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By Mary S. Esfandiary

U.S. scientists attempting to maintain continuous surveillance of scientific information are confronted with two acute problems: The steady, even spectacular; increase in the volume of such information and the fact that much of it is published in unfamiliar foreign languages, According to the National Science Foundation, almost one-third of the world's scientific literature is published in languages that are read by less than 5 percent of U.S. scientists. Most scientists in the United States must rely on abstract journals and translations to obtain information on developments in research and investigations conducted in the non-English-speaking countries. However, there are problems involved in procuring suitable abstracts and translations and in obtaining such information as cheaply and rapidly as possible.

Jan 1, 1961

By J. David Chapman

There are a variety of choices of materials for mineral extraction processing. Traditionally, end users have used metallic piping for fluid handling and little is known about the advantages (or limitations) of non-metallic piping systems. This presentation will review custom FRP pipe systems and their use in severe corrosive and erosive process streams. These systems can be designed to various pressure and temperature ratings and different components (such as resin and glass type) can be varied to suit the process conditions

By I. M. S. Moraes

Caraiba Metais has a plant for the purification and the cristallization of the crude nickel sulfate removed from its copper electrolyte purification system. In November 1994, an interdepartmental group was formed to study the Q.F.D. method, through its application on the improvement of the quality of the nickel sulphate hexahydrate. The team, formed with representatives of the following areas : production, technology, marketing, sales, maintenance, laboratory and TQC office, had also the task of checking the applicability of the method to other products of the comp any. This paper describes the main steps such as the survey of customer's demands, the preparation o1 the quality matrix, stablishing the planned quality matrix, the planned and the designed quality, and the consequent identification of the engineering bottlenecks. It is also shown how these bottllenecks were studied and solved. The application of the method allowed the team to identify means of increasing the production capacity by 40%, to improve the intrinsic quality of the product (including packaging), and to increase the reliability of the process.

Jan 1, 1997

The copper concentrate market is becoming increasingly unstable. In the early 1990s large concentrate stocks were built up and the glut was cleared only after treatment charges rose so sharply that 'non-traditional' custom smelter capacity, such as in Kazakhstan, could be employed, By 1994 the market had shifted and Western smelters were unable to secure enough concentrates to operate full out. The reason for these sharp swings in the market balance is that virtllally all the recent mine development has been non-integrated. With different companies developing new mine . and smelter capacity, it is inevitable that the pace of expansion in the two sectors will not be coordinated. For many years the Japanese smelters were the major buyers from the new mm-integrated mines. However, Japanese smelter capacity is unlikely to increase appreciably in the future and this stabilizing influence will be very difficult to replace. This paper will examine the likely concentrate/smelter balance over the next five years and will forecast the likely direction of? treatment charges. It will also touch on the critical variables in assessing the viability of new greenfield custom smelter capacity, such as proximity to concentrate sources, by-product sulfuric acid prices and, most importantly, tariff protection.

Jan 1, 1995

By Theodore James Kurela

Analysis of adverse technical issues has traditionally relied on a snapshot of the state of the operation complemented with both the melt shop’s archived data and eyewitness accounts of adverse events. The GrafTech ArchiTech System is helping EAF shops solve problems faster by combining continuous analysis of information with statistically based alerts of process deviations. After one year of system implementation, a number of cases have been detected and communicated to melt shops worldwide. The objective of this paper is to examine a few of these cases; the early detection, statistical analysis, deviation reporting and the resulting countermeasures implemented.

Aug 17, 2017

By Luttrell. G.

The profitability of coal mining operations is highly dependent on the performance of the coal blending and processing facilities. Many companies have recognized this fact and have instituted optimization programs that require large amounts of coal characterization data, extensive operational information and complex costing models. Unfortunately, this brute force approach to optimization is often overwhelming in terms of time and cost and is generally too inaccurate to be of value in day-to-day field operations. A simpler and more practical approach involves the use of ?micro-price? optimization throughout the coal supply chain. This fundamental concept assigns unit values to each type product (particle or groups of particles) passing through the production units. True optimization occurs whenever all particles with positive worth are recovered and passed to market, while all particles with negative worth are rejected. This paper describes the fundamental workings of the micro-price concept as applied to coal blending and processing operations. Several examples are also included to demonstrate the economic gains that can be realized via the application of this concept.

Feb 23, 2014

By G. E. Erdman

The total attitude of the industrial minerals producing company is a most important factor in how they regard quality control, technical support for their customers, and procedures used in mining their minerals products. This philosophy of the producing organization directs their action along certain courses. For instance, one producer might see itself as a mining company with its major goal mining efficiency to make it exceedingly price competitive in the market place. Another producer might see itself as a wide spectrum multi-mineral producer that furnishes a reputation for a complete line of products. Another producer might see itself as a specialist in one specific industrial mineral and bet its whole bankroll on providing the very best of quality with the goal of becoming the largest producer of the mineral commodity. Each perception can have a different impact upon the producer's operations and its regard for quality control. Minerals Being Produced The specific markets being served will have their own influence on how mineral product quality is regarded. Ceramic raw materials, for instance, have a very low tolerance for iron which is the cause of low fired color. Thus, industrial minerals for use in glass and ceramic markets must be won from deposits with a very low iron content. A high iron silica sand might be sold to a manufacturer of good old beer bottles. That is a solution to one particular quality facet, but eliminates selling to a significant market in clear glass, porcelain enamel, ceramics whiteware bodies and hobby glazes. Thus, there is a need for sound research in the industries expected to be served before the product is brought to market.

Jan 1, 1987

By S. K. Palm

The commercial life of a mineral product can be long, but like hitech electronic and software products that soar in sales one day to become obsolete and forgotten a few months or years, mineral products have a life cycle. They are invented, commercialized and eventually decline and disappear from commerce. Diatomite and perlite are produced from mined minerals, but almost none of the products in these industries spring from the earth in finished form. Straight calcined diatomite was invented over 100 years ago and flux calcined diatomite just a few years later. The expansion properties of perlite were discovered and first exploited about 75 years ago. Some applications for diatomite have disappeared or currently face competition from newer products. Dry cleaning was once the second-largest application for diatomite but disappeared over 30 years ago. Both the beer and wine filtration markets for diatomite face increased competition from membrane filters. A pipeline of new, proprietary products is critical to the future of the industry.

Mar 2, 2022

By B. W. Cavender

"World-class manufacturing" (WCM) techniques can be applied in milling operations to substantially improve productivity and reduce costs. Through the use of "just-in-time" and "total quality control" practices, WCM methods establish an environment for continual and rapid improvement in all aspects of production operations, with particular gains in product quality, costs, flexibility, employee involvement, and responsiveness to customers. This paper examines WCM techniques that can be utilized specifically in the mill, and their influence on plant configuration, organization, and scheduling practices; equipment selection and maintenance methods; training; the role of supporting staff; and methods of data collection and analysis.

Jan 1, 1993

By J. Z. Keating

There are close to two million tons of Industrial Minerals processed and sold in North America wherein the processor/marketer has no affiliation with the source mine. The largest quantity, about 800,000 tons, is barium sulfate, which is sourced in lump ore form mainly from China and India. The Alumina Trihydrate Industry sources several hundred thousand tons from various alumina refineries. Substantial quantities of bauxite, zircon, magnesite, and fluorspar arrive in North American ports each month. There are also rapidly growing quantities of offshore talcs and calcium carbonate ores being processed in U.S. plants. These feedstocks are usually quite pure, have unique properties, and enjoy bulk rail or waterborne freight economies that allow successful competition with locally sourced raw materials. With increasing restrictions on mining activities, and the increasing need for sophisticated functional minerals, the importation of minerals will continue to grow.

Jan 1, 1994

By R. E. Fanning

"IntroductionThe Aluminum industry is one of many materials industries which strive to make their material the preferred choice for large volume products. In some applications one material has a natural advantage over others, but more frequently several materials compete with one another, each providing one or more advantages and some trade-offs. Customers may design their product with several objectives such as minimum system cost, maximum customer appeal or maximum manufacturing flexibility, choosing materials which best combine cost and performance. In such markets it may become necessary for a material supplier to enhance the attractive features of the particular material to outweigh its disadvantages.It is difficult, if not impossible, to predict how various materials will evolve. Technological breakthrough, government regulations, material availability or sociological issues may redefine the balance between competing materials. In spite of some uncertainty regarding the competitive position of competing materials, there is little doubt that unrelenting pursuit of product quality improvement and cost reduction are essential to future viability of the aluminum industry. It is the intent of this paper to identify some areas where technological improvement would be beneficial. Thus this paper is a collection of briefly described problems that will hopefully stimulate the thoughts and research required for knowledge based solutions. Rolling ProcessA particular example is the beverage can industry where aluminum, steel, glass and plastics vie for a share of the m.arket. The high cost of aluminum relative to steel or glass requires minimizing the amount of metal per can. The high intrinsic value of aluminum has led to extensive recycling of cans although net metal cost is still higher than that of the competing materials. Intensive engineering of the beverage can led to improved design and better understanding of material requirements. These improvements permitted substantial reduction in sheet thickness over the past decade. The downward trend in metal thickness for beverage can sheet is shown in Figure 1."

Jan 1, 1988

By C. Ciriello

Six Sigma methodology, as applied within Xstrata (formerly Falconbridge and Noranda), involves a disciplined approach to managing projects, solving problems, improving performance, and leveraging information. The four (4) cornerstones of Six Sigma are the use of Philosophy (customer driven, desire to improve and discipline), Metrics (measurement systems), Methodology (scientific method and sequence of deliverables), and Tools (such as statistics, change management, and root cause analysis). This paper will outline the general steps of the Six Sigma methodology and demonstrate how each phase directly applies to a real plant metallurgical project aimed at reducing nickel losses of the rougher flotation circuit at Raglan. The main concepts of Six Sigma are described, along with the specific challenges, successes, and deliverables related to the project. It is also the authors' aim to demystify the basic Six Sigma principles.

Jan 1, 2007

By Markus Reifferscheid

Industry 4.0, Digitalization, Internet of Things (IoT) and Cloud Computing are predominant topics in the world economy at the moment. At the ABM week 2017 Dr. Markus Reifferscheid, Head of Research & Development of SMS-group, will talk about the proceeding digitalization in the steel industry with selected examples of SMS-group. He will present advanced concepts and solutions which are currently being developed.

Oct 30, 2017

By Philip E. J. Green

Two of the cornerstones of total quality management, the use of statistical and problem solving tools, and the involvement of employees, are directly applicable to environmental protection. The reduction in variation decreases the chances of violations and mishaps. Involving employees in minimizing environmental impacts is critical. One mistake, even with the best technology, and your plant can be shut down, customers lost and fines and penalties imposed - your reputation and the environment damaged. Proven strategies for involving employees in environmental protection, and over-coming the frequently strong differences of opinions about what constitutes environmental protection, will be discussed.

Jan 1, 1992

By Chee Theng

"What would you do if you are an industry leader and disruptive technology threatens to overturn your business model? Although bearings and seals are in little danger of being displaced in the near future, one company is taking no chances in an age of digital disruption.“For SKF, digital transformation and the Industrial Internet of Things (IIoT) make this time right now arguably the most exciting time in our 100-plus years of history,” John Schmidt, president of SKF USA Inc., said during the SKF Technical Press Day in Philadelphia, PA.The company is not merely integrating digital technologies into its products and services but is taking a forward-looking, strategic approach. “To be successful, legacy companies have to undertake a process called digital transformation. It’s not just an IT initiative but is really about upgrading the strategic thinking,” explained Michael D’Argenio, vice president of digital transformation and customer experience at SKF Americas.Learning from those who went beforeD’Argenio cited the examples of two companies that saw entirely different outcomes in the face of digital disruption. The well-known case is that of Kodak, one of the storied brands in history, whose business was disrupted by the advent of digital photography. Although it invented digital photography, Kodak decided to box it up and put it on the shelf because it was scared of disrupting its business in photographic fim. Instead, it was disastrously disrupted from the outside.Less well known is the case of Encyclopedia Brittanica Inc., publisher of the longest-running English-language, general-knowledge encyclopedia in the world. Sales peaked at 120,000 sets in 1990, plunging to 8,000 sets in 2012. In 20 short years, it saw not one but two massive digital disruptions. The first was in 1993, when Microsoft published the first digital interactive encyclopedia on a CD-ROM, called Encarta, priced at just $99. The second was in 2001, when a communitycurated, free website called Wikipedia launched. Taking the opposite approach from Kodak, Encyclopedia Brittanica looked at its industry, its company and its customers through the lens of the new technologies, made a prediction about the future and, based on that prediction, took a bold move. Having identified its core value proposition as the delivery of reliable, high-value, verifiable knowledge, Encyclopedia Brittanica replanned, restructured and rebuilt its company from the ground up to deliver that same value proposition, only in a different way. It stopped producing the only product that it had known for 244 years and began producing digital products that it sold to educational institutions.“There is a lot to learn from the Encyclopedia Brittanica case,” said D’Argenio. “The company embraced its market change, it embraced its customer change, and it rethought what it needed to do to be successful. Because it owned that disruption internally, it was never disrupted from the outside. It continues to operate today and is as profitable as it has ever been.”"

Aug 1, 2019

By Natalie White, Joel Asp, Allyz Kramer

"Minnesota has robust reclamation standards and have proven results in the taconite mining industry. Reclamation of overburden spoils, lean ore spoils and fine tailings from taconite production has generally been successful on the Iron Range, using a low input standard reclamation practice. Success at reestablishing vegetation on these landscapes is likely due to fairly favorable chemical and physical properties (e.g., few limitations due to acidic generating materials, metal toxicities and water and nutrient holding capacities). However, coarse tailings reclamation has proven more difficult, presumably due to lower nutrients and challenges with moisture holding capacities. Research efforts conducted since 1990 have struggled to develop a reclamation strategy for coarse tailings that meets the Minnesota Mineland Reclamation Rules, Chapter 6130. However, new breakthroughs in scram mining technologies are producing fine and coarse tailings that have not been encountered nor reclaimed in northern Minnesota. Scram mining in Minnesota is defined as those mining operations that produce natural iron ore concentrates. Innovative research is underway to investigate and determine successful reclamation strategies to reclaim scram mining tailings from these scram mining operations. The research program is conducted through collaboration with SEH, Prairie Restorations, Inc. (PRI) and Mining Resources, LLC with funding support from the Iron Range Resources and Rehabilitation Laurentian Vision Partnership minescapes grant program.The research program was divided into three phases:Phase I. Bench-scale testing to identify successful treatments to reclaim and restore scram tailings through evaluating surface soils amendments, viable seed mixes and plant germination, growth and densities. Phase I was completed in early 2015.Phase II. Field-scale pilot trial to test larger scale effectiveness of the treatments deemed successful in Phase I and test various vegetative assemblages and planting techniques focused on the unique challenges with scram tailing basins. Phase II was completed in late 2016 with a summary monitoring report.Phase III. Produce a technical report of results for the research undertaken in this study, as well as compile prior reclamation results used during previous Minnesota iron mining reclamation projects on tailings basin applications. Phase III was completed in 2017 with a summary monitoring report and recommendations."

Jan 2, 2018

By S Mundell, J Armstrong, M Evans

"Automation is a common goal within the coal industry for reasons such as efficiency, reliability and sustainability. However, it requires standards and frameworks so business systems can communicate effectively. Automation of sample analysis processes has been difficult to establish due to a lack of direct business system communication between commercial laboratories and mining companies. This has resulted in manual procedures that have contributed to problems relating to analysis instructions, sample identification, results formats and visibility of status.These problems result in loss of data and confidence in data validity, loss of process efficiency and inability to react to issues. An Australian Coal Association Research Program project (Evans, Armstrong and Arboleda, 2014) has addressed these issues through the Coal Quality Data Exchange methodology for direct business system communication between coalminers and commercial laboratories to optimise the transfer of coal quality data.The benefits to the coalminer of the framework are:increased clarity and auditability of what is being sent to the laboratory and what was requestedreduced potential for error introduced through manual transcription tasksincreased speed of loading of analytical results to the customer Geoscientific Information Management Systemimproved turnaround time for analytical resultsincreased knowledge about what took place in the laboratory with respect to the determination of the analytical resultsincreased visibility of the status of a ‘work order’. The benefits to the technology companies and commercial laboratories is a common framework on which to build a sustainable solution that gets away from the multitude of formats catered for today and time consuming manual processes. The common framework significantly advances the future possibilities for the automation of sampling and analysis processes in a production environment.CITATION:Armstrong, J, Mundell, S and Evans, M, 2014. Automating communications between laboratories and mines – a case from the coal industry, in Proceedings Ninth International Mining Geology Conference 2014 , pp 351–360 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Aug 18, 2014

By Jon C. Yingling

Lean manufacturing, pioneered by Toyota, has been credited with the most significant improvements in production efficiency and product quality since the transformation from craft manufacturing to mass production in the early 20th century. It represents a comprehensive philosophy for structuring, operation, control, and management of production systems that is believed to have wide applicability. This paper outlines major lean manufacturing principles and discusses their potential for application in the mining industry.

Jan 1, 1999

By G. P. Larson

We define a specialized mineral market as follows: Specialized Markets are markets where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach compared to bulk or commodity markets for traditional minerals. Specialized and commodity markets are differentiated by several characteristics as listed in Table 1.

Jan 1, 1990

By E. D. Gardner

During the summer of 1935 a plan was proposed by which the Government should establish custom sampling plants for gold and silver ores in the mining districts of the West, where the construction of such plants would be justified as an unemployment relief measure. It was known that in many districts prospectors and small operators had small lots of smelting ore that could not be marketed for lack of sufficient capital to get out enough ore at a time to make carload shipments to distant smelters. Moreover, considerable ore of milling grade was available in many districts in which there were no custom milling facilities. It was felt that. accurate sampling and the classification and consolidation of small lots of ore produced from prospects and small mines, with quick cash returns to the shippers on a nonprofit basis, would stimulate the working of small gold and silver properties: Idle mines would be put to work, and there was a possibility that some of the prospects could be developed into regularly producing mines. Each sampling plant was to be centrally located so as to serve the greatest possible number of mines and prospects. Wherever possible, the plants were to be built on a railroad, is ore of smelting grade accumulated, it was to be shipped to a smelter in carload lots. Where a plant was not on a railroad, smelting ore was to be trucked to the railroad after being sampled.

Jan 1, 1936