Search Documents

Under date of Sept. 30, the following open letter was addressed to the Members of the Colorado Section of the American Institute of Min-ing and Metallurgical Engineers by a Colorado Committee: At a meeting of the Colorado Section of the American Institute of Mining and Metallurgical Engineers, held on Friday, Sept. 19, a reso-lution was unanimously passed condemning the Engineers' Licensing Bill passed at the last session of the State Legislature, and requesting the Chairman to appoint a Committee to act in conjunction with the other National Engineering Societies and the Colorado Metal Mining Associa-tion, with a view to securing its repeal at the extra session of the Legis-lature which the Governor has expressed his intention of calling. It may be within your knowledge that the bill in question was passed by the Legislature and signed by the Governor without the knowledge of any of the National Societies, and of few if any of their members. Under its provisions residents of other states cannot even come into this to examine a mine without securing a license, and aliens (among whom are many honored members of, the profession in Colorado) cannot obtain such a license at all. The mining industry in this state needs the coopera-tion of outside engineers, and we should welcome any assistance from them that will tend to develop our resources. To attempt to discourage the activity of visiting engineers will inevitably react on us, and brand the state as being hostile to brains and capital from outside. The difficulty of securing a license will prove a serious handicap to young engineers starting out in the independent practice of their profession. Moreover, a license issued to au engineer qualified in one branch will entitle him to practice in any other: so that the license is apt to mislead the public.

Jan 11, 1919

To the members of the A. I. M. E., who have given much and risked all to fight "Over There" with pick, or gun, or brain, and to the members who have chosen the sometimes more self-denying duty of remaining at home to help produce metals for fighters: Your experience in foreign lands has bred in you that spirit of internationalism which will soon be infused into every corner of our country by virile lads thrilling from a great experience in an old, yet new, land over the seas. To them the East will not seem as far from the West as it was, nor the North from the South. Sectional jealousies will seen despicable to one who has fought for a great ideal shoulder to shoulder with real men of other nations. And they who have willingly sacrificed much on the altar of service will have little patience with an egotist, be he laborer, tradesman, capitalist or engineer. The problems which peace brings to us are more difficult than those of war and their solution requires not only cool heads, tolerance, and wise judgment, but the "getting together" of sections and classes and individuals. The triumph of justice over individualism, represented by the draft law, must be repeated, for there are "slackers" in peace Is well as in war, and the spirit of self-denial expressed in response to Liberty Loans, Red Cross, and Welfare drives and Food Administration appeals must live. We have only just begun to learn how to serve. It is often claimed by our members that the engineer is not given, in the community at large, the recognition which his training should merit; that his reward is not as great nor his service as welcome as it should be. Public service is generally assumed to be a logical activity for a lawyer,

Jan 12, 1918

By Peter K. Achireko, Samuel Frimpong

Design and optimization of open pit limits are of paramount importance because they provide information for evaluating the economic potential of a mineral deposit and for developing short and long range mine plans. Many algorithms and their modifications have been used to design and optimize open pit limits. These algorithms have provided mine planning engineers with pertinent information in designing, optimizing and extracting ore reserves by open pit technology. However, they do not address the random field properties associated with the ore grades and reserves and commodity prices, and thus, fail to yield the truly optimized pit limits in any time horizon. In this paper, a new algorithm, MCSIMFNN, which overcomes these limitations is proposed and used to optimize open pit limits. The random field properties of the ore grade and reserves have been modelled using the modified conditional simulation based on the best linear unbiased estimation and local average subdivision techniques. Artificial neural networks are used to classify the blocks into classes based on their conditioned values. The error back propagation algorithm, in the neural networks, is used to optimize the pit limits by minimizing the desired and actual outputs error in a multi- layer perceptron under the pit wall slope constraints. The optimized pit value obtained by this algorithm has been compared to that from the Lerchs-Grossman's algorithm in a case study. The results are the same, but in random multivariable states, the MCSI MFNN algorithm is the most suitable for pit optimization. The method is also fast since it mimics the operation of the brain in the solution of the pit optimization problem.

Jan 1, 1996

In Australia we usually define "resource" in purely material terms, and rarely relate it to intellect and human capacity. We look at the sheer abundance of our natural resources and are satisfied with the feeling that we don't really need-to rely on using our brains. Certainly our country is fortunate to have the mineral resources it does, but in many ways Australia's worst enemy is its "lucky country" syndrome because we tend to underutilise the great resource we have in the capacities of our people. Raw material exports will undoubtedly continue to contribute a major share of our export revenue, but to harness the riches our country has to offer most effectively we need the vision and planning necessary to bring together our material and human resources. There is a need not only to find, exploit and process our minerals economically, but to turn as much of our mineral wealth as possible into high value products before it leaves the country. In particular we must use our brainpower if we want to maximise economic benefit from and political influence over the strategic minerals which leave our shores. In the past we have been successful in finding and exploiting minerals because our mining industry has been in the forefront of private sector research and development. But if Australia is to have an advantage over other mineral rich countries in insulating itself from the effects of cyclical swings in commodity prices, then the future of the industry must lie even more in technological sophistication rather than depending. on such considerations as size and location of mineral deposits. To survive, our mineral industry must have the foresight and resourcefulness to make its own luck. There are two keys to increased efficiency in exploration and production and in further processing methods: enhancement of the skills of the workforce and continual improvement of R&D.

Jan 1, 1986

By John S. Alexander

THE spirit of this age encourages the substitution of mechanical for hand labor wherever possible, experience proving that the employer, employer and consumer share alike in the resulting benefits. Through the efforts of the inventor, millions of the laboring class have been raised from being mere contributors of muscular force to be brain workers and directors of those ingenious contrivances now so widely used in the various branches of agriculture, manufacturing, printing, etc. While the genius of invention has accomplished so much in other departments, it seems remarkable that she has not long ere this descended into the coal mine with her wheels, levers, and eccentrics, and provided the toilers there with some device by which their unusually laborious work could be lessened. Until within a very few years, however, little special attention was given to this subject, owing largely, no doubt, to the fact that coal miners as a class were prejudiced against innovations of this kind and ignorantly clung to muscle as the only means of wresting from nature her treasures stored within the coal measures. Thanks, however, to the enterprise and skill of some Scotch and English mine proprietors and inventors, the present decade has seen rapid strides in the right direction, and mechanical coal mining has become a fixed fact in some portions of Great Britain. Making her acknowledgments to the mother country for these earnest and successful efforts, America now comes forward with the Monitor Coal-Cutter as the result of a trial on her part to advance the common cause of economical coal production; for upon cheap fuel the future greatness of both nations largely depends. The object of this paper is to give a few items in regard to this Monitor Coal-Cutter, which, so far as the writer is informed, is the

Jan 1, 1875

By A. K. Knickerbocker

PRACTICALLY all underground work on the Minnesota iron ranges is done by miners working on a so-called contract wage system. This system, while it has certain advantages over the straight day's pay or company-account method of wage payment, has serious and vital defects. In view of the scarcity and demands of labor, it is important that employers of labor scrutinize their systems of wage payments carefully, not only to save losses and trouble, due to labor disturbances, but also to secure the greatest efficiency of their workmen and reduce their operating costs. It is admitted that an adequate, just, and equitable wage is the prime factor in bringing about these benefits. The wage of labor and its method of application and payment have been, and always will be, the main factors in the unrest and dissatisfaction of labor. Not only does labor want and need an adequate wage, assuming that work is adequately performed, but it wants and is entitled to a just and equitable wage. Labor must have respect for the fairness of the wage and for the fairness of the management in the application of the wage. It is conceded that the Minnesota iron miners are now, and have been, in the main paid adequately, but the inherent defects of the so-called contract system prevent any just or equitable application of this wage to the various units of the labor body. The defects of the contract system, with its obvious inequalities, favoritisms, and injustices, are cancers in the brain of labor. Every thinking miner realizes these defects and knows just what they are; the unthinking do not realize the details of the subject, but each month they are forcibly reminded of these defects through the pay envelope. As practiced on the iron ranges, however, the so-called." contract" system is not a contract and the name is a misnomer. No true contractual obligation exists.

Jan 2, 1920

By C. C. Griggs

From its inception, a limestone quarry or mine should be under the direction of a capable engineer. Before it becomes a reality, he should outlinc the future results, plan the most economical methods for moving the materials and the most efficient equipment, and pilot the undertaking along the narrow pathway of success, avoiding the pitfalls of uneconomical production and the precipitous walls of scanty profits. Inspection of successful limestone properties shows that all have had difficult engineering problems, the solution of which have required keen engineering ability. In approaching a subject of this nature, it is logical to follow the progress of the limestone operation from its inception to the end, as reflecting the engineering required. There are four major divisions: Investigation, equipment, development, and operation. Investigation On the reliability of the engineer's estimates and the soundness of his judgment depend the success or failure of the enterprise. When one visits a prosperous concern, realizes that the limestone is of a constant chemical composition, sees the mechanical devices installed, and watches the output leave the plant in trains of railroad cars or fleets of vessels, he may overlook the fact that in the remote past this great creation was born in some man's brain and evolved through competent engineering. Many factors must be considered before a promoter could procure the money necessary to launch such an enterprise, for a conservative banker will only recommend a successful producer while the promoter must provide funds on his own and his engineer's judgment. An engineering investigation must be made preliminary to expenditure for actual operation, which, for a limestone deposit, would' naturally embrace such subjects as : ' Readily available. 1. Tonnage available........ Possibly available. Chemical analysis.

Jan 1, 1925

NEW MEMBERS The following list comprises the names of those persons who became members during the period of Feb. 10, 1918, to Mar 10, 1918. ADKINSON, HENRY M., Min. Engr Walker Bank Bldg., Salt Lake City, Utah. BARKE, A. C., Min. Engr., United States Smelt., Refin. & Min. Exploration Co., 1503 Hobart, Bldg., San Francisco, Cal. BARKER, F. L., Prof. of Min. and Geol., Pei Yang University, Tientsin, China. BEASLEY, ALFRED F., Supt. Of Refinery, Bunker Hill & Sullivan Min. & Cone. Co., Kellogg, Idaho. BEEKLY, A. L Chief Geol., Cosden & Co., Tulsa, Okla. BELLIS, ARTHUR E Met., N. E. Westinghouse Co., Springfield, Mass. BRAIN, ELMER C Mgr., United Gold. Min. Co., Granite, Ore. BRUNER, CRANE S., Engr., American Zinc, Lead & Smelting Co., Carterville, Mo. COLLINS,. HARRY R Mech. Engr., Fuller Engineering Co., Allentown, Pa. CRANKSHAW, ALDEN, Experimental Met., New Jersey Zinc Co. (of Pa.), Palmerton, Pa. GALLIGAN, EMMET F., Mine Supt., Homestead-Iron Dyke Mines Co., Inc., Homestead, Ore. GREENE, FRANK C Geol., Cosden Oil & Gas .Co., Tulsa, Okla. HALSEY, HOWARD G Field Engr., 0. M. Bilharz Min. Co., Miami, Okla. HARROUN, DOUGLASS HOUGHTON, Supt.., Aguascalientes Metal Co., Asientos, Aguascalientes, Mexico.

Jan 4, 1918

By John Garcia

COAL MINING, as well as all the other major in-dustries of Russia, is controlled by the Soviet Gov-ernment by means of organizations in each dis-trict, known as "Trusts," such as the "Kisel Coal Trust" in the Urals, the "Donugol Trust" in the Ukraine, etc., and each Trust functions as a unit, reporting direct to the chief of the department of the government at Moscow. The responsible head of each Trust is usually a mem-ber of the Communist party and, filtered through his organization, one generally finds a fair proportion of Communists in "key" or important positions, such as purchasing agents and local managers or superinten-dents, but in the majority of places requiring technical or professional knowledge, or trained brains and ex-perience, little or no attention is paid to a man's political opinion provided, of course, he "behaves himself." These different Trusts were authorized or ordered by the Central Committee at Moscow to investigate the methods of mining and type of mines developed in all other coal producing, countries of the world, and after a period of several years of intensive investigation and study reported back to headquarters that the modern American mines were the most efficient, recommending that the program for the rehabilitation of the Russian coal mining industry should follow the lines of American practice. The Trusts were then authorized to negotiate with American engineering firms for technical service for mine designs, and invited Americans to send commis-sions to Russia to prepare and submit to the Technical Council one or more projects for a complete modern American-type operation adapted to the local conditions. A "project" is a preliminary set of designs on the entire mine, top and bottom, with specifications. cost estimates, production costs, schedule of operation, budget of expen-diture, etc., and is quite an elaborate and sizable under-taking-I might say, it took six of us working tooth and nail for over three months to finish our first project.

Jan 3, 1928

By F. Louis Grammer

The iron industry has been so markedly the cynosure of all eyes, that a sense of weariness has overtaken many on-lookers, and a new wonder is desired. While the commercial phase of the iron industry has necessarily engrossed the public attention and probably is the more worthy of record, still the mechanical and metallurgical phases have recorded conspicuous advances and merit attention. In order to appreciate the present condition of blast-furnace practice, it is necessary before enumerating the advances made during the past decade to give a brief discussion of the tendencies in the methods of administration as well as the conditions governing supremacy, for these factors have modified the aims of the manager. It might also be well to apologize for a record of the advances made during such a short period as a decade, were it not that, for the individual, time is marked as much by the impressions recorded on the brain as by the jumps of the second hand of a watch. Furthermore, this article is written in order to carry out a project of the late Dr. Egleston, to have a record made each decade. I regret that the data collected by him, and forwarded to me, end with 1896, and therefore do not include the interesting results which followed the introduction of Mesabi ores. The perusal of the notes is melancholy reading, somewhat like the feelings we experience in going through a graveyard. It is a record made up of so many plants, which have ceased to be factors in the iron world, if they are not entirely moribund. Historically, they would be interesting, emphasizing as they do the abnormal and somewhat overestimated importance of furnace lines, taken without proper reference to volume of blast and nature of stock used. I regret, however, that the time at my disposal does not permit of this presentation.

Jan 1, 1905

By Carricajo T., S. Nazari

This paper discusses a unique dynamic solution for optimizing comminution area in real time. The proposed technology is a combination of model predictive controller, optimization methods and real-time digital twin for mineral processing. For grinding area, the ultimate goal of an effective control strategy is to maximize the mineral processing, reduce energy consumption and stabilized size classification. To have a continuous and effective comminution operation, a reliable control system that minimizes the need for human intervention is necessary. The implemented advanced control strategy for comminution area consists of two layers in hierarchical structure. The lower layer objective is to stabilize the process stabilization using model based predictive controller (MPC) technique. The unique MPC used in this layer is called BrainWave™ chosen for its robustness, convergence and delay handling; furthermore, the developed platform offers stable and repeatable solution and has short implementation time. The upper layer is a supervisory control, which sends the preferred process operation points to the lower layer to drive the process towards optimal performance. The goal of this layer is to optimize the process targets, as well as making decision. To increase process performance, automatic ore characteristic adaptations are implemented in this layer. A digital twin of comminution area is built in the second layer that runs amongst the process in parallel. By communicating, the process data in real time, a virtual densitometer is built that is being used in our advance process control strategy. Our control strategy has been developed, tested and implemented in various areas of a copper concentration plant. The targets for implementing advance process control are usually increased throughput, decrease energy consumption and variability reduction in particle size distribution. Overall, the results showed in different mine sites are increase throughput between 2 and 5%, specific energy consumption reduction about 15% and process variability reduction up to 60%. In this paper we discuss the results of the recent implementation of this technology on Minera Los Pelambres, Minera Collahuasi and CAP Minería. Their concentrator plants have installed control systems with the most updates optimization features, for SAG mill, ball mills and thickeners.

Jan 1, 2019

By Albert Sauveur

Floris Osmond, Honorary Member of the American Institute of Mining Engineers, born in Paris, March 10, 1849, died at Saint-Leu near that city, June 18, 1912. Taken suddenly ill with congestion of the brain while on his way from Paris to his home, he reached it in time to write on the typewriter his last wishes, one of which was that no biographical notice of his life should be published. Holding Osmond's memory sacred, as those who have known him will, is it our duty to conform with his desire ? Shall no mention be made in our Transactions of the beautiful life and great achievements of one of our most honored members? Is it not, on the contrary, incumbent upon us to disregard Osmond's instruction in this matter and to place on record our admiration for the nobility of his life, for his talents and for the importance of his work, that younger men may be inspired by it with a desire to be guided by worthy motives in the path of unselfish pursuits ? I cannot feel that in following this course I am disloyal to Osmond's memory and I am strengthened in this belief by the opinion of men of high honor whom I have consulted before undertaking the writing of this obituary notice. One of them, Professor Henry M. Howe, justifies my decision better than I could do it myself when he writes : " Let us look frankly at the matter. Here we have a most extraordinary life, a life of rare beauty and power of inspiration to the rest of mankind. In my opinion we should not deprive mankind of the stimulating influence of the example of M. Osmond simply because he shrank from publicity. Our young men see every day how greed and vulgar push succeed, and with what material rewards they are crowned. They see too rarely the more valuable crown which comes to self devotion. A permanent and public recognition of the beautiful qualities of Osmond's life cannot fail to appeal to the imagination of young men and to help to deflect them toward leading a noble rather than a sordid life. Therefore I feel that the Revue de Métallurgie and other bodies owe it to the public to give prominence to his career by means of biographical notices."

Jan 1, 1914

By A. K. Knickerbocker

Practically all underground work on the Minnesota iron ranges is done by miners working on a so-called contract wage system. This system, while it has certain advantages over the straight day's pay or company-account method of wage payment, has serious and vital defects. In view of the scarcity and demands of labor, it is important that employers of labor scrutinize their systems of wage payments carefully, not only to save losses and trouble, due to labor disturbances, but also to secure the greatest efficiency of their workmen and reduce their operating costs. It is admitted that an adequate, just, and equitable wage is the prime factor in bringing about these benefits. The wage of labor and its method of application and payment have been, and always will be, the main factors in the unrest and dissatis. faction of labor. Not only does labor want and need an adequate wage, assuming that work is adequately performed, but it wants and is entitled to a just and equitable wage. Labor must have respect for the fairness of the wage and for the fairness of the management in the application of the wage It is conceded that the Minnesota iron miners are now, and have been, in the main paid adequately, but the inherent defects of the so-called contract system prevent any just or equitable application of this wage to the various units of the labor body. The defects of the contract system, with its obvious inequalities, favoritisms, and injustices, are cancers in the brain of labor. Every thinking miner realizes these defects and knows just what they are; the unthinking do not realize the details of the subject, but each month they are forcibly reminded of these defects through the pay envelope. As practiced on the iron ranges, however, the so-called "contract " system is not a contract and the name is a misnomer. No true contractual obligation exists. As usually practised, the contract system involves the setting of a price per foot in development work, or per foot or per car, usually the latter, in slicing or stoping, by the mining captain, and assumes its acceptance, though often under protest, by the men. A price is set for each working place, in which there are usually two men per shift. This price includes labor and supplies, such as explosives, fuse and caps, shovels, carbide, etc., and the men divide the total earnings less the amount expended for supplies. The cost of the supplies charged to the men varies

Jan 1, 1920

By T. Egleston

circumstances, would prefer the steel with which they are now familiar, to a specimen that Mr. Sandberg has described as having broken into seventeen pieces under the wheels. After blowing such low manganese steel, it may be coaxed into a rail, but it is a wonder that it holds together so long as it does, with so great a nornber of minute flaws. I would not in any way depreciate chemistry, but I think it should be kept in its proper sphere. Let the chemist look after the quality of pig metal, and apply common sense in the avoiding of extremes, then the most fastidious railroad cannot find fault with the result. PROFESSOR EGLESTON, New YORK City : It is not my place as an engineer to apologize for the chemists, but as no one seems disposed to do so, and as they have had more than their share of criticism, 1 am glad to say that I believe there are chemists in this Institute whose work and word are just as reliable, arid perhaps even more so, than that of the average engineer. But we ought to make a distinction; there are chemists and chemists. With the ordinary commercial chemist, who looks upon the science as so much merohandise, I have not a particle of sympathy; but with the chemist who looks upon his profession as engineers do upon theirs, I have every sympathy. When matiufactorers and engineers go to a chemist and ask him to make an investigation, and scretv him dowu to the lowest point, turning the equivalent of his brains into cents and mills, they ustially get an exact equivalent in poor work for miserable pay, and no one has or should have any sympathy with them, and the under these conditions has no right to ask for any, and no reason to criticise any work that he may get under such circumstances. But I am disposed to think that the chemists who have been replwented and discussed at this meeting do their work conscientiously, and that it is as reliable as that of almost any profession. I believe, however, that this problem of steel rails is being investigated in a wrong direction. I said so at the Pittsburgh meeting, and I think the discussion of this meeting will prove it to all those who have heard it. I think the chemigt is incapable of solving this problem unlees he goes very far into the domain of physical chemistry, so far that it becomes physics and not chemistry; and that the physicist will be the one on whom we must rely in the future for the elucidation of the subject. The chemist may aid the physicist, but it is my decided opinion that we are looking in the wrong place to get the explanation of the phenomena.

Jan 1, 1881

By H. Foster Bain

THIS subject is one that has attracted my attention for a good many years. All of us have had occa-sion to think of the waste that comes from the poor organization of our methods of finding mines and of looking after prospects. Probably all of us, in, examination work, have made a long and difficult journey to see some prospect, in a far country, or often in the mountains, have found the prospect one that never could be developed, and have learned for the first time that it had been previously examined by from two to six of our professional associates, who, each in turn, condemned the property as worthless. I know properties, as all of you do, that have been repeatedly examined by first-class engineers. Perhaps it would not be safe or wise to have an invariable rule that, each prospect should be entitled to only one examination by one engineer; and yet, it seems to me that somewhere there is a middle ground to take; it is hardly necessary that each little prospect should be examined so many times that the walls get greasy from the climbing of mining engineers, or the stopes get filled up with cigarette stumps. 'This mining engineering profession ought to have brains enough to find some way of making this unnecessary, and of making the benefit of an examination, in some cases at least, and in a much larger number of cases than at present, avail-able to the industry as a whole. If we would save the amount of money that is spent unnecessarily on reexamination of properties, and let that money flow into the actual development of )properties, I believe that, in the long run, we would be better off. Just how to do that is another problem. In 1916, while in London, Edgar Rickard and I attempted to do something of that kind. We started to organize a plan whereby mining engineers might, with the consent of their class, turn over to a central organization their reports on properties they had examined, whereby men who had occasion to look up these same properties might, on payment of a fee (which should go back to the original client, if you desire, or might be devoted to some other purpose for the benefit of the industry), have access to these earlier reports. We found, in the short time we considered this matter, that a good many British engineers, and a good many of the companies, were willing to consider this. In other words, they were willing to pool their information, as a matter of practical experience. We all know the enormous value of pooling information. I think it is a problem that may well be considered from the point of view of the industry as a whole, which the Society might attempt' to work out on a businesslike basis. Assuming, however, that it is possible to work out a plan whereby we get the minimum number of examina-tions that are necessary and we make some saving in money, we reach another stage-the problem of the examination itself.

Jan 3, 1922

By James Boyd

JAMES BOYD 29.1-STAFF-AND-LINE ORGANIZATION Industrial organizations are established primarily to coordinate the activities of many individuals working toward a specific goal. In mining, the goals can vary widely, and the skills necessary to reach them likewise will vary from operation to operation. It is essential to keep in mind the principal point that an organization embodies the necessary skills which supplement each other and achieve a given objective. Those who direct such an organization are grouped together as "management" and accept the responsibilities for the regulation, administration, supervision and guidance of the enterprise. Those who comprise the "administration" and have supervisory authority are referred to as the "executives." In the early days of mining it was common for one executive to exercise virtually complete control over the entire organization, and direct its operation from a central office. However, the science of management has advanced significantly since then. Mining organization administration now allocates increased authority and flexibility to those in direct-line responsibility, and organizes competent people in specialized fields to provide supervisors with guidance where it is needed in day-to-day operations. Few mining companies today are confined to one operation. Therefore, highly developed skills can be provided in the staff which assists management. This is known as staff-and-line organization, illustrated, in general, in Fig. 29-1. Each operation requires diverse skills for the carrying out of specific functions. The acquisition and training of those with such skills is an important operation in assembling organizations. An organization normally is modified to accommodate individuals rather than being a "hard and fast" mold into which people are fitted. The modern manager is inclined to organize to minimize central direction, with delegation to line executives, providing staff whose day-to-day operations, in cooperation with line executives, coordinate a continuing drive toward the organization's objectives. The staff officers, therefore, tend to become what could be described as parts of the president's brain, dealing with specific areas requiring certain skills. They do not necessarily direct operations, but watch them to be sure that the skills which they have themselves developed can be transmitted to line operations by persuasion rather than by direct authority. The elements of management requiring staff assignments are: 1. Planning, which, at staff level, is only a coordinating activity. Planning is done at all levels in the organization. 2. Engineering. 3. Finance. 4. Control. 5. Personnel and industrial relations, which set personnel policies, including salary plans and the means of handling relations with the unions. 6. Research, which, in a modern organization, is essential to progress and needs to be overseen at the top. 7. Legal staff to see that all operations of the company are provided with sound legal advice, and that the company's policies stay within the law.

Jan 1, 1973

R. C. J. Goode (President): South Africa is known for its sunshine and mineral deposits-especially its gold and its diamonds-and as this year marks the 75th Anniversary of the establishment of the South African Institute of Mining and Metallurgy, it is appropriate that I say a few words about mining and metallurgy and the part this industry and our Institute has played in the life of this country. Africa, as the Dark Continent, with its fascinating tales of Prester John, Ophir, Queen of Sheba and its myths and legends has throughout the ages fired the public imagination. Pharaoh Necho, 600 years before the birth of Christ, sent an expedition from Egypt around the Cape to probe this strange land. The gold for King Solomon's throne was said to come from Monomotapa-the country now known as Rhodesia. Centuries later the Arabs and Portuguese searched for this mineral wealth. The Arabs found little gold but unfortunately established a lucrative trade in black slaves. Now let us take a brief look into the closing stages of the Stone Age when the indigenous population of the lower portion of this continent consisted of the Bushmen, a nomadic hunting people who knew no metals and kept no stock, and the Hottentots who were a pastoral folk with cattle and sheep. Then somewhere about the 11th century the Bantu started their long migration southwards and brought with them the knowledge of smelting of iron ore. One of their settlements was here in Johannesburg on the Melville Kopje at Emmarentia. These people were the first miners and metallurgists on the Witwatersrand and the beautifully preserved iron smelting furnace constructed nearly 1,000 years ago is a tribute to their technical ability. This ability to use iron to make better spears for hunting or to fashion hoes for cultivating the soil led to their establishment as a superior tribe. The earlier Bushmen were pushed back to the inhospitable swamps and deserts and the Hottentots fled to the south. The Bantu also knew the art of copper smelting. In the days of the Dutch East India Company, at the end of the seventeenth century, Bantu workers brought copper from the north-west Cape to Simon van der Stel, but it was another two hundred years before the white man turned this to advantage. Stories of the Bantu mining gold spurred the early European hunters to travel deeper into the heart of Africa in search of wealth, and we are told that Karel Kruger, in 1834 whilst leading an ivory hunting expedition, discovered gold on the Witwatersrand, and took samples to Cape Town; but when he returned with a larger expedition a few years later his party was attacked by Moselekatze's Matabele near Potchefstroom. Kruger was killed and only the legend survived. The real spur to mining in this country was the discovery of diamonds in Griqualand West in 1867. The field seemed fabulously rich and diggers flocked to the scene from the four corners of the earth. With them came Cecil Rhodes, Barnato, Beit and some of the finest mining and financial brains the country had yet seen. These giant entrepreneurs were not tempted by the small deposits of gold in the Barberton and Pilgrim's Rest areas when these were made a few years later but

A plan which has just been approved by President Wilson, by, the Secretary of the Navy, and the Naval Consulting Board, provides for the active cooperation of the Associated Advertising Clubs of the World with the 30,000 engineers who will soon undertake the task of making a card index survey of American industry, so that it may be prepared for national defense, if need comes. Herbert S. Houston, President of the Associated Clubs of the World comments on the plan. "Through the great power of advertising we expect-to arouse manufacturers, workingmen, businessmen, in fact the whole country, to the vital need of making industry the basic line of defense so that, if necessity arises, it can supply munitions quickly and abundantly. "This is not a war measure, but a peace measure. The militarist will support it and so will the pacifist, as well as the great body of Americans in between. So the slogan `national defense and international peace, has been adopted believing that the two causes will be best served by linking them together. "While the primary thing, of course, is service to the country, it is manifest that this work of the engineers will be of the greatest service to industry in times of peace. If industry is mobilized for defense, it will be placed on a basis of efficiency to meet the keen competition that will surely follow the present war." Howard E. Coffin, one of the leaders of the American automobile industry, in outlining the far-reaching plans of his committee, the Committee of Industrial Preparedness of the Naval Consulting Board, said: "At the outset I wish to emphasize the absolutely non-partisan nature of this work. I am not even familiar with the political affiliations of the great majority of the members of the Board or of my committee. In setting out to, mobilize the industrial resources of the United States, we are concerned only with the benefit to the nation, and to that end we have called into being an organization made up of the best technical and business brains of the country, and that organization will work along business lines with strictly business methods. I think it reasonable to say that this is a movement perhaps unique in the history of national governments, and one geared up to the highest standards of twentieth century efficiency. "It is vitally necessary that American industry be made aware of the part it must play in the national defense. Our whole conception of warfare has been changed almost overnight. Our military heads at Washington are largely, of course, graduates of the very best technical schools, have been taught the profession of fighting, and are masters of that profession. As members of the Naval Consulting Board, we are unable to tell these men how to do their work. But while these departmental heads have lived with military problems all their adult years, we on the other hand have slept and eaten and lived with the industrial problems of the country. The two questions are wholly distinct, and the masters of one cannot possibly be the masters of the other. We are confronted then with the necessity of interlocking these two vast elements of our national life into a great working organization for the national defense. It is that which we are about to do.

Jan 5, 1916

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau's responsibilities to the winds. "There is no doubt in my wind," said Lindsay Norman, acting director of the Bureau of Mines (see box), "that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business." The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau's mission. Devastating, too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. "When the troops are in the trenches and are being shot at," Norman said, "they need a leader-hopefully, a permanent one- that can get them advancing. This is something the Bureau did not consistently have in the 1970s." In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman's appointment as acting director, he has spent considerable time on the road explaining his agency's redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions. Lindsay, you were the principal architect in the Bureau's 1979 reorganization. How about a glimpse of what that entailed? Toward the end of the 1970s, after almost a decade of steady dismemberment, we reached what we felt was a critical point in the Bureau's history-we had the choice of redefining and strengthening our organization to meet the mineral challenges ahead, or continuing down the path toward the agency's eventual demise. We felt the Bureau's mission too important to abandon, so in 1978 with Roger Markle as director we initiated a six-month, no-holds-barred intro spection of just what the Bureau should be doing, why, and toward what ultimate national needs. And what did this self-reflection reveal? That there is, indeed, a unique federal role for the Bureau of Mines-that of a lead agency for influencing mineral decisions and pioneering tomorrow's technologic advances. Don't confuse us with policymakers, we're not. But we are policy analysts; we're scientists, engineers, and mineral professionals who can offer a sorely needed source of objective, accurate information to decision makers in both the public and private sectors. I feel there is no better brain trust in government than the Bureau when it comes to mineral expertise-of course, I'm biased. Do I understand you to say the Bureau of Mines is an advocate agency for the minerals industry? We plead no parochial interests, nor ought we, but from our viewpoint a sound minerals industry is extremely important to the broader national goals of security and a healthy economy. US dependence on foreign sources for critical minerals, the increasing noncompetitiveness of some US mineral sectors, and the array of land use issues surrounding mineral-rich lands all have much more serious implications than many otherwise informed people seem to recognize. In your estimation, how vulnerable is the US to foreign mineral suppliers? Let me make a distinction between dependency and vulnerability. The

Jan 4, 1980

By Eamonn F. Maher

Superconductivity is one of the most remarkable scientific phenomena ever investigated. It is the phenomenon whereby some materials exhibit zero resistance to the passage of an electric current when cooled to low temperatures, and requires a quantum mechanical explanation. Four Nobel prizes in physics have been awarded specifically on the subject of superconductivity, with many more enabled by superconducting technology. For example, particle beams are generated in accelerators and manipulated in ?particle beam lines? in the ?Big Physics? projects around the world eg. at CERN, Geneva, leading to major discoveries in fundamental particle physics. Similarly, at the JET Propulsion laboratory near Oxford, U.K, controlled nuclear fusion has been demonstrated, and magnetic containment of plasmas is key. In the chemical and biological sciences high field NMR spectroscopy has become indispensable for examining organic matter, revealing the mysteries of the workings of cells, genetics, and in the development of new polymers and pharmaceuticals. With all these very advanced uses for superconducting magnets, it is easy to forget that superconductivity is big business, not just a scientific curiosity. MRI (Magnetic Resonance Imaging) superconducting magnets, the key component of high resolution body scanners, use approximately half of the world?s superconducting wire ? the other half being mostly used in accelerator magnets. The MRI market is about 3 billion dollars per annum, and one MRI magnet uses 200km of wire. New applications for superconducting magnets are now appearing including ?Catheter steering?, enabling much shorter timescales for life-saving brain tumour removals and ?Functional MRI?, a whole new area in patient diagnostics. Whilst the use of low temperature superconductors (LTS) is now well established commercially in superconducting magnets and niche electronic applications, the application of LTS in electric power distribution and transport has been very limited to date. It is now more than fifteen years since the so-called High Temperature Superconductor (HTS) materials were discovered: these can be operated at liquid nitrogen temperatures rather than liquid helium temperatures. However, materials processing and scale-up issues have prevented their widespread use, and in particular the required price/performance criteria are only beginning to be reached except in certain niche markets. BSCCO (Bismuth Strontium Calcium Copper Oxide) tapes up to one km long are now readily available, and have been demonstrated in high current cables for power distribution networks, but the general consensus is that 1) it is difficult to reduce the price much further because of the silver matrix required and 2) in applications where coils are required eg. motors, generators, transformers etc the properties of BSCCO are rather poor because of the critical current dependence on magnetic field. Magnetic fields are always associated with coils and windings, and such fields are of course fundamental to the operation of all electrical machines. YBCO (Yttrium Barium Copper Oxide) however, has good characteristics in field and for the last few years there has been intensive research and development costing several tens of millions of dollars worldwide into the scale-up of production of so-called ?coated conductor?. This ?second generation? tape can be produced by any of many different film deposition techniques, with more or less success for short lengths, but as yet it is unavailable in lengths more than a few tens of metres.

Oct 1, 2003