Search Documents

By Robin J. Batterham

We still need to innovate, but it is getting harder. The real price of metals is declining, return on shareholder value is lower than other industries, and there is a shorter-term focus on staying viable in a capital-intensive industry where timeframes for implementation of new technologies can be long (+I5 years). In this environment, the levels of R&D spent by major minerals companies are remaining steady at around 0.2%-0.5% of revenue. This is not large and to remain viable in the future, we need to be smarter about the way in which we do R&D. The mining industry is a knowledge-based industry. Driving down the cost curve demands innovation, which demands knowledge. To be smarter and more effective in our approach to innovation, a new paradigm is required Generating, capturing and using knowledge has evolved from Mode 1 (discipline based and clear distinction between basic and applied research) to Mode 2 (multidisciplinary, team-based approached with flow between basic and applied activities). Mode 2 is now seen to be much more efficient and to deliver better appropriability (Tegart 2003). To survive, we need to innovate, and the best way to do this is collaboratively. Some examples and pointers for the future will be given in this paper. THE CURRENT SITUATION The Rand report and other recent studies have painted a grim outlook for the mining industry. The real price of metals continues to decline (Figure 1) and profit margins remain thin. This is reflected in shareholder returnwhich are well below other industries (Figure 2)-and current management strategies-which reflect something of a "survival mode." The current focus for most mining companies is on short-term, incremental gains

Jan 1, 2004

By R. Todd Swinderman

"Higher production demands across all bulk handling segments require increased efficiency at the lowest cost of operation, in the safest and most effective manner possible. As conveyor systems become wider, faster and longer, more energy output and more controlled throughput will be needed. Add an increasingly stringent regulatory environment and cost-conscious plant managers must closely review which new equipment and design options align with their long-term goals for the best return on investment (ROI).There are primarily two separate market segments using conveyor belts. One is in process industries such as food, chemicals, paper and powders. Handled in relatively low volumes, the bulk materials that enter these processes are generally of a consistent size and quality. The other market includes mining, coal handling and cement, where the bulk material’s quality and size vary, and the volumes are typically much greater. While both segments face similar issues with safety and environmental control, the properties of the materials handled and the volumes transferred suggest different approaches, with one thing in common: increased belt speeds requiring modern equipment upgrades.Safety at higher belt speedsWith companies recognizing that safety does indeed pay, safety is likely to become a new source of cost reduction. The percentage of mines and processing facilities with a robust safety culture are likely to increase over the next 30 years to the point where it is the norm, not the exception. In most cases, with only a marginal adjustment to the belt speed, operators quickly discover unanticipated problems in existing equipment and workplace safety. These problems are commonly indicated by the larger volume of spillage, increased dust emissions, belt misalignment and more frequent equipment wear or failures."

Jan 11, 2018

By M. F. Bucek

This report summarizes the activities performed and the results achieved during a two-phased investigation of the technical and economic feasibility of disposing of coal mine refuse underground in active mines, Three coal regions in the United States that are most severely affected by coal refuse disposal problems are identified: southwestern Pennsylvania, southern West Virginia, southwestern West Virginia and eastern Kentucky. For each region, a conceptual mine model is presented that describes the geologic conditions, mining methods, and environmental circumstances typical of that region. The model mine that was prepared for the Kanawha Region in Southwestern West Virginia and eastern Kentucky was selected as the basis for developing alternative conceptual designs of underground disposal systems in the second phase of this investigation. Procedures used in selecting the regions and in modeling typical mines are described in Part I of the report. Part II of the report describes existing methods for stowing refuse underground, presents three alternative conceptual designs of stowing system that would be appropriate for the model mine postulated in the first phase of the study, discusses technical characteristics and environmental effects relative to the various systems, and evaluates the technical and economic feasibility of the three alternative disposal system designs. Comparisons costs among systems and with costs or surface disposal are presented.

Jan 1, 1980

By M. Hermanus

1. INTRODUCTION It gives me great pleasure to extend my warmest greetings to everyone attending the 30th International Conference of Safety in Mines Research Institutes. I would also like to bid a special welcome to all of the international delegates who have travelled to Johannesburg to take part in what surely be a most rewarding session of deliberations. As you come together over next four days, you will have a wonderful opportunity to exchange ideas and information on strategies and practices for the implementation of sustainable patterns of development. The objectives of this meeting are both timely and far-reaching, as countries around the globe work towards the sustainable use of the world resources. Each of you brings a high level of expertise to these deliberations. I know that you will make the most of this opportunity to address the challenges and opportunities to highlight the most innovative and technologically efficient methods of social protection in order to ensure an increase in the quality of life, health, safety and living environment for the peoples of the Africa. Our country, although endowed with an immense and diverse array of mineral deposits, is perhaps best known in the mining industry for the fact that it is the world’s biggest producer of gold. Although South African gold production has declined over the past years and the industry faces serious problems, it is a myth that the South African industry is moribund. There is a new energy coursing through the South African producers which will ensure their powerful presence for many years to come, based not only on their domestic production but also and probably increasingly on their external operations. Africa features prominently in the latter category.

Jan 1, 2003

By Carroll Forbes

INTRODUCTION MANY different shapes of drill bits are in use with hammer drills, but little definite information is available whereby to judge which one of these shapes is the best. The following investigation was undertaken in order to determine what effect, if any, the shape of the cutting edge has on the cutting speed and wearing qualities of drill bits. The bits tested were those in common use, namely, the 4-point or cross bit, the 6-point bit, the Z bit and the "Carr" bit. The rock in which the tests were made was the red granite from southeast Missouri. It is a coarse crystalline granite containing an unusually large amount of quartz and is extremely hard, and on account of its uniform texture is admirably adapted to this work. While tests in other rocks might show somewhat different results, nevertheless it is the opinion of the authors that the relative cutting quality inherent in the shape of the bits would be the same in all rocks. Other qualities, such as mudding freely, freedom from fitchering, etc., might make one bit more desirable than another in softer rocks. DESCRIPTION OF BITS TESTED The 4-point bits were the usual shaped bits commonly made on the Leyner sharpener with 14° taper on the wings and a 90° angle between cutting edges. Some tests were run at 85 lb. pressure with a 4-point bit made with a 5° taper on the wings. This was made by using the Carr bit die. The 6-point bits were the usual shaped hits made on, the Leyner sharpener. The Carr bits were made with a 5° taper and an angle of 100° between cutting edges.

Jan 8, 1917

In blasting large tonnages of ore or material, the economy of the operation 'depends mainly on the mine manager's judgment in placing the holes to the best possible advantage and in determining the most effective size of hole to suit the conditions and requirements.The placing of holes is often looked upon as a problem involving so many uncertain factors that the application of simple mathematics is impossible. The uncertain factors arise when dealing with strata of different character, in hardness toughness and resistance to shearing.A study of the practice at many mines where all types of strata from hard ore to relatively soft overburden, and even coal, is being mined, suggests that the problem is not as complex as generally believed. There is, without doubt, some uniformity in the amount of burden given to holes of equivalent dimensions, regardless of the material being mined. The reason is simple. With too great a burden hard rock will not break out and soft rock will "bull". The nature of the strata is taken care of by the strength, quantity and distribution of the explosive charge and, to some extent, the spacing of the holes.It is because burdens are uniform in all classes of strata met with in mining, that a formula can be used to design blast hole layouts.The formula introduced in this paper is empirical as it is based on prevailing practice. It has been tested and proved remarkably accurate against every example available to the writer. Many thousands of blast holes, at many different mines, are represented by the examples given in the attached tables; to give further examples would only mean, unnecessary repetition. At the Mount Morgan Mine...

Jan 1, 1952

By Tapiwa Chenje, Victor Olivas, Peter Radziszewski

"Ore breakage and grinding media wear have always been considered and determined separately in laboratory tests. However the two processes are linked with the ore broken down in any comminution device being responsible for the majority of the steel wear experienced. The Comminution Dynamics Laboratory (CDLab) successfully developed a test methodology that can more accurately predict grinding media wear in tumbling mills than the Bond Abrasion test. This paper looks at the possible application of the abrasive wear methodology to determine breakage parameters of the same ore used in the abrasion test. Results indicate that breakage parameters comparable to t10 can be determined using the Steel Wheel Abrasion Test (SWAT), while using significantly less ore than standard breakage tests.BACKGROUNDThe Rubber Wheel Abrasion Test (RWAT) is an internationally accepted and widely used method for determining the abrasion wear behavior of materials. The abrasion wheel test was developed to primarily utilize a steel wheel (Brinell, 1921). Haworth (1949) criticized using of the steel wheel by arguing that increasing the contact area size in the steel wheel test causes a change in the wear rate with time. He suggested that the use of a rubber wheel instead eliminates this problem, leading to the adoption of the RWAT which was standardized in ASTM G65 (2004).Radziszewski (2002), however, found that the use of the Steel Wheel Abrasion Test (SWAT) was more applicable for wear testing in the mining industry for two critical reasons. Firstly, the major cause of wear in a ball mill, the most frequently used comminution device, is ball-ore-ball contact and also ball-ore-liner which both are metal-ore-metal contact. Therefore, using the steel wheel has the advantage of providing a similar abrasive environment to the one that takes place in a real ball mill. Secondly, the SWAT creates the potential of running experiments at much higher force regimes that are closer to what happens in actual mills, unlike the RWAT which is a low stress test."

Jan 1, 2011

By Rodolfo Espinosa

"Industrias Peñoles, S.A. de C.V. in Mexico, has nine mining operations, six managed by Peñoles (base metal mines) and three managed by Fresnillo plc (precious metal mines). Seven of the operations use flotation and the other two are heap leach operations, one for gold and the other one for copper.This paper gives a brief introduction of Peñoles, shows mine locations and describes the main process characteristics of each concentrator. It also presents four of the new operating practices that were implemented over the last four years to improve the economics of the mining operations. These include (1) the use of centrifugal gravity concentrators to increase the recovery of gravity recoverable gold (GRG) and silver (GRS), (2) the use of expert systems to reduce process variability while increasing grades and recoveries, (3) the application of the Six Sigma methodology to key projects to ensure success and personnel development and (4) the use of water chemistry fundamentals to identify chemistry problems and design adequate solutions for improving grades and recoveries.INTRODUCTIONPeñoles was founded in 1887. It is a mining group with integrated smelting, refining and chemicals producing operations. Peñoles is the world largest producer of refined silver and metallic bismuth, the leading Latin American producer of refined gold and lead. It is amongst the world leading producers of refined zinc and sodium sulfate.Peñoles operates and controls six underground mines in Mexico and is the largest producer of zinc and lead of the country. It also produces copper concentrates and cathodes. Through its 77.1% equity stake in Fresnillo plc (a London Stock Exchange listed company); Peñoles is also a significant producer of gold and silver. Fresnillo plc operates three precious metal mines in Mexico. While Fresnillo is the world largest primary silver mine, Ciénega and Herradura are two leading gold mines of Mexico. Figure 1 shows a map of Mexico indicating the locations of the Peñoles mines. The main process characteristics of each concentrator are listed in Table 1."

Jan 1, 2011

By Harvey W. Parker

Our industry has developed to the skilled, experienced and productive industry that we now enjoy as a result of the visions of great engineers throughout history, but, in particular for their visions in the last 1 centuries. Unfortunately for our forefathers, the technology lagged so far behind that these exceptional visions could not be realized for decades, sometimes for a century. All that has changed in recent time and many bold and visionary projects can now be constructed and operated because of dramatic advances in technology. Before, say, 1950, tunnel technology developed very slowly. However, technology is now developing at such a fast rate that planners and decision makers are challenged to stay ahead. Moreover, new technology will develop during the lifetime of any project that can dramatically improve under-ground space projects. One of the best examples of this technological advancement is that of closed-face TBMs which now make tunneling feasible in previously impossible ground conditions. Since it usually takes a decade or more to plan, overcome environmental and political issues, construct, and put into service major projects, planners and designers are challenged by the changes in technology that occurs during the long time span of planning and construction. This is particularly true of large infrastructure projects such as transportation, water and wastewater systems and other major underground schemes. Also, since the serviceable life of many of these tunnels is often over one century, planners must consider not only lessons learned from the past but also what new concepts and innovations may develop over an extremely long time. These and other issues create a great challenge to planners and illustrate the great importance of careful but creative vision and flexibility during planning of long-term tunnel and underground space projects.

Jan 1, 2008

By André van Wageningen

Long term mine scheduling is one of the most difficult optimization problems. The problem is said to be NP-complete in that the best possible solution cannot be found any quicker than checking all possible permutations and combinations. In current mining operations, it is important to report changes in long term plans as soon and as accurately as possible. Where geological data can change rapidly, such as in narrow vein deposits, the need to quickly identify and optimize different long term alternatives becomes a difficult task and can lead to many permutations of the long term mine plan. The question arises, is the new plan optimal or not? Can the company objectives be met while adhering to operational constraints? Although a number of optimization techniques have been used in the past, many include significant simplifications or fail to produce acceptable results within the required timeframe. Genetic Algorithms (GAs) are among the most promising optimization techniques within operations research. They are based on natural selection and evolution of solutions to complex problems. They have been known to quickly converge within a few percent of the optimal solution by examining only a fraction of the possible permutations. The GA itself contains very little problem specific information and, as such, in this study, has been linked to a discrete-event simulation (DES). The DES is able to evaluate each sequence proposed by the GA and determine the effectiveness and value of each schedule. The DES feeds information regarding the feasibility and quality of the solutions back to the GA during the optimization process. In this paper, GAs and DES are described and the coupling of the two methods is outlined. The GADES module is then used to ?optimize? a narrow vein theoretical case study and the results discussed in a broader mining context.

Oct 1, 2004

By T. Yegulalp, M. Castaldi

As global energy demands increase, there will be a critical need to employ fuels that have minimal environmental impacts. While hydrogen is considered the ultimate fuel for that purpose, hydrocarbon based fuels will be in use for a considerable time and will probably be the first major source of hydrogen for next generation power systems. The best fuel for this transition will be natural gas because of the high hydrogen to carbon ratio. Natural gas hydrates have the potential to meet the global energy needs for the foreseeable future. The amount of energy stored in natural gas hydrates is significantly more than that of all the other fossil fuels combined. However, most proposed techniques for recovering the natural gas from the hydrate require too much energy input, raise safety concerns or can only recover a fraction of the gas. This paper discusses the technical feasibility of a novel method of gas production in hydrate reservoirs. The method is an in-situ process that creates a point heat source in the hydrate formation. This method not only significantly reduces the energy input, but also has the potential to sequester as much or more CO2 than would be produced from combustion of the natural gas produced, thus making this in-situ methane production technique virtually carbon neutral. Simulations using FEMLAB™ show that the method offers an energy efficient and environmentally friendly way to produce natural gas from hydrate reservoirs. Preliminary results indicate that it is possible to have an energy efficiency of nearly 90% for land based reservoirs for hydrate loadings of 20%. The simulation results also suggest that alternatives to a point source can be employed which may improve the process efficiency.

Jan 1, 2007

By Nedam Abed

A fundamental study of the sonochemical leaching of chalcopyrite in ferric ion media has been performed to understand and quantify the effects of sonication and other parameters on leaching reactions. The study covers sulfate and chloride media. The main leaching reaction: CuFeS2(s) + 4Fe3+(aq) Cu2+(aq) + 5Fe2+(aq) + 2S(s) (1) was found to be dependent on temperature and initial particle size, but less dependent on ferric ion concentration. Leaching kinetics were not affected by ferrous ion concentration or the amount of chalcopyrite added. Leaching was performed under a variety of sonication and leaching conditions. Reaction stoichiometry was confirmed through detailed wet chemistry analysis and mass balance calculations. The use of ultrasound activation showed a clear improvement in leaching kinetics and amount of copper extracted, sonication having a catalytic-like effect on the leaching reaction. Compared to experiments without sonication, reaction rates were 2-3 times faster at the same temperature, and could be faster by a factor of 20 for the same initial particle size. Regardless of initial particle size, the amount of copper extracted was comparable under sonication, and could be twice that under chemical leaching, implying the avoidance of fine particle grinding. Sonochemical leaching was found to be only temperature dependent, where the best copper extraction was at 75C. Leaching was further enhanced by the use of a grinding aid. The leaching behavior of chalcopyrite particles remained similar with and without ultrasound activation, implying that the known passivation mechanism in the oxidative leaching was not eradicated. Sonication resulted in coarse particle breakage (ultrasonic milling). Sonication did not contribute to particle passivation, as affirmed from different leaching procedures and sonication in aqueous and organic media. Parabolic leaching kinetics were confirmed for leaching experiments.

Jan 1, 2003

The current talk of risk management as a separate discipline and management function is like earlier imposition of Quality Control (QC) as an overlay on shoddy production management. Risk management is vital, but is integral in the way we marshal our staff, make decisions, then monitor and review and make crucial secondary decisions. New leaders must not assume that hiring experts ensures good decisions. It is only the essential step one. The worst company I worked for had more expertise than the best. The difference was in culture and decision-making processes. Failed feasibility studies, persistent technical factions in a company that cancel each other, heaps of expert consultant reports piled up like a dump of bricks, even great but half-managers in large and small companies cancelling expertise at their disposal, are the worst manifestations. Just daily foul-ups are common even amongst smart people. We miners have made a great industry but are content to drift far below excellence, even where that word is bandied around. All the management literature and management courses will not right the situation û we have been sending budding managers to this good stuff for two generations and the effects are worthwhile but marginal. A few key ideals, ideas and slogans are not the way. These make inspiring books that work about as long as the Christmas spirit does in the real world. What we need is a coachesÆ manual and a standard of the essential package of culture and work processes that make excellence possible and show how to maintain it long term. It has not been written until now because most managers want to remain dilettante amateur managers without the discipline that creates excellence. First, believe excellence is possible and worth any effort; then commit to it.

Jan 1, 2007

INSTITUTE MEDALS AND PRIZES ASIDE from the John Fritz Medal, in which the Institute participates through its representation on the John Fritz Medal Board, the Institute itself has four awards it may make annually, as fol¬lows. the Robert W. Hunt Medal and Prize, the J. E. Johnson, Jr., Award, the James Douglas Medal, and the William Lawrence Saun¬ders Medal. ROBERT W. HUNT MEDAL AND PRIZE The partners of Robert W. Hunt established a fund which was presented to the Institute at a fitting ceremony-on May 27, 1920, to establish an annual medal and a sum of money to be awarded under the following rules 1 The award shall consist of two prizes first of a gold medal, second of a sum of money, a certificate to accompany each prize The money prize shall not be awarded to a member over 40 years of age, but under unusual circumstances, both prizes may be allotted to one person provided that he is not over 40 years of age In general it will be understood that the Committee shall award the money prize to the younger men, rather than the medal 2 The awards shall be made not oftener than once a year to that person or persons contributing to the Institute the best original paper or papers on iron and steel The scope of the term "iron and steel" shall be determined by the sub-committee considering the awards In general, papers dealing with the practical side of the subject have preference over those dealing with the theoretical side in recognition of the fact that Captain Hunt's main contributions to the industry have been in the improvement of production and quality of material

Jan 1, 1923

ASIDE from the John Fritz Medal, in which the Institute partici¬pates through its representation on the John Fritz Medal Board, the Institute itself has four awards it may make annually, as fol¬ lows the Robert W Hunt Medal and Prize, the J E. Johnson, Jr , Award, the James Douglas Medal, and the William Lawrence Saun¬ders Medal ROBERT W HUNT MEDAL AND PRIZE The partners of Robert W Hunt established a fund which was, presented to the Institute at a fitting ceremony on May 27, 1920, to establish an annual medal and a sum of money to be awarded tinder the following rules¬ 1 The award shall consist of two prizes first of a gold medal, second of a sum of money, a certificate to accompany each prize The money prize shall not be awarded to a member' over 40 years of age, but under unusual circumstances, both prizes may be allotted to one per son provided that he is not over 40 years of age In general it will be understood that the Committee shall award the money prize to the younger men, rather than the medal 2 The awards shall be made not oftener than once a year to that person or persons contributing to the Institute the best original paper or papers on non and steel The scope of the term "iron and steel" shall be determined by the sub-committee consideing the awards In general, papers dealing with the practical side of the subject have preference over those dealing with the theoretical side in recognition of the fact that Captain Hunt's main con¬ti ibutions to the industry have been in the improvement of production and quality of material

Jan 1, 1923

By John M. Marek

INTRODUCTION This paper is for the mining manager, generally meaning mine superintendent, chief engineer, and others who have control over the mine operation responsible for feeding the insatiable beast called the mill or processing plant. The author is not from mine management but from the field of technical mine engineering consulting. This fact illustrates the authors gross inadequacy to comment on this subject. On the other hand, the consulting profession allows visits to many mine operations, worldwide, supplying many different commodities. The common complaints and misunderstandings that have been heard worldwide will be shared within the following few paragraphs. In order to discuss optimization, one must first define it. There certainly will be many papers in the following sessions that claim to optimize something, or other, based on a technical definition of cost, efficiency, throughput or some other quantifiable basis. DEFINE OPTIMIZATION Actual optimization of an operation is not as easily achieved as most of us in the technical world would like. Borrowing terminology from the technical world, the boundary conditions and the optimization function are usually not well defined. The problems in many cases do not lend themselves to quantification. Typical management procedures are to establish goals or strategies that set the approach or general boundary conditions to the overall plant. Three simple cases are listed below as possible corporate strategies to optimization of a mine-process plant complex. 1) Maximized discounted cash flow 2) Minimized long term cost of product 3) Maximized resource utilization This list seems simple when presented in the above context, uncluttered by constraints such as market position, capital availability, or environmental limitations. Sometimes the best approach is a prioritized combination of the above items. Typically, the Board or CEO has established these strategic priorities. They may

Jan 1, 1991

By J. A. M. van Liempt

SINCE the discovery of von Laue, that a crystal forms a natural grating for X-rays, our knowledge of the structure of solids has gone forward with rapid strides. This progress is not only of purely scientific interest, but has also yielded direct technological results. One of the most valuable results is the broadening of our knowledge of the structure of pure metals and alloys. To promote these studies it is often desirable to have at our disposal pieces of metal consisting of one single crystal. As is so often the case in the natural sciences, we obtain the best results by making our earliest experiments on pure, simple materials and avoiding unnecessary complications. The Cryogen Laboratory at Leyden followed this method with much success, because the work was done at such low temperatures that the heat movement of the atoms was almost absent. Similarly we can simplify the studies of metals by leaving out of consideration the influence of the grain boundaries and the mutual influence of the crystals by using unicrystalline instead of polycrystalline metal. Methods of making single crystals have been scientifically studied during the past few years. Some methods were already known in the arts, but these have been improved and new methods have been developed. The methods for making metallic single crystals may be divided into the following groups: A. From the liquid state B. From the gaseous state C. Electrolytically D. By recrystallization in the solid state METHOD A 1. Tammann's Method. 1-Tammann succeeded in making bismuth single crystals of a maximum length of 20 cm. by undercooling the molten metal 0.1 to 0.3° G. below its melting point in glass tubes of a maximum

Jan 1, 1928

The face of project evaluation is changing continuously, making it ever more critical to get a clear understanding upfront of the objectives, decision-making processes and criteria of the project proponents. Requirements are usually significantly different for emerging æjuniorsÆ compared with long established major mining houses and companies in developing countries compared with western companies. Requirements are also different for different types of evaluations, such as due diligence studies compared with feasibility studies of æownedÆ projects and there are often key misunderstandings around the use of the term æbankableÆ. Further, it has become increasingly important with increasingly remote and lower quality resources to understand risk relativities such as infrastructure compared with the core processing facilities. This has also driven the need for more trade-off studies to determine the best balance between critical issues, such as optimisation of the interface between mine and processing plant, capital versus operating cost and automation versus labour. In every project evaluation, it is also critical to consider emerging trends and changing requirements and standards such as sustainability and community interface. Finally, the inescapable drive to reduce time to market has driven changes such as increased use of more standardised designs and innovative approaches to the transition from project development to execution. This paper begins with a brief review of the different objectives and risks of each project development stage to establish a framework for subsequent discussion of the different requirements of different types of companies in different locations, different types of evaluations and different types of projects and project components. This is followed by a review of changing requirements and standards and some innovative developments in sustainability and community interface are presented. Finally, the paper outlines a number of developments in the area of operational readiness planning that focus on minimising the time to achieve maximum return on investment.

Jan 1, 2009

DURING a period extending over about the last two and a half years, the performances of various types of rock drills in use at the mining department of the Zinc Corporation have been recorded as closely as possible. The main objective was the collection of sufficient data regarding internal water-feed hammer drills, when used for the same class of work as the older type reciprocating drill, to enable a decision to be formed on the following points:(1) Whether internal water-feed, hammer drills could efficiently perform the work previously carried out by reciprocating drills without excessive repair cost to the former.(2) If so, was it good policy commercially to eliminate the reciprocating type completely, writing these off together with the accompanying spares, accessories, and solid drill steel, and replacing with internal water-feed hammer drills, with lighter fittings, and the requisite amount of hollow drill steel.(3) What were the best types and makes of hammer drill for different classes of mining work(4) What was the economic aspect of the introduction of the principle of internal water feed to every type of machine throughout the mine.Prior to the strike of workers in May, 1919, Ingersoll-Rand E47 31-in. reciprocating drills had been used for stoping and for the major portion of driving, cross-cutting, and similar work. The accompanying columns and fittings were all 4t in. The drill steel used was solid octagon. Up to 1916 these machines were also used for winzing, after which time jackhamers were more successfully employed. These latter were of the usual types, varying in weight from 40 to' 46 Ib. Ingersoll BCR 430, Holman No. 2 spool valve, Sullivan DP33,. Waugh Clipper 55. These machines were all dry head; the drill steel was hollow hexagon, shanked.

Jan 1, 1923

By J. A. M. van Liempt

Since the discovery of von Laue, that a crystal forms a natural grating for X-rays, our knowledge of the structure of solids has gone forward with rapid strides. This progress is not only of purely scientific interest, but has also yielded direct technological results. One of the most valuable results is the broadening of our knowledge of the structure of pure metals and alloys. To promote these studies it is often desirable to have at our disposal pieces of metal consisting of one single crystal. As is so often the case in the natural sciences, we obtain the best results by making our earliest experiments on pure, simple materials and avoiding unnecessary complications. The Cryogen Laboratory at Leyden followed this method with much success, because the work was done at such low temperatures that the heat movement of the atoms was almost absent. Similarly we can simplify the studies of metals by leaving out of consideration the influence of the grain boundaries and the mutual influence of the crystals by using unicrystalline instead of polycrystal-line metal. Methods of making single crystals have been scientifically studied during the past few years. Some methods were already known in the arts, but these have been improved and new methods have been developed. The methods for making metallic single crystals may be divided into the following groups: A. From the liquid state B. From the gaseous state C. Electrolytically D. By recrystallization in the solid state Method A 1. Tamwmnn's Method1—Tammann succeeded in making bismuth single crystals of a maximum length of 20 cm. by undercooling the molten metal 0.1 to 0.3' G. below its melting point in glass tubes of a maximum