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By Dennis K. Mortensen

The Role of the Operator The ultimate objective of any installation is to be able to accomplish the useful work that it was originally designed for. The operator needs a tool that he can both operate effectively and maintain efficiently. The overall design and subsequent installation of a comminution circuit should be a marriage of good engineering practice and practicality. Since the operator must operate and maintain his equipment, his input into the design and installation is vital to its ultimate success. The design of a crushing or grinding circuit is dependent upon many factors including flowsheet design, equipment selection, physical layout, space restrictions, climatic restrictions and considerations for future expansion. The operator must live on a day-to-day basis with the results of the final design and installation. The most satisfactory operation will result when the operator has a major input into each of the criteria that are used to define the final design and installation. The operator referred to is not only the mining company or organization that is having the installation built for its specific use but, more specifically, the person or persons that will actually be responsible for its daily operation and maintenance. Future references to the "operator" will include those individuals with that daily reponsibility. The operator's input into the installation of the circuit is of equal importance to his input into the design. The engineering organization which puts together all of the various design drawings for circuit installation is generally restricted to trying to get all of the details onto a multitude of 24" x 36" two dimensional drawings with a few isometric drawings thrown in. It's almost impossible to get all of the details of a final installation onto all of the drawings, and field modifications are necessary to make everything fit properly. In a multilevel installation, such as a grinding or crushing circuit, it is difficult to envision space requirements to adequately operate and maintain the various pieces of equipment simply by looking at a set o£ drawings. For some designs it is helpful to build a scale model so that a more realistic view of what the installation will look like can be seen. The scale model allows the operator to make whatever changes in design are needed to operate and maintain his equipment most effi-

Jan 1, 1982

This publication summarizes, for potential contractors and all other interested parties, the research and development of in-house and contract projects programmed by the Bureau of Mines for fiscal year 1983 (October 1, 1982-September 30, 1983) under its Health and Safety Technology program. The objective of these projects is to provide an ordered and sequenced series of advance toward the Bureau's overall goal of providing the systems technology required to create a more healthful and safer working environment for the Nation's mining and minerals processing workers.

Jan 1, 1982

By J. R. Brett

Utah Development Company (UDC) operates five large opencut coal mines in the Bowen Basin of Central Queensland, Australia. In total, over 20 million tonnes of coking coal are exported annually from the five mines. Typically, the coal seams dip at 5 percent, are 2 to 10 metres thick, and sub-crop some 20 to 40 metres below surface. In the main, the operations are single seam, but multiseam (2, 3 or 4 seams) operations do exist and will form an increasing proportion of the mining activities as depths increase. Draglines are used as the major stripping equipment, highwall depths currently ranging from 20 to 65 metres. Whilst project feasibilities were based on stripping to a 60 metre highwall, it is now proposed to continue opencut mining to depths exceeding 100 metres. This will entail large quantities of prestripping (ahead of the draglines) and overcoming problems associated with steepening seam dips, including haulage of coal from the pits.

Jan 1, 1982

By Forest Mintz

Many oil and gas producers find it advantageous to borrow against the value of their hydrocarbon re- serves. This paper considers the requirements for a reserve based loan and the calculations that a bank would perform to arrive at a loan amount. Three of the most common loan structures, i.e. a term loan, a production payment, and a revolving credit/term loan will be discussed. A typical outline for each type of loan is presented. Finally, a comparison of major considerations in the three financing techniques is shown.

Jan 1, 1982

By John C. Loretta

INTRODUCTION Organizations that regularly use project management services will almost certainly have their own views on the preferred systems and procedures. This chapter, therefore, describes Project Management for the personnel of groups not familiar on a regular basis with project management and deals with the basic questions that these groups can be expected to ask, such as: - What is project management? - Why is it needed? Project Management is the planning, implementation and monitoring of the Engineering, Procurement and Construction activities that are necessary to complete the project in the most economic manner. In the case of a crushing and grinding plant, completing the project would mean bringing it into full operat ion. Engineering is the design work for the purpose of producing drawings and technical specifications for Construction together with technical specifications and quantities for Procurement. Procurement is the arranging of con- tracts so that equipment, material and labour are brought as required to the construction site. Construction covers the on-site activities that bring together the components of Engineering and Procurement so as to arrive at a finished plant. Need & Cost Benefits Project Management systems are needed to allow progress and expenditures to be monitored so that any significant deviations from the plan can be identified and the appropriate corrective action taken. In this way, Project Management is able to give continual updated answers to the Owners broad questions. - What am I getting? - What will it cost? - When will it be ready? The need for Project Management is not always immediately apparent, a common belief being that the existence of the three components -Mining Company - Equipment Supplier - Construction Company - is sufficient to get the job done without a formal project management group. This trio

Jan 1, 1982

By L. L. Lien

In this economic age of high interest rates and softening mineral commodity markets, the mining industry is taking a hard look at how it conducts its business and where economies can be effected. The capital investment to build a new metallurgical facility or open a new property has traditionally attracted substantial investigation, analysis and management attention. The areas of mineral exploitation, financial feasibility, engineering and construction have been studied extensively and their management, although still difficult, have become refined disciplines.

Jan 1, 1982

By Denis G. Maxwell

INTRODUCTION It is my intention in this paper to deal with gold, uranium, diamonds, platinum, manganese, chrome, vanadium and heavy mineral sands. These are the most important strategic minerals produced by the Republic of South Africa which are not covered in other sessions of this program. In each case I have high- lighted the statistics and peculiar advantages which combine to make South Africa a vital source of these minerals. Before proceeding to give individual attention to these minerals I believe it would be useful to define what I mean by 'strategic'. The Concise Oxford Dictionary defines strategic in the context of materials as 'essential for war'. However it is commonly used in a much broader sense than this (often, in fact, very loosely) and I prefer to define it as 'concerned with the acquisition and maintenance of power, whether economic, political or military.' A VITAL SOURCE In dealing with the individual minerals I have quoted statistics which are contained in Tables 1, 2 and 3. Table 1 clearly shows the absolute size of the South African mineral industry. However, it can also be used to demonstrate the importance of the industry to the South African economy if compared with the GNP in 1980 of about R60 billion. Table 4 illustrates clearly how important South Africa is as a supplier of these minerals to most of the important industrialized countries of the Western World. Gold If anyone had any doubts about the inclusion of gold in a list of strategic minerals I am sure that the above definition of 'strategic' will convince them that it certainly belongs there. Similarly no one is likely to have any doubt about the fact that South Africa is a vital source of supply. Tables 2 and 3 show that in 1980 we had 51% of the world's reserves and accounted for 55% of world production. The figures for the Western World are considerably higher. The only other major producer, of course, is Russia, with small but significant production in the Pacific Rim area coming from Australia, Canada, Latin America, Papua New Guinea, Philippines and the U.S. All South African mine gold production is shipped in bullion form containing about 88% gold and 9% silver to the Rand Refinery which is a modern refinery with large scale units capable of refining half a ton of bullion at a time. The Refinery is equipped to produce standard 'good delivery' gold as well as 9999 gold and 999 silver. The Refinery also produces the 22 karat blanks which are, used by the South African Mint to produce Kruger Rands. It goes without saying that the South African gold mining industry leads the world in all aspects of deep-level, narrow-reef mining technology. The industry's metallurgists, too, have a record of tenacious and continuing efforts to improve extraction to the level of the present finely honed efficient process used on all the modern mines. Uranium In 1980 South Africa had 14% of the uranium reserves of the Western World and accounted for 14% of production. In view of the paucity of data I am not in a position to estimate figures for the total world. All the other major sources of uranium in the Western World are situated around the Pacific Rim, with the U.S. and Canada already being major suppliers and accounting for 38% and 17% of Western World production in 1980. Australian production at the time was small but they have very large reserves and production is already rising rapidly. The U.S., Canada and Australia account respectively for 22%, 19% and 29% of the uranium reserves of the Western World. South Africa has been a major producer continuously for 30 years. Nearly all the uranium produced, amounting to about 115 000 tons up to the end of 1981, was a by-product or co-product of gold extraction. During that time the industry has frequently led the world in technological innovation, and has established a reputation as a reliable producer of a consistent, high-grade product. In the latter respect, it is helped by the fact that production is marketed by one company, Nuclear Fuels Corporation, which also blends, dries and calcines the product from the individual mines and samples and assays it before shipping. Diamonds Diamonds are the rock on which the South African mineral industry is founded. The discovery of diamonds in 1866 gave rise to the first major mineral industry in the country and the profits from diamond mining helped to finance the gold mining industry 20 years later. Although now overshadowed by gold, diamonds are still very important in the overall picture of mineral production and exports, as can be seen in Table 1. There are really three separate diamond markets - gem, natural industrial, and synthetic - and, to be meaningful, statistics should be provided separately. Unfortunately separate figures are not available. The figures in Tables 2 and 3 show that, for gem and natural industrial together, South Africa ranks third in the world in production and second in reserves. South Africa is a major producer of synthetics and probably ranks second in the world after the U.S. Recently, of course, Australia was the scene of a major diamond discovery and will soon become the only

Jan 1, 1982

By Young C. Kim

Use of geostatistics to solve mining problems is gaining importance as the cost of developing new mines is increasing and there is a need to mine more marginal deposits. But, until recently, coal companies have shown little or no interest in geostatistics. However, the stringent quality controls on coal burning has led to a surge in interest in improved methods for estimating clean coal characteristics. Until now, most of the geostatistical applications have centered on the problems of estimating in-situ coal characteristics (Sabourin, 1975; Wood, 1976, 1979; Fang and Stark, 1976; Pauncz and Nixon, 1979; and Knudsen et al., 1980). Little work has been done in applying geostatistics to coal washability, except that by Armstrong (1980). Applying geostatistics to coal washability basically means the estimation of cleaned coal characteristics, with the aid of geostatistics. Cleaned coal estimation plays a very important role in overall emission control strategy, as can be seen by the general flow diagram of such a strategy shown in Figure 1. The scope of this paper is limited to one aspect of the overall emission control strategy shown in Figure 1; namely, the prediction of cleaned coal characteristics using geostatistics.

Jan 1, 1982

By Edward Hanrahan

September 1981 I'm here today to report on a revolution -- a revolution in the way the Federal Government looks at energy. I'm not talking about a simple change in the relative emphasis on sources -- such as more recognition for coal and nuclear power, with less rhetoric about "soft- technology." Nor am I describing a mere change in focus -- from the demand side to the supply side. And I am not referring exclusively to our obvious goal of budget cuts. No, I'm here to discuss a fundamental change in Federal direction -- one that started as soon as President Reagan was inaugurated, and one that is articulated in the National Energy Policy Plan he sent to Congress in July. That brief policy document was backed up by three volumes of supporting data; but I think I can catch it's flavor for you in just three phrases: * First, various energy forms complete with each other and complement one another. * Second, fair competition among them (which includes honest pricing) will give us the best "energy mix." • And, finally there may be ligitimate arguments about where Federal responsibility in regard to energy spills over into Federal interference; but it's about time we drew the distinction -- and eliminated the latter. This Administration's national energy policy is quite different from any we have had in recent years. It is tuned to human nature and changing times. We are seeking the best practical solutions in the energy -a lot better than the ones we have been offered before, but still something less than perfection. One way we do that is by counting on a fully informed public to guide it's own destiny. And, instead of treating energy as an isolated entity, we recognize it as part of the overall economy. The President's Program for Economic Recovery is as much a factor in energy policy as the specific actions of the Department of Energy. One striking difference from the past energy policy 1s that this policy plan does not say: "In 1985 we will -produce so many hundreds of millions of tons of coal: . . . or . . . "By the end of this century the Nation will be deriving X percent of it's electricity from wind generators." Unfortunately, targets like these are what many people have come to expect from the Federal Government -- and what they think of as energy policy, whether the figures hold up in the long run or not. But . . . think about it! Nether the Department of Energy nor any other part of the Federal Government produces coal, or mines uranium, or manufactures solar collectors. There are only a few sections of the country where the Federal Government generates and sells electricity. So it does not take any great insight to recognize that the amount of energy we will produce or consume as a Nation In the future depends on many factors beyond direct government action. And those future totals cannot be predicted precisely, anyway -- by the Government or by anybody else. According to our way of thinking, the choices should be up to the people. When the free market works within a healthy economy, individuals express their preferences in the marketplace -- adjusting the balance of all energy factors continually in a way that no computer could be programmed to reflect perfectly. So, instead of having the Government issue a rigid set of numerical goals, our main concern simply is that there be enough energy. We want the Nation itself to decide how much that should be, what form it should take, and how that energy should reach consumers. The marketplace decides. Considering the recent past, this is indeed a revolutionary idea. It has some pitfalls, and we won't reach this ideal of free choice overnight. But that is where we are headed. And I'll offer some evidence in a few minutes that the policy has already started working. First, let me give you some of it's highlights: 1) Nobody who appreciates the philosophical underpinnings of this Administration will be surprised that the energy policy shows faith In domestic energy production and the supply side of the economy; but it also recognizes the important role of energy conservation -- the wise and efficient use of energy resources.

Jan 1, 1982

By R. N. W. DiLabio

"In a continuing program of mapping glacial dispersal trains, near-surface till samples were collected down-ice from a copper-silver-gold prospect at Onaman River, Ontario, and down-ice from the past-producing gold district at Oldham, Nova Scotia. The program is designed to aid exploration by illustrating glacial dispersal from various types of known occurrences and by identifying postglacial processes that control drift composition at a detailed scale.Native gold was mined at Oldham from arsenopyrite-bearing saddle reef quartz veins in a dome in Early Paleozoic slates of the Meguma Group. Gold abundances greater than 10 ppb in till form a dispersal train at least 1900 m long. Gold abundances between 40 and 100 ppb occur in clusters up to 600 m down-ice from gold-bearing bedrock. Anomalous arsenic abundances in till form a broad train 1100 m long that is significantly different in shape from the gold train.At Onaman River, subeconomic amounts of Cu-Ag-Au occur in quartz lenses in Archean mafic volcanic rocks. A dispersal train defined by the distribution of mineralized boulders and increased abundances of Cu, Ag and Zn in till extends 600 m down-ice from mineralized bedrock. Gold abundances between 10 and 70 ppb do not define this dispersal train, but occur instead in clusters 300 to 600 m down-ice from mineralized bedrock. In vertical sections in the upper 2 m of copper-rich till, Au abundances vary sympathetically with Ag and Cu levels; however, there seems to be no preferential site of Au enrichment in the mineral portion of the soil profile.Several of the mineralized boulders at Onaman River are richer in Au and Ag than the mineralized bedrock from which they were derived. Although some of the high Au and Ag assays were caused by biased sampling of sulphide-rich portions of the boulders, many were caused by leaching of sulphide minerals from 'the boulders, which left a limonitic boxwork that is enriched in Au and Ag. A few of the Au-rich boulders may have been derived from an unknown bedrock source."

Jan 1, 1982

By Roger W. Dewey

The opposition is all kinds. There are extremists. There are quiet, sensible sounding folk who can twist numbers and facts to make their point. But they are all out to shut you down! Some of them are genuinely concerned about miners' impact on the environment. Others are just anti- society, anti-big business - small is beautiful - live naturally. The opportunity for them to make those statements on television was provided by us, the Uranium Public Affairs Task Force, as part of a media tour of the State of Idaho in May. We fielded four representatives of the industry and got 25 hours of television coverage, 22 hours of radio coverage, and print coverage by every paper in Idaho. The tour included several debates, and these clips are from two of them. Our folks creamed them! This one was so upset that he ran off the set while his mike was still plugged in, trailing studio equipment behind him. But we don't always have the opportunity to rebut them. They are making these statements all the time, everywhere they can. They have learned their trade well. They use the hearing process like A1 Hirt uses the trumpet. If the process of intervention should shut us down or prevent us from getting a license, so much to the good. But even if it doesn't - they win - for it causes delay - delay costs money and so does complying with regulation. If they can make us uneconomic, and that's not too hard to do these days, they have won. Regulation restricts the decision process. Any time the decision process IS restricted, you face the possible loss of a more economic alternative. They are out to pile every regulation on you they can and every delay they can. Initiatives! They came after us - the uranium industry - in South Dakota and Montana last year. They won in Montana. We tried to reverse it in the legislature, but they were too frightened of public reaction to do it. They did put it on the ballot for reversal in November of '82. That puts it squarely up to us to influence the public so we can win a campaign. There will be more initiatives, and at local levels as well as at state. We must join together and win! The public generally supports the continued operation of nuclear power plants. They about split on whether to build more. But they strongly support regulating the industry more stringently. Every survey reflects concern about safety and the desire for the government to take responsibility and regulate. You and I know that regulation nearly always adds cost, and only sometimes increases safety. We need to influence the creation of regulation. We need to accept responsible regulation and fight that which is counter-productive. To win in hearings, to win initiatives, to win in getting responsible regulation, we need public support. We need an informed, understanding, and supportive public. To accomplish this, we need two kinds of efforts. The first is to reach the people at the local level with local representatives of our industry. Informal conversations at church, PTA, cocktail parties, whatever. Presentations to Kiwanis Clubs, League of Women Voters, church groups - wherever we can. Facts, information in printed form, to these same local audiences with the credibility of the local sources. The second is to reach mass audiences through the media. Positive media. This can be done by advertising, but it is very expensive. We have to look to influencing the reporters and editors to get more balanced and accurate reporting. We need to get free time - interviews, debates, letters to the editors, etc. The Uranium Public Affairs Task Force was created last year to provide tools for you to use to reach these audiences (it is affiliated with the Atomic Industrial Forum). Twenty-two companies provided money and man- power. A consultant, Denver Research Group, was retained to produce materials. In this Phase I effort, we first researched what issues were of greatest concern and what were felt to be the greatest needs in materials. We determined that we did not have the funds to go out and do the job for the industry, so we decided to develop tools for the Industry to go out and do the job for itself. From the research, we determined what tools we should develop for you to use. We first developed a set of the quest- ions most likely to be asked of you and the issues most likely to be thrown up to you. We have developed a loose-leaf notebook. Each page contains one of those questions or issues, a short verbatim response that you can use, a short discussion of the subject, and references you can cite or research for further information. It is organized by subject: tailings, water radiation, etc. This book is an extremely handy tool for anyone in the industry. Each uranium location should have at least one.

Jan 1, 1982

By W. Norman Sims

A number of forces are at work that are now having an influence on coal handling systems. Changes are occurring and will be occurring at an increasing rate during the next few years. 1. Environmental concerns will dictate that dust pollution and spontaneous combustion and its resulting problems be rigidly controlled. 2. Slurry pipelines will be a reality despite the opposition of the railroads because they are economical and make good business sense. Artifical roadblocks can only survive for a limited time. 3. Coal is now and will remain the most economic fuel, particularly for power generation. This is true in most of the developed nations not just the United States. Increase in demand requires a close inspection of transportation systems. 4. A projected major increase in the export of U.S. coals may never occur without major port developments not the least of which will be the ability to accommodate large ships without demurrage time now affecting such shipments at U.S. Ports.

Jan 1, 1982

By Anthony G. Reid

INTRODUCTION At the time of the death of Mao Tse-tung in 1976, China was a major oil producing country with a daily oil flow in the order of 1.735 million barrels. This position had been achieved with minimal assistance from the outside world. Further, only some fifteen years had elapsed since the country's daily oil production capacity had hovered at the barely significant level of one hundred thousand barrels. Why then did the new leaders of China, after this very creditable record of success, suddenly change the direction of the country's drive for future hydrocarbon production? First, by switching much of the emphasis of exploration from onshore to the offshore continental shelf basins, and further by apparently abandoning the philosophy of self reliance calling upon the world's oil industry to share in the task of locating and developing these potential offshore energy reserves. The answer is probably only partly understood by those of us outside China, However, a number of factors exerting an important influence on this decision can be identified. THE MOVE OFFSHORE The new leadership was anxious to rapidly move China into her rightful place amongst the powerful and technologically advanced nations of the world. Modernization became the slogan, specifically modernization on four fronts, agriculture, industry, technology and military with the goal to "catch the west by the year 2000". But how to generate the capital to finance this massive modernization program? The rapid escalation of the price of crude oil following the 1973 Oil Embargo and the continuing apparently insatiable world demand for this now extremely precious primary resource was very clear to all. China, as a major producer, could export crude to help finance the ambitious development programs of the government. To do this, however, would require a very significant in¬crease in present production capacity, as the domestic demand even for China with her relatively low per capita energy consumption, is essentially equal to the current production. Trying to rapidly move the new regime's programs into actions, one can only assume that the planners looked at the success of the petroleum industry over the preceding fifteen years and quickly concluded that this well established curve could be maintained and indeed steepened with an increase in effort. The rapid discovery of a few more Daqing's (China's premier oil field, producing one million barrels a day) would have the country's ambitious modernization goals within reach. Petroleum would At the time of the death of Mao Tse-tung in 1976, China was a major oil producing country with a daily oil flow in the order of 1.735 million barrels. This position had been achieved with minimal assistance from the outside world. Further, only some fifteen years had elapsed since the country's daily oil production capacity had hovered at the barely significant level of one hundred thousand barrels. Why then did the new leaders of China, after this very creditable record of success, suddenly change the direction of the country's drive for future hydrocarbon production? First, by switching much of the emphasis of exploration from onshore to the offshore continental shelf basins, and further by apparently abandoning the philosophy of self reliance calling upon the world's oil industry to share in the task of locating and developing these potential offshore energy reserves. The answer is probably only partly understood by those of us outside China, However, a number of factors exerting an important influence on this decision can be identified. THE MOVE OFFSHORE The new leadership was anxious to rapidly move China into her rightful place amongst the powerful and technologically advanced nations of the world. Modernization became the slogan, specifically modernization on four fronts, agriculture, industry, technology and military with the goal to "catch the west by the year 2000", But how to generate the capital to finance this massive modernization program? The rapid escalation of the price of crude oil following the 1973 Oil Embargo and the continuing apparently insatiable world demand for this now extremely precious primary resource was very clear to all. China, as a major producer, could export crude to help finance the ambitious development programs of the government. To do this, however, would require a very significant increase in present production capacity, as the domestic demand even for China with her relatively low per capita energy consumption, is essentially equal to the current production. Trying to rapidly move the new regime's programs into actions, one can only assume that the planners looked at the success of the petroleum industry over the preceding fifteen years and quickly concluded that this well established curve could be maintained and indeed steepened with an increase in effort. The rapid discovery of a few more Daqing's (China's premier oil field, producing one million barrels a day) would have the country's ambitious modernization goals within reach. Petroleum would be the principal bridge to the bright future. The next decision involved the question of where to look for these vast new reserves. Chinese exploration teams had already looked at most of the onshore sedimentary basins and, while they were the first to admit that there was much yet to do, it was fairly clear to them that the potential for large new accumulations was confined to two areas: the little explored, remote, inhospitable regions of western China, principally Xinkiang Province and the equally unexplored offshore basins of the continental shelf and slope. In both cases China faced a very serious problem. The inhospitable environments were severely straining her petroleum industry's current technological ability to cope, particularly as the government needed rapid results. Thus the pragmatic and, to the foreign oil industry, unexpected decision to invite cooperation with the outside world. The reasons for the initial emphasis on the exploration of the offshore basins with the cooperation of foreign oil companies are again supposition on my part, but probably involved considerations of technical merit, ease of development and delivery to markets together with more sensitive issues such as controling the influence of foreign philosophies and values on the Chinese population by containing most foreign activity to the offshore. So within three years of the death of the great helmsman, China had developed a plan to involve foreign oil companies, both state and private, in a grand plan to rapidly increase the nations oil production. In fact, by this time, the first round of talks had been concluded and the first phase begun, and what a beginning. Some forty eight companies from thirteen countries had signed documents to participate formally in this world scale event. It was far easier to list those companies which did not participate than to list those which did. FOREIGN COMPANY INTEREST Why the rush by the world's oil industry to be involved in China? What was China offering which made everyone so anxious to join in? Again the answer is complex in detail, but principally involved a combination of factors which together caused this virtual stampede. Timing was a major element. Oil Companies, despite an ever increasing take by governments, were beginning to benefit. from the' rapid escalation of crude prices induced by OPEC and were looking for suitable areas to reinvest these funds. Producers

Jan 1, 1982

By Bujtor G. J, McMahon D. W

This guide to the understanding of ore reserve estimation is the revised version of a report with a similar title circulated within the CRA Limited (CRA) group of companies in mid-1980. It is the principal result to date of an Ore Reserve Study commissioned by CRA in late 1977.This guide to the understanding of ore reserve estimationis the revised version of a report with a similar titlecirculated within the CRA Limited (CRA) group ofcompanies in mid-1980. It is the principal result to dateof an Ore Reserve Study commissioned by CRA in late1977.The study was prompted by two ore reserve situations.The Zinc Corporation and New Broken Hill Consolidated,Broken Hill, had reached the point of havingto find a replacement 'for their traditional ore reserveprocedure and Mary Kathleen had to admit publicly thatore reserve predictions would not be realized. Thesewere not however the only problems to be looked at. Asmentioned more fully later, other ore reserve situationswere known, or were met during the study, in copper,gold and nickel as well, where poor realization: expectationratios had ranged from embarrassing to disastrous.These made it clear that ore reserve estimation had to belooked at afresh.The fresh look has resulted in a broadening of theconcept of ore reserve estimation from its traditionalpurely computational basis to an approach embracingall the many things that can affect expectation andrealization as essential factors. Hence this guiderepresents a gathering together of what has been learnedand what should be known to all those concerned withore reserves in any of its diverse aspects.The study has been marked"by a number of changesof thinking. At first the aspects that appeared to requireattention were two; recognition that an ore reserve statementwas an estimate, not a precise calculation; and asearch for im improved estimation procedure adapted tolow grade ores with narrow economic margins. Threeyears later the view was that the need was to incorporateinto ore reserve estimation all relevant aspects of theproposed mining operation from choice of a samplingmethod to sales contract specifications.This study is thought to be unique in being frankabout weaknesses in ore reserve estimation and intreating failures not as natural disasters (like drought orflood, which have to be endured) but as potentiallyavoidable. It has led to three principal conclusions.

Jan 1, 1982

By William H. Mount

INTRODUCTION Effective mine ventilation is required to maintain a healthy underground environment for humans. Without effective ventilation, the environment can become unhealthy or hazardous as a result of the depletion of oxygen, contamination with toxic gases, or the buildup of an excessive amount of particulate matter (dust). Each contaminant has an upper limit of concentration that should not be exceeded within an 8-hr period. This is known as the threshold limit value (TLV). The TLV represents an acceptable level of exposure that should produce no ill effects. Unfortunately, more than one contaminant may be present at any one time and the effects of the individual contaminants may be additive, i.e., the effects of each contaminant must be considered simultaneously to determine the potential danger to miners. Possibly the greatest threat to mine-air quality is the uncontrolled underground use of the diesel engine. The diesel engine was invented in 1892 by Rudolf Diesel. His intention was to develop a power source that could burn coal dust as a fuel, but he was unsuccessful in that attempt and had to resort to liquid petroleum fuels (Johnson, 1975). In 1898, the diesel engine was intro¬duced into the United States by Adolphus Busch, who anticipated using it as a prime mover in factories and generating plants. At that time, the diesel engine was a very large and very heavy engine, designed for fixed installations. By 1919, lighter engines were being developed, and by 1931, Caterpillar was marketing a diesel-powered, track-type tractor (Henderson, 1975). Since 1931, the diesel engine has evolved into an extremely popular prime mover in medium and heavy-duty applications. Efficiencies now are on the order of 40% and improvements such as turbocharging and aftercooling have produced engines capable of generating power at a ratio of 0.3 kW/kg (1.0 hp per 5.0 lb) of engine weight. Although the diesel engine is relatively efficient as a mobile power plant, it is far from efficient in terms of the energy produced from the energy potential of the fuel. About 60% of the heat value of the fuel leaves the engine as wasted heat, with about 50% of that heat being emitted through the exhaust pipe and the other 50% being emitted through the radiator or cooling fins. Perfect combustion in an engine would produce only water vapor (H_0), carbon dioxide (CO_), and nitro¬gen (N2) as the byproducts. Since the diesel is not a perfect engine, each pound of fuel burned generates 5.6 m° (200 cu ft) of exhaust gas, containing about 0.009 m3 (0.33 cu ft) of carbon monoxide (CO), 0.009 m' (0.33 cu ft) of nitrogen oxides (NO, NO2, and NOD), and 0.57 m3 (20 cu ft) of carbon dioxide. The balance of the exhaust emission consists of free nitrogen and water vapor (Hurn, 1975). Contrary to popular belief, the diesel is not inherently dirty. Under normal operating conditions, a well-maintained engine neither smokes nor smells. However, the same well-maintained engine can and does produce toxic emissions. A diesel engine is not inherently safe and constitutes a distinct hazard to personnel. This chapter is devoted to a description of the various toxic substances that may be generated by a diesel engine. Although some of these substances may also be produced by blasting or natural causes, the focus of this chapter is on the relationship between the internal- combustion compression-ignition engine (the diesel) and the quality of the mine air. CARBON MONOXIDE Combustion Process During the combustion process (burning) of organic fuels, each atom of carbon combines with two atoms of oxygen, provided that a surplus of oxygen atoms is available. Thus, the carbon is oxidized to carbon dioxide. Most open flames, such as trash fires, camp fires, gas ranges, etc., produce carbon dioxide. However, with insufficient oxygen, incomplete combustion results as the carbon atoms each combine with one atom of oxygen to produce toxic carbon monoxide. Burning charcoal briquettes produce carbon monoxide because the combustion takes place inside the briquettes where sufficient oxygen is not available to the combustion process. Internal-combustion engines, whether burning gasoline or diesel fuel, also produce carbon monoxide. The only oxygen available to the combustion process is that trapped within the cylinder. If the amount of fuel delivered to the cylinder is excessive, there is insufficient oxygen for complete combustion and carbon monoxide production results. In a normally aspirated (nonturbocharged) diesel engine, the amount of air "sucked" into a cylinder is the same on every intake stroke, resulting in complete combustion only at low levels of engine loading, when small amounts of fuel are injected. Higher levels of engine loading cause larger amounts of fuel to be injected into the same volume of air in the cylinder. Unless the volume of air is increased, the combustion process becomes progressively less complete as the amount of fuel increases. Turbocharged engines are able to compensate some¬what for increased loading and increased fuel consumption. The turbocharger acts as a compressor for the intake air, forcing a larger volume of air into the cylinders as the engine speed increases. Hence the turbocharged engine burns cleaner than a naturally aspirated engine and produces slightly less carbon monoxide (Marshall and Fleming, 1971). Much of the underground equipment used today is powered by turbocharged indirect-injection diesel engines. Although these engines emit fewer toxic contaminants than naturally aspirated engines, they do not eliminate the problem. Since the turbocharger is driven by the exhaust gases, rapid accelerations can cause temporary overfueling of the engine until the turbocharger attains a speed sufficient to restore the correct air-to-fuel ratio. During this "turbocharger lag," the combustion cylinders contain insufficient oxygen, causing severe smoking and an increased output of carbon monoxide.

Jan 1, 1982

By V. J. McSweeney

This paper is directed at interested parties outside the Beach Sand Industry : the scope is quite broad. The geomorphology described is a successful working hypothesis which guided the author during prospecting and pegging campaigns : the author is not an expert in this field. The test data used in the text, for illustrative purposes, is original and may constitute a contribution to the state of the art. The operation- al and design philosophy embodied in the text is personal and describes the author's methods : all practising exponents would differ in some degree amongst themselves on these subjects. In this paper, no criticism of any existing operation or brand of equipment is intended and names are used to maintain a real contact with the subject matter. The author believes that the operational and design techniques evolved in the Beach Sand Industry under continual duress, have a wider application in the mining industry. This glimpse of the Industry is intended to enhance the respect for the present and past members. Space does not permit individual acknowledgements.

Jan 1, 1982

By B. R. Waples

The first reaction in organizing a project of magnitude is that it's the same as smaller projects -- just bigger. This is not totally correct. The industry's record of completing big-money jobs on time and within budget is not outstanding. From a personal point of view, my question is: What is the project size at which controls are lost? Is it controls? Is it the number of pieces of equipment? Is it the number of decisions to be made? The slowness of communications? Or is it a combination of all of these? In working on multimillion-dollar jobs, the percentage of overrun seems to be lower or show an underrun when the following basics are followed: 1) Preplanning is intensified 2) Data gathering is complete 3) Approach is optimized 4) Planning is realistically scheduled 5) Changes are minimized 6) Decisions are expedited

Jan 1, 1982

By George R. Stephans

The Climax Mine is a panel caving mine which has had a long history of incidents of severe ground control problems. The nature of the ore deposit, which lends itself to the caving meth- of of production, a1 so makes the mine susceptible to large scale stress concentrations which are referred to as ?weight? problems. These problems have increased with increased production and also with expansion to deeper mine levels. During the past twenty years the mine has had to learn to cope with these problems in order to remain in operation. A number of practical guidelines and useful techniques have emerged from these efforts. The purpose of this paper is to share a few of these ideas. The Mine is located near Leadville, Colorado on the continental divide at an elevation of 3450 meters. The ore body is a large low grade deposit of disseminated molybdenum sulfide. It measures about 1200 to 1600 meters in diameter and it had an original depth of about 660 mters. The Mine has been in operation since 1918 and the massive nature of the ore body together with its blocky, highly fractured condition made it natural for the caving system to have been adopted for production at an early date. Open pit mining was started in 1973. The total plant has a capacity of more than 50 thousand tons per day, and more than 400 million tons of reserves at an average grade of 0.310 percent molybdenum disulfide remain to be produced.

Jan 1, 1982

By Bruce R. Lipin

Chromite, the only ore of chromium, occurs almost exclusively in mafic-ultramafic rocks and their weathering products. However, not all kinds of mafic-ultramafic rocks are favorable hosts for possible low-grade chromite deposits. For instance, chromium-bearing basalts are not favorable because they commonly contain < 0.3% Cr2O3, and chromite is almost always less than 50 um in diameter, if it is present at all. Chromite-bearing ultramafic rocks in stratifonn and alpine complexes tend to be either ore grade (> 25% Cr203) or very low grade (< 2% Cr203); intermediate rocks are scarce. In most complexes large tonnages exist only in the < 2% Cr2O3 group and the composition of the chromite is commonly unsuitable for metallurgical use. Some nickel laterite districts contain more than 108 tons of material with 2.0% to 5.5% Cr2O3, and hence, chromium could be a byproduct of nickel in some laterite districts.

Jan 1, 1982

By R. B. Hawkins

The discovery of the gold deposits of the Jerritt Canyon district and the construction of the E. R. Bell Mine is one of the significant mining developments in the United States during the past ten years. This mine will exploit one of the larger deposits of disseminated gold presently known, with proven, recoverable reserves in excess of 67.6 million grams of gold. Interest generated by the success of this project 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 70/30 joint venture between Freeport Gold Company and FMC Gold Incorporated, both of which are wholly owned affiliates of the respective parent companies, Freeport-McMoRan, Inc. and FMC Incorporated. Under the terms of the joint venture agreement, Freeport Exploration Company, another Freeport-McMoRan affiliate, manages the exploration and pre-mine development. Drilling, design, construction and management of the Bell Mine are provided by Freeport Gold Company.

Jan 1, 1982