dust generation; (2) dilution, dispersion and collection of dust in mine airways; (3) characterization of dust particles; (4) interaction of dust and lungs; and (5) the relationship of the mine environment, geology, and seam characteristics to dust generation and mobility. The fundamental aspects of this work are applicable to the control of respirable dust problems in both hard rock mines and coal mines, and to other dusts such as those generated by diesel equipment. Achieving the Dust Center's goals also involves the training of engineers and scientists, graduate students, and undergraduate students through their respective institutions, and technology transfer to industry. The distribution of personnel in the various universities are presented in Table 1. A directory of Dust Center principal investigators is presented in Appendix 1. A summary of degrees granted and mineral sector employment is presented in Table 2. The subjects of theses developed under the various research projects are presented separately in Volume 7. The center research is fully compatible and complementary with the existing and ongoing U.S. Bureau of Mines activities (see Volume 2). Additionally, the expertise and facilities of the NIOSH--Division of Respirable Disease studies are available as a result of the existing relationship between NIOSH and West Virginia University. Figure 1, Respirable Dust Center Projects and Activities, presents the various projects in the five major areas of investigation and the scope of characterized dust samples, the suite of tests, the sampling and dust generation methods, and the size, chemical and mineralogical analysis performed in the center. Table 3 presents a summary distribution of the 95 publications and presentations that have emanated from the center. In addition there are more than thirty presentations made at each annual Dust Center review meeting. The titles, authors and location of presentation for publications supported by the Dust Center are presented in separate publication volumes for 1984 (Volume 3), 1985 (Volume 4), 1986 (Volume 5) and 1987 (Volume 6)."

Jan 1, 1988

By G. J. Hawkes

"We all know that every man who works for us should have a thorough knowledge and understanding of his responsibilities. But how about ourselves? Du we have a thorough knowledge and understanding of our own responsibilities as Mill Superintendents?I once had an occasion to say to a Manager that I did not know something was my responsibility and he replied with suitable emphasis ""Everything inside those four walls is your responsibility"". That makes the extent of our responsibilities clear but does not give us a check list to keep an eye on as we do our job from day to day.What are our responsibilities? I suggest they are the following:1. Developing and maintaining efficient operating and maintenance crews.2. Milling the required tonnage.3. Recovering the economical maximum amount of gold.4. Keeping costs at the economical minimum.5. Seeing that the figures are reasonably accurate for tonnages, assays, production, losses, and costs.6. Preventing accidents.7. Preventing fires.8. Maintaining the equipment and building and keeping them clean and tidy.9. Enforcing company rules and regulations."

Jan 1, 1965

By Robert E. Ennis

The somewhat misnomered "continuous" face section is in most mines today still far from perfect continuity. Achieving uninterrupted flow of coal from the mining machine to the outside has been a long sought for goal. Clearly, the largest problem to be solved in continuous mining today is one of increasing the cutting time of the miner. Full machine utilization can never be achieved with the new high capacity miners, as long as their performance is tied to that of the shuttle car. Figure No. I illustrates the point at which shuttle car haulage distance determines unit productivity rather than the productive capacity of the miner. Continuous mining is never realized. A recent development has proven, however, that truly continuous mining and haulage is possible. The Bell & Zoller Coal Company working with the Research and Development Department of Hewitt-Robins Inc. developed and perfected a new mining system which offers advantages in terms of increased productivity at reduced mining costs and enhances the safety of personnel at the face. This new system involves the use of two pieces of equipment that form a unbroken link, at all times, between the mining machine and the mine belt haulage system. These pieces are a Mobile Bridge Conveyor, and an extensible panel conveyor. The following areas of discussion will be covered during the review of this development. I. The design and operating features of the new system. 2. Its application in underground mining 3. The performance of the system to date 4. Operation and maintenance cost considerations 5. Safety features of the system

Jan 1, 1965