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By Karl A. Smith, Roger T. Johnson, David W. Johnson

Conflicts are common in the mining industry. Engineers are accustomed to addressing issues such as land use, air and water pollution, and health and safety. Although conflicts of interest are important in the industry, they do not have the impact on organizational decision making that controversy does. Controversy is a type of conflict, probably the most important type, for effective decision making and competent problem solving. It exists when one person's ideas, information, preference, choices, conclusions, theories, opinions, or perspectives are incompatible with another's and the two seek to reach an agreement (Johnson and Johnson, 1979). Interpersonal and intergroup controversy is prevalent in the day-to-day functioning of organizations. If constructively managed, this type of controversy has important implications for effective decision making and problem solving. Too few organizational members accept controversy, and almost none attempt to stimulate it. This is because too few of them understand controversy well enough to accept and use it effectively. Most organizational personnel lack the interpersonal skills needed to stimulate controversy and manage it effectively. Discussion of conflicting ideas may not be common in problem solving situations due to the fear and anxiety most people feel in conflict situations. Traditionally, organizations suppressed conflict. They believed it was avoidable, caused by management errors. Optimal organizational performance required its removal. Conflict, though, is inevitable. And optimal organizational performance requires a moderate level of conflict. Management should manage the level of conflict and its resolution, for optimal performance. The current view stresses the importance of controversy for learning. Confronting a person with a different point of view stimulates that person to gather more information to elaborate, justify, or provide rationale for their position. Controversy: Process and Outcomes The decision making process begins with participants categorizing and organizing current information and experiences so that a conclusion is derived. When participants present their conclusions to another group and realize their conclusions are being challenged, a state of internal conceptual conflict or uncertainty ensues. This uncertainty motivates the challenged group to actively search for more information, experiences, and a more adequate cognitive perspective and reasoning process to resolve the uncertainty. Participants will adapt their cognitive perspective and reasoning through understanding the perspective and reasoning of others to derive a new or reorganized conclusion. This process may be repeated several times before a decision is reached. The active search for additional information on the alternatives is also promoted, along with greater mastery and retention of information and a more accurate understanding of opposing viewpoints (perspective taking). Of the many positive outcomes of the use of controversy, the effect on higher level cognitive reasoning and processing is especially important in engineering decision making. Research has been done on expert-novice difference in medical diagnoses, physics problem solving, and geological exploration. It shows that preparation for verbal interaction and the actual verbal interaction with peers with differing view-points promotes the development of expertise. Constructive Controversy Conditions Some controversies among decision makers concerning their preferred solutions to a problem can be beneficial. But sometimes they are not. As with all types of conflict, the potential for either constructive or destructive outcomes is present. Whether the consequences are positive or negative depends on the controversy and the way it is managed. The conditions and procedures of controversy management that determine the outcome include: the goal structure within which the controversy occurs; the degree of heterogeneity of decision makers; the amount of relevant information distributed among decision makers; the ability of decision makers to disagree with each other without creating defensiveness; and the perspectivetaking skills of the decision makers. Goal structure: Two possible contexts for controversy are cooperative and competitive. A

Jan 3, 1985

By R. Kent Comann

Introduction This article describes ways to maximize employment potential for those looking for a job in the minerals industry. Advice on the right way to prepare a resume is followed by tips on where and how to look for a job and ways to make the best of an interview. Information on current salaries is also included. RESUME NAME: Give home and college addresses and telephone numbers, ADDRESS: if still in school. Otherwise, give home address and TELEPHONE: telephone plus business telephone number. JOB OBJECTIVE: What do you want to do? EDUCATION: List degree(s), name of college(s), location(s), and date(s) degree(s) received or to be awarded. Do not list your high school but do include postgraduate education, training, or seminars. WORK EXPERIENCE: List your most recent experience first, and the rest in reverse chronological order. Include dates (month and year) and company names. First show the entire time spent with each employer, then list the various jobs (with dates and duties) you may have had with this employer. MILITARY SERVICE: List dates, branch of service, and duties. If you did not serve, delete this section. COLLEGE ACTIVITIES: Show organizations, sports, and offices held. Only list these if you are a graduating senior, otherwise delete this section. PERSONAL DATA: List age, marital status, height, weight (optional), foreign languages spoken, professional memberships, and health (if good or excellent, otherwise do not mention it in the resume). If you prefer a certain location and would not accept a job anywhere else, list the location desired. Otherwise, do not restrict yourself. Also list special skills, hobbies, or interests that will help sell you to the company. Be brief in this section and use good judgement as to what you say. REFERENCES: Furnished on request. Resume Guidelines There are some things to remember when preparing a resume. These include: • Limit your resume to one page, unless you have a lot of experience. Then it should be a maximum of two pages. • Use 8.5 x 11 plain bond paper, white or off-white. Stay away from colored paper, odd size paper, and cute resumes. They are counter-productive. • Make certain your resume is typed professionally. Be sure to check for spelling, grammar, and typographical errors. • Have your resume reproduced by copier or printing shop. Do not use carbon copies. • Keep your sentences and remarks short and punchy. Use action verbs. • Have a good layout that is easy to read, brief, and uncluttered. Allow some white space in your resume. There are also some things you should not do when preparing a resume. These include the following: • Do not include a photograph or mention your religion, race, or sex. • Do not leave gaps of time unaccounted for in your resume. • Do not include your college transcripts with your resume or list all the courses you took in college. • Do not list all the articles you have written. Only list one or two, if appropriate for, say, a research and development job. • Do not include reference letters with your resume. Any good, prospective employer will make telephone reference checks. • Do not use "Curriculum Vitae," use "Resume." • Do not include unnecessary data such as your social security number, passport number, or PE registration number. If you are a PE or EIT, be sure to mention that in your resume. Do not mention US citizenship or US work permit unless you have a foreign education or are not a native US citizen. • Do not include present salary or salary requirements. This will come out in the interview. • Do not use the word "I" in your resume or refer to yourself in the third person. • Do not lie, distort, exaggerate, or editorialize in your resume. • Do not have your resume prepared by an outside resume service. This is unnecessary, costly, and generally not effective.

Jan 2, 1985

By D. W. Gentry

Introduction Until recently, there were many jobs for mineral engineering graduates. Traditionally, minerals-related career paths available to university graduates stem from rather standard offerings in the disciplines of mining, metallurgy, petroleum, geology, geophysical engineering, and mineral economics. Within each discipline, there exists many career opportunities. In fact, until fairly recently, the most difficult decision for most graduates was choosing among all the available alternatives. Unfortunately, this relative state of euphoria changed quickly and dramatically within the minerals sector. Within two or three years, graduates from minerals-related engineering disciplines found it exceedingly difficult - and then almost impossible - to secure employment in the minerals sector upon graduation. At the same time, there were dramatic reductions in production requirements and, ultimately, mine closings. This resulted in massive layoffs and often termination of professional personnel possessing significant and valuable industrial experience. Obviously, this worsened an already bad employment picture for those hoping to begin a career in minerals. Certainly, there is no universal agreement on what the future offers for the US minerals industry or the career opportunities associated with it. However, there are a number of considerations that deserve study by students, faculty, administrators, and industrial personnel before minerals-related career paths are chosen. Where Will the Jobs Be and How Many? Everyone is aware that the minerals industry is very cyclic. It is not surprising then that job opportunities for new graduates also fluctuate. Typically, there is a two-to-four year lag between industry's engineering manpower needs and the academic community's ability to produce this talent. Due to the response lag, there will necessarily be years when supply and demand do not match. Employment Projections It is extremely difficult to anticipate what the key career paths might be within the next few years. Considerable speculation remains with respect to whether activity in the US minerals sector over the short-, intermediate-, and long-term will improve, remain status quo, or further deteriorate. However, some information pertaining to the prospects for career opportunities in mining engineering was offered by Tingley and Ghose (ME, Sept. 1983, p. 1274) from a study performed by Fenvessy and Schwab. Results from this industry-sponsored survey suggest that the US will experience 700 more mining engineers than needed in 1985, 1300 in 1990, and 1800 in the year 2000. These conclusions were based on the assumptions that future graduate levels remain flat and demand increases 3.6% annually. Educators quickly argued that depressed job markets, coupled with university student mobility, would negate the assumption of flat mining graduate levels in the immediate future. Student Mobility Student mobility from one engineering discipline to another is high. This is perhaps best demonstrated by the tremendous growth in programs such as computer engineering and computer science at the expense of enrollments in the more traditional engineering programs. The ability and willingness of students to quickly change engineering disciplines in response to existing and perceived job market demands have created significant student, faculty, and resource dislocations within universities nationwide. This has resulted in problems for university faculty and administrators responsible for effective use of

Jan 2, 1985

By Richard L. Stotlar

Introduction During the last decade, the metallic minerals segment of the industry could be categorized as a "feast-or-famine" business. It is no secret that metallic minerals are cyclical. Employment opportunities greatly depend on the supply and demand for its mineral products. It is also not unusual for there to be a lag between the industry's manpower requirements and academia's ability to produce new graduates. Due to this lag, there will be years with manpower shortages, as in the mid-1970s. At other times, supply will exceed demand. The question is where will the jobs be in the years to come? This presentation will review reasons why employment opportunities have declined within the metallic minerals industry. It will also predict future demand for mineral engineering graduates. And it will outline strategies for obtaining an employment offer. Historical Review - Employment From 1977 through 1983, about 75% of all metal mining employees were directly engaged in production activities, down from 83% in 1965. This decline reflects increased use of labor saving equipment, and more government regulation and foreign competition. Metal mining's employment decreased from 74,000 jobs in 1982 to fewer than 68,000 in 1983 - an 8% decline. The overall industry is having these problems because of the general downturn in the economy. For example, at the beginning of this decade, US automobile and steel industries were in trouble. Interest rates were too high and volatile. This adversely affected construction, housing starts, and manufacturing. All these industries, being large users of base metals, drastically affected the metals industry. US copper companies are still having problems. Reports indicate that many copper employers have cut production, laid-off workers, and permanently closed mines, refineries, and smelters. A decline in the demand for US produced metal products, such as copper, obviously affects some mineral engineering employment opportunities. Other factors to consider when looking at employment opportunities and why it has become difficult for US metal producers to compete in the world market include: • The grades of ore bodies of many US minerals are considerably lower than the grades of ores being mined elsewhere in the world. • The grades of ore bodies currently being mined in the US are steadily declining. • Foreign producers are largely government controlled and are not necessarily subject to the realities of supply and demand. • US environmental regulations have considerably added to production costs. Foreign producers in most countries do not have to worry about these additional costs. • US mines are getting deeper. This adds to the cost of production because of the increasing distance the ore has to be transported. • Plants and equipment are outdated. Many companies find themselves operating with equipment and plants that need modernizing or replacing. This obviously hinders competitive productivity. • Labor and management have had problems. Work stoppages in certain mining businesses and high wage and benefit costs in relation to foreign producers place US producers at a disadvantage. • Much land is unavailable. The US government owns most of the land considered to have the best potential for minerals development. Most of this land is unavailable for mining or exploration. Therefore, it appears that finding employment with a company whose primary business is mining and processing most metals, such as copper, in the US will be quite restricted and competitive. Future Demand It is difficult to anticipate what key employment opportunities within the next few years will be available to mineral engineering graduates. The Engineering Manpower Commission estimated that US engineering schools awarded 72,471 undergraduate degrees in 1983 vs. 66,990 in 1982. This was the eighth consecutive year in which the number of baccalaureates awarded has increased. On a brighter note, the US government's Occupational Outlook Quarterly stated that the growth rate through 1995 for all engineers is an encouraging 49% over present levels. The estimated number of engineers employed in 1982 is 1.2 million. The numerical in-

Jan 2, 1985

By R. J. Roman

Introduction This paper attempts to describe the characteristics of the industrial minerals segment of the minerals industry that make it different from the other segments. Also described are the trends, strengths, and shortcomings in the industrial minerals segment. This may help professionals in the minerals industry determine if there is a place for them in industrial minerals. Industry Overview It is difficult to generalize when describing the industrial minerals industry. Some products, such as cement and potash, are produced exclusively by large, well capitalized and technically sophisticated companies. Others, such as sand and gravel, are generally produced by small, family-owned companies operating on a shoestring budget. Still other products, such as feldspar, are produced by both types of companies. Not only are the companies vastly different, the products and marketing of their products are also different. Industrial mineral products are sold based on their physical characteristics (abrasives), or their chemical characteristics (trona), or both (glass sand). Marketing can be direct by the producing plant, a corporate office handling products form several plants, or through distributors. The geologic, mining, and processing skills needed can be minimal or sophisticated. There can even be large differences in the technical skills needed in two plants producing the same product. One feldspar producer may only need to mine and grind his ore, while another may use a delicate flotation process. One easy generalization is that there are industrial mineral operations in all geographic locations. A second is that industrial minerals offers more opportunities to entrepreneurs than the metals field because of the variety in the sizes and types of operations. Industry Growth Industrial minerals must be considered a mature industry. Consequently, little exciting growth can be expected. Over the past 30 years, industry sales have grown at a rate of 6.2%, compared to a 6.7% growth rate of the GNP (Kliff, 1978). A 3.8% growth rate has been forecast for the remainder of this century. The fortunes of those plants producing a product for local consumption will depend on the prosperity of the local economy. The fortunes of those plants that sell into the national market will depend on their competitiveness in their industry. Major industrial mineral products are shown in Table 1. The first three commodities account for 66% of the industrial minerals market. Typically, deposits of stone, sand and gravel, and the limestone, silica, and clay needed for cement are easy to find and mine. Role of Mining Engineers and Geologists Because a sophisticated techcical knowledge of geology or mining is not required, very few geologists and mining engineers are employed in industrial minerals. Geologists working for these companies function less as geologists than managers and executives dealing with permitting and land acquisition. Likewise, mining is done mostly by open-pit methods. It is generally supervised by an individual experienced in the operation and maintenance of heavy equipment, not a mining engineer trained in rock mechanics or computer methods of mine planning. What of the geologists and mining engineers employed by the industrial minerals industry? Many gained their positions as a result of their experience dealing with the regulatory agencies that control the operations of all mines and mills. Their technical expertise in geology or mining becomes only a side benefit. Finding and mining industrial minerals does not generally require the concentrated efforts of geologists and mining engineers. But the processing of the ores does

Jan 2, 1985

By John R. Marks

Introduction An engineer is a builder and a problem solver. He uses knowledge of the properties of matter and energy to furnish the needs of society. Engineers form the bridge between scientific researchers and the general public, most of whom are technologically illiterate. Mining, metallurgical, and petroleum engineers extract minerals from the ground and process them into usable forms. Then, other engineers further process them into society's needs. Minerals engineers deal with more uncertainty than other engineers. Each ore deposit has its own personality and each ore is metallurgically unique. Minerals engineers, therefore, must be flexible, often applying larger safety factors and contingencies than other engineers, and frequently functioning as a jack of all trades. A minerals engineer can work in coal, oil, oil shale, base metals, ferrous metals, precious metals, industrial minerals, strategic minerals, or in exploration. Other mining jobs include banking and financing, education and research, marketing and sales, and government. As a minerals engineer, you may be among the first to work on the ocean floor or the moon. College Preparation A difference between college and industry is the type of problems to be solved. A typical college problem has an exact answer derived from given information. An industry problem is more apt to have a solution chosen from a number of alternatives. Information required for the solution is not given. It must be measured, calculated, looked-up, estimated, or otherwise derived. Solutions involve trade-offs, economics, and human factors, as well as application of physical laws and theory. When a college problem is answered, you move on to the next one. In industry, however, the headaches may just be starting with the implementation of the solution. Students often complain that they see little use for the theory they are learning. This is valid. A good professor will link theory and practice. Another difference between college and industry is the price of failure. In college, you can make a half-hearted effort in an assignment and take your C or D. On the job, however, poor engineering results in potentially effective projects being rejected and unsound projects being undertaken. Poor performance results in cost overruns, schedule holdups, oversights, disgruntled employees, irate bosses, unsafe structures, and unreliable systems. The costs are time, money, and possibly lives. The student pays the university for his work - not the other way around. So the rewards for good schoolwork often seem nebulous. But education must be viewed as an investment. Working for good grades will help you think better, learn more, receive better job offers, and perform more effectively on the job. There is no substitute for hard work. Avoid taking the easiest electives. If you desire a more liberal education or dislike rigorous physical sciences, mathematics, or engineering courses, change majors. Remember, you are training to be an engineer, not a computer programmer or market analyst. At least one summer of industry employment is necessary for minerals engineering students. The sooner you gain actual experience, the sooner you will know whether to change majors. Most large companies hire students during summer. It is best to send out applications around Christmas break. First and second year students usually work as laborers. Upper-classmen may work as engineering technicians. Students must sometimes choose between returning to a company at a higher position or trying a different company at a lower position, for more varied experience. Both alternatives have advantages. Do your best on these summer jobs. The company is watching. If you do well, the chances are good you will get a job offer when you graduate. Good references are important when you begin job hunting. Interviewing occurs near the end of your school career. The standard procedure is to send your resume with a cover letter to each company you are interested in. The resume for a graduating engineer with little experience need not exceed one page. The cover letter must be written for the individual company.

Jan 2, 1985

By G. H. Roybal

Humic-acid-rich deposits exist in Arkansas, Florida, Louisiana, New York, North Dakota, Michigan, Minnesota, Texas, and Wyoming (Burdick, 1965) and in New Mexico (Shomaker and Hiss, 1974). New Mexico humic deposits are associated with coal in the northwestern part of the state where humate and weathered coal are presently mined. Discussion of the humic -acid industry in New Mexico requires an understanding of complex terminology and coal geology. TERMINOLOGY Humic material is not a pure substance so an ambiguous and complex terminology is in use by geologists, chemists, soil scientists, agronomists, and producers. Material mined for its humic-acid content is an extremely variable mixture of base-soluble humic, fulvic, and ulvic acids and their salts, formed during partial or complete decay of organic matter. This decay releases a high-molecular-weight organic material which is darkly colored, partly colloidal, and weakly acidic.

Jan 1, 1985

By William P. Lohden

INTRODUCTION It is recognized that, for a variety of reasons, some companies in the mineral industry today are by no means cash-rich and, in fact, are reporting a growing proportion of long-term debt in their capital structures. A review of recent balance sheets of small, medium-size, and some larger companies, indicates that a fair number still have substantial positions in cash equivalents such as U.S. government issues and other short-term money market instruments. In part, this paper concerns itself with companies which have sufficient cash and equivalents and/or cash generation to internally finance mining projects or expansions but which, for some reason, choose to borrow funds. Misconceptions which appear to frequently underlie so-called "leveraging" decisions are explored in this paper. Also considered arc' those circumstances under which any company, including one that is cash rich, should consider borrowing for a project in an amount beyond what would otherwise be necessary based upon its internal financing ability. I do not attempt to cover the raising of equity capital in public markets in this paper. OVERALL RETURN ON INVESTABLE CASH If you approach an individual with an investment which can be financed from savings, or by borrowing at a rate higher than one is earning on savings, that individual will quickly tell you that to pay interest at a rate higher than is being earned on savings would reduce overall income. Assuming that additional investment opportunities are not currently being considered, the individual concludes that a draw-down on savings, leaving a cushion for contingencies suited to individual circumstances, is the correct financial decision. For reasons discussed later, the simple mathematical logic leading to this conclusion tends to become obscured at the corporate level. When Leveraged Studies Are Inappropriate or Premature Surprisingly, I have heard of a number of companies that could afford to finance an investment solely with internal funds, which have made DCFROR (i.e. discounted-cash-flow rate-of-return) studies not only on a 100% equity basis but also on a leveraged basis. Certainly, a leveraged study would be appropriate if additional projects were competing for more capital than was available internally. Often, however, other projects are not far enough along to warrant a leveraged study and there is some danger that a project may be undertaken because it has an estimated acceptable rate of return, on a leveraged basis, that is not ultimately earned because some of the other projects are postponed or abandoned and borrowing is less than expected. For the above reasons, until it has been determined that (1) borrowing is a reasonable certainty for a particular project and (2) the timing and amount to be borrowed has been determined within a reasonable range of accuracy, I believe it is inappropriate and misleading to calculate DCFROR for a project other than on a 100% equity basis. Even when there are several projects currently competing for funds and borrowing will be required to finance one or more of them, using the common yardstick of calculating DCFROR on a 100% equity basis is a safer method to initially evaluate and compare the attractiveness of the projects. Many companies, whether they would have to borrow or not, will reject projects that on a 100% equity basis do not meet their minimum rate of return standards. Some companies which have to borrow will undertake a project provided the project's DCFROR on a leveraged basis meets its minimum return standards. The danger of this approach is that even moderate shrinkages of estimated cash flows could plunge return below

Jan 1, 1985

By Donald E. Zipperian

It has been recognized that froth flotation of mineral particles utilizing rising flow of micro size air bubbles, counter-current to quiescent falling flow of particles in a column type cell, provides a unique mechanical atmosphere conducive to extension of froth flotation process to much coarser and finer particles sizes than possible with mechanically agitated and aerated cells. 1,2,3,4. This paper describes metallurgical results obtained at several plant installations of large capacity commercial size Deister FLOTAIRE® Column Flotation Cells. These cells utilize air aspiration into surface tension lowered water to generate micro size bubbles. Operating costs, power, wear, and scaling characteristics of rougher, cleaner, and scavenger units are compared with mechanical units. Problems encountered and scale up criteria developed when increasing from 0.20m(8inch) diameter pilot cells to 2.42m(96inch) commercial cells are discussed.

Jan 1, 1985

By M. T. Erickson, C. A. Rowland

Ball mills 5.5 m (18 ft) in diameter and larger tend to use energy delivered to the mill less efficiently than smaller diameter mills, particularly when the large mills carry 40% by volume ball charges. This paper will explore factors used in scaling up ball mills, showing where the advantages of one factor can possibly be negated by another factor. The paper will propose possible operating limits and areas for further study to establish selection and design limits.

Jan 1, 1985

By A. Brown

"The first printed report on Canada's coal resources was published in Paris in 1672(1. Written by Nicholas Denys, then Governor for France of Isle Royale (Cape Breton Island), the report dealt exclusively with the coal of the Atlantic region because little or nothing was known about the interior of North America. Clearly, also, he wrote about a resource of which much was known among the military and early settlers of that day. This early knowledge is not surprising because the presence of coal is clearly displayed in the coastal cliffs of Cape Breton as it was also, at a later date, to the first arrivals on Vancouver Island.An example of early use was that of the French garrison at Fort Louisburg in the first half of the 1700s. Still earlier, in 1643, Governor Winthrop of New England reported the receipt of a small ship load of coal from New Brunswick (2). Despite this early knowledge there was no significant development of coal mines until the 1800s. This had to await the ending of wars between the French and British factions and the growth of population. Basically, also, its development awaited the beginning of the Industrial Age. Organized coal mining began in Canada in 1825 with the formation of the General Mining Association. This British firm was the creation of a group of London jewellers which had been granted royal rights, by the British crown, to all minerals in Acadia (substantially the present Maritime Provinces). The Association took over a number of existing small mines and opened up larger operations in the Sydney coal field. Subsequently, it expanded to the mainland Nova Scotia fields at Stellarton and Springhill. The Association continued in existence as the major coal producer in Canada until 1899 when it sold its properties to the Nova Scotia Steel and Coal Company, Limited (3). This Montreal-based firm managed the coal mines as a major Canadian producer of coal until 1968 when financial problems led to the expropriation of the mines by the Government of Canada. The federal government established the Cape Breton Development Corporation to operate the larger mines on Cape Breton Island. This Crown corporation continues to be a .major producer of coal in Canada."

Jan 1, 1985

By Richard D. Mills

Throughout the mining industry, many companies perform sophisticated business and financial analyses of proposed capital investments. However, once the project is approved, it is never reevaluated. At best, there is an attempt to control capital costs and minimize overruns. The post-installation appraisal, a formalized review of investment performance, may prove helpful. Typical Project Review A typical capital investment is approved after business and financial benefits have been reviewed with management.* The financial data shown to management often include a net income statement, cash flow analysis and summary economic data similar to those shown in Table 1 overleaf. These financials report the expected impact of the project on the corporation financial statements. This project is a rudimentary example of a capital investment decision. An actual project would undergo a more sophisticated analysis incorporating depletion benefits, deferred taxes and a detailed cost breakdown. The example project has several financial benefits that could result in management approval. For example, it provides an immediate net income benefit to the company, generates positive cash flows every year of the project life and has a discounted cash flow rate of return of 25 percent. However, it also has the disadvantage of a long payback period. A sensitivity analysis would show which areas of the analysis have the greatest impacts on profitability. Post-Installation Program Objectives The post-installation appraisal goes beyond the analysis shown in Table 1 by comparing actual results to those projected in the original economic analysis. The post-installation program has three primary objectives: 1. To provide a periodic performance review of major spending programs. 2. To review decision-making and evaluation procedures. 3. To provide a means of controlling individual project investments. The first major function of the post-installation program is the periodic review of actual performance of projects and investment programs, identifying those factors which proved critical to the health of investments. This review will serve to keep management abreast of progress, provide a comparison of actual performance against expectations, and provide valuable information that can be used for improving future economics. The second major function of the program is to perform a continuous review of the decision-making process. This includes testing of evaluation procedures, forecasting techniques, and logic used in making decisions. An information system should be set up whereby original evaluations and historical performance data gathered under the appraisal program are documented for use by evaluators and management when assessing past and future investment proposals. Such data should be particularly useful in evaluating new and developing types of operations and in activities where companies repeatedly reinvest. The primary purpose of this feedback system is to sharpen estimates to assure that they are realistic and attainable. The appraisal program also provides assurance that consistent evaluation procedures are being used throughout a company, leading to improved procedures

Jan 1, 1985

By H. F. Ghezzi

The indirect method of drying coal fines is applied to filter cakes which ordinarily contain 22 to 30% moisture and are not readily transportable. The "Thermal Dryer", which operates on the mass transfer principle, has found wide use in coal preparation plants. The thermal dryer is penalized in operation by the necessity of adding coarse coal to the wet fines before entering the dryer body in order to produce a permeable bed, and thus enable hot gases to uniformly contact the wet mass. The ratio of coarse coal to fines varies from 2:1 to as much as 4:1, depending on the average particle size, moisture, and ash content of the fines.

Jan 1, 1985

By G. E. Tooker

This paper (1) presents new data on the use of horizontal curves to optimize the alignment of belt conveyors. The operating concept of a horizontal curve is simple. As an element of the belt passes through the curve, it is motivated to drift toward the center of the curve by unbalanced tension forces in the belt. This lateral drift is resisted by the forces of friction and gravity, which in turn can be stated as a function of drift. Resisting forces, as a function of drift, are stated in terms of variables such as the amount of load on the belt, and parameters such as the trough angle, tilt angle, and super elevation angle, and number of rolls in the idler. The trick is to determine that the belt will drift to a position of equilibrium within predictable limits, without physically constraining the edge of the belt. In practice this prediction is not easy to make without the aid of a computer. The motivating force is easy to calculate, but its value is continually changing throughout the angle subtended by the curve arc. The resisting forces are constant throughout the curve for a given drift and load condition, but the calculations are very complex. Data in this paper will assist the conveyor designer in making preliminary calculations for horizontal curves. Presented is the equation for calculating the motivating force, and a family of curves that show the resisting force as a function of lateral drift for some commonly encountered conveyor design criteria.

Jan 1, 1985

By A. K. Sinha

Modern mine ventilation systems have grown rapidly in recent years both in tern of its complexities as well as its value for human health and safety. Although computer models are now available to help the design and operation of mine ventilation systems, considerable differences often exist between the computer based predictions and practical results. Research conducted to compare computer result with practical measurements made in ventilation circuits simulated in a physical model seems to confirm such differences. It is concluded that although a mine ventilation computer model is a very powerful tool, it can be utilized to its full potential only after more reliable input data are developed.

Jan 1, 1985

By Robert J. Collins

Computer-aided design drafting systems have been employed in plant design for nearly ten years. Current and future systems will include computer-aided engineering as well. This paper will explore the history and development of such systems including computer and workstation hardware, graphics software, and plant design applications software. The paper will also address future systems and will present both the system vendor and the mine mill designer's view. Specific examples of particularly successful applications will be included.

Jan 1, 1985

By Douglas R. Cook

The discovery of the gold deposits of the Jerritt Canyon district, with proven recoverable reserves in excess of 67.6 Mg (2.4 million oz) of gold, has contributed greatly to the tremendous resurgence in exploration for disseminated gold deposits in Nevada and throughout the west. The Jerritt Canyon project, including the Bell mine, is a 70130 joint venture between Freeport Gold Co. and FMC Gold Corp., both of which are wholly owned affiliates of the respective parent companies, Freeport-McMoRan Inc. and FMC Corp. The Jerritt Canyon district is located in the center of the Independence Mountains in north-central Elko County, Nevada, approximately 48 km (30 miles) northeast of the Carlin gold mine and 68 km (42 miles) north of Elko. Although the discovery of a commercial gold mine at Jerritt resulted from Freeport's exploration activities, the initial identification of a gold prospect in this area was a consequence of a program by FMC in the search for antimony. Their program was, in part, based on data in the Nevada Bureau of Mines Bulletin 61, "Antimony Deposits in Nevada." Work on the property began in 197 1 with geologic mapping followed by sampling and geochemical analyses. FMC geologists, including Robert Hawkins, Russell Hayden, and Hal Hurst recognized the striking similarity of the area to the geologic environment of Newmont's nearby Carlin gold deposit and soon focused on the gold potential. Increases in the price of gold served to stimulate interest and support for the exploration program. Geochemical samples were collected and analyzed for gold and trace elements usually associated with gold. A strong gold anomaly was found on the North Fork of Jerritt Canyon, which was called the Alchem anomaly. Drill-testing of this anomaly in 1973 revealed significant grades and thicknesses of gold mineralization in the lower portion of the Roberts Mountain formation. This initial discovery and subsequent close-spaced drilling proved the existence of several small pods of low-grade, gold-bearing material which cropped out at their up-dip edges, causing the surface anomaly. The mineralization was very encouraging, but was not, by itself, of economic importance from the standpoint of either grade or tonnage. Freeport Exploration Co. established a district office in Reno in late 1974 with responsibilities for exploration of hard minerals in the Basin and Range Province. Emphasis of the program was directed to the discovery of precious metal deposits. Enfield Bell, as District Manager for this new office, was particularly interested in the Independence Mountains and when the opportunity for a joint venture with FMC became available in 1976, it was aggressively pursued. Enfield Bell and David Stevens evaluated the FMC data and with the support of management formulated a bid in competition with 23 other companies. Freeport was selected by FMC as partner and a joint venture agreement was successfully negotiated. In mid-summer of 1976, Freeport Exploration Co. began an expanded program of detailed mapping and geochemical sampling under the direction of Bell and Stevens that led to new interpretations of the structural and alteration patterns. Hawkins' contribution during this period must be recognized since he not only was one of the original geologists assigned to the antimony and subsequently the gold investigations, but shortly after the start of the joint venture exploration, he was hired by Freeport Exploration Co. as the project geologist for the venture. Hawkins had studied the central Independence Mountains for his thesis and his understanding of the regional geology provided an excellent background for the continued exploration of the gold de- posits. His interpretation of the structure in the vicinity of the Alchem anomaly was of significant help in the Freeport exploration program. Drilling, based on this new under- standing of the geology, revealed the edge of the Marlboro Canyon ore body, which is now being exploited in the Bell mine. Although a classic bullseye geochemical target led to the discovery of the Alchem mineralization, the bulk of the reserves known today in the Marlboro Canyon area lay

Jan 1, 1985

By Arel B. McMahan

The U.S. Bureau of Mines investigated mines, prospects, and mineralized areas in the Owlshead Mountains Wilderness Study Area (WSA) in 1982. Within the WSA, subeconomic manganese, iron, zinc, and lead resources were identified at two mines; sample analyses indicate five other mines and prospects may have gold, silver, iron, manganese, and copper resources. Three mines examined adjacent to the WSA have identified manganese and iron resources; and sample analyses indicate manganese, iron, and gypsum resources may exist at two prospects. Greatest likelihood for future identification of mineral reserves is for manganese at the Black Magic Mine in the southeast part of the WSA. The southern half of the WSA contains nearly all identified mineral resources, and properties at which sample analyses indicate additional resources. The most significant are manganese and iron resources at the Black Magic Mine in the southeastern part of the WSA; and the Ellie, New Deal, and Owl Hole Mines adjacent to that part of the area. Manganese and iron minerals filled fractures and replaced limestone in brecciated and faulted contacts with intrusive granitic rocks. In the southwest corner of the WSA, sample analyses indicate four prospects may have gold and silver resources. These precious metals are in gouge zones along contacts where diorite has intruded volcanic rocks. A small identified resource at the Kennedy Boys Lead Mine in the western part of the WSA consists of quartz veins with zinc and lead minerals along a brecciated contact between granite and limestone roof pendants.

Jan 1, 1985

By R. Blickensderfer

The laboratory wear testing capabilities of the Bureau of Mines are described, Wear tests are used to support the Bureau?s research efforts toward reducing the wear of equipment used for mining and minerals processing and any wear involving a loss of strategic or critical materials. The emphasis is on abrasive wear because it accounts for most of the wear losses that occur in mining and minerals processing equipment, Spalling wear, caused by repetitive impact in grinding equipment, also is included, Ten abrasive wear tests, including high- stress and low-stress and two-body and three-body conditions, are described: dry-sand, rubber-wheel abrasive wear; Taber Abraser; abrasion resistance of refractory materials; dry-particle erosive wear; elevated-temperature, dry-particle erosive wear; low-angle slurry pot; jaw crusher gouging wear; ball mill wear; pin-on-drum abrasive wear; and high-speed impact gouging. Two repetitive impact tests are described: ball-on-block impact-spalling and ball-on-ball impact-spalling. Test equipment, procedures, and specimens are described, and typical test results are presented and discussed.

Jan 1, 1985

By N. Cruickshank

Gas outbursts occur as sudden eruptions of gas and minerals from the face of a mine heading as the heading approaches potentially burst-prone (or anomalous) zones of rock. Such outbursts have resulted in considerable damage to equipment and in some cases lives have been lost. Characterizing these anomalous zones and detecting their presence is therefore vital to safe mining. Certain significant characteristics associated with the outburst-prone zones are: (1) the presence of fluid inclusions, (2) unstable stress conditions, (3) characteristic geologic structures, (4) certain physical properties of the rock, and (5) micro-seismic activity. Geophysical and engineering methods for detecting these characterisitcs are discussed and are considered with respect to their past success and future potential for predicting gas outbursts.

Jan 1, 1985