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By P. W. Ware

The majority of all refined copper is consumed to produce electrical conductors. Most copper conductors are drawn into wire from 8 mm ETP copper rod produced from high purity copper cathodes. Southwire Company has more than 40 years experience using, designing, fabricating and marketing a process for continuously producing ETP copper wire rod. This process is called the SCR® (Southwire Continuous Rod) process. Today, approximately half the copper wire rod produced in the world, or more than one third of all refined copper consumed, is produced using the SCR process. Southwire has sold 75 SCR copper rod mills to metal producers and wire manufacturers around the world. Southwire is North America's largest electrical wire and cable producer. Southwire operates a 48 metric ton per hour SCR® copper rod system in Carrollton, Georgia. This allows Southwire to provide technical support for existing SCR® system customers based on first-hand knowledge. Rod fabricators and their wire customers are always striving for copper rod that improves productivity. They are looking for improved surface quality, finer wire sizes and fewer wire breaks per ton of rod drawn. This paper will present a brief history of the SCR® process, a description and recent process developments.

Jan 1, 2007

Project managers must juggle many aspects to bring their project in on time, on budget, and in accordance with the aims of the project owner. Whether the project is a mining feasibility study, a technology implementation or a construction project, it falls to the project manager and his or her team to deal with risk from two standpoints, which may be at odds with one another. First, a project team must deal with risks to the project itself û that is, risks to on-time, on-spec and on-budget delivery against the value promise made to the customer. Second, there is the management of risks within the subject matter of the project, undertaken on behalf of the customer. The project manager cannot dodge this responsibility; yet there is a tendency (particularly in smaller, in-house studies) to avoid digging too deep, possibly for fear of what may be uncovered! This paper investigates the responsibilities of project teams in regard to risk management and reporting. It examines ownership of project risk; the nature of risk management activities undertaken by the team during the course of a project; and outlines some controls to ensure that the two opposing arms of project risk are reconciled for the benefit of both the project team and the project owner.

Jan 1, 2007

By J. Lamb

Project managers must juggle many aspects to bring their project in on time, on budget, and in accordance with the aims of the project owner. Whether the project is a mining feasibility study, a technology implementation or a construction project, it falls to the project manager and his or her team to deal with risk from two standpoints, which may be at odds with one another. First, a project team must deal with risks to the project itself - that is, risks to on-time, on-spec and on-budget delivery against the value promise made to the customer. Second, there is the management of risks within the subject matter of the project, undertaken on behalf of the customer. The project manager cannot dodge this responsibility; yet there is a tendency (particularly in smaller, in-house studies) to avoid digging too deep, possibly for fear of what may be uncovered! This paper investigates the responsibilities of project teams in regard to risk management and reporting. It examines ownership of project risk; the nature of risk management activities undertaken by the team during the course of a project; and outlines some controls to ensure that the two opposing arms of project risk are reconciled for the benefit of both the project team and the project owner.

Jan 1, 2007

'Nothing happens until something is sold' This statement is not original - it is a necessary orientation for marketing industrial minerals. The most important single philosophy of marketing is that it recognises the consumer as the starting point. Production orientation is concerned with producing products that the customer might buy. Market orientation is concerned with finding the needs of the customer and how they can be satisfied. The difference between the two approaches can be recognised in company structures but the most tangible difference is in the approach by a company to selling and development. In other words, it is the market that decides what can be done with a mineral. The markets requirements dictate what mineral, what grade and what price will be paid. Therefore it follows that when pricing a product we should avoid taking the basic cost and arriving at a final selling price through a series of standard markups (unless government insists on it). We should start with the price the market can stand and work backwards to find out whether you have a profitable product or one that will fail because it is too dear. Naturally a thorough understanding of production costs is necessary particularly when marginal markets are concerned.

Jan 1, 1978

By H. Kenworthy

This report concerns cooperative milling investigations of the Central mill of the Eagle-Picher Mining &. Smelting Co, The work carried on at the Central mill and the Rolla, Station shows that: It is possible to reduce the Central mill heavy-medium plant tailings by 0.05 to .15 percent zinc; the 3/16-inch to 10-mesh fraction of the jig feed can be treated by sink-float to obtain a tailing containing only half as much zinc as the jig tailing; Humphreys spiral concentration of the flotation tailing does not recover enough zinc to be economically attractive; and crushing and wet grinding of ferrosilicon for heavy medium are commercially feasible. The Eagle-Picher Co. operates extensive mines in the Tri-State area of Missouri, Kansas, and Oklahoma. The ore is milled at its Central hill, which also accepts custom ores. During the recent war the mill handled about 12,-000 tong- of low-grade ore per day. The company milled about 50 percent of the district tonnage and purchased nearly 90 percent of the custom ore. About 50 percent of the mill feed was from company mines. Zinc is the chief value in the Tri-State ores,-with Varying quantities of lead and cadmium minerals, as well as small amounts of germanium and gallium.

Jan 1, 1949

By J. D. Brown

The purpose of this paper is to inform members of the coal producing and consuming community about techniques used by The Carter Mining Company to control product quality at a large surface coal mining operation. During the early years of mining operations, coal quality received adequate attention but the Company's main emphasis was to build up its production rate and minimize mining costs. While these goals are still of prime importance, coal quality has received substantial attention in recent years. A Company guideline that no coal shipment shall exceed any contract or company-imposed coal quality specification has been successfully implemented. To implement this guideline, geology and coal quality modeling procedures were improved, in-pit drilling and blending programs were refined, and detailed shipment procedures were developed. Background Surface coal mining of subbituminous C rank coal in the Cillette. (Campbell County) Wyoming area has become increasingly competitive during recent years. Prior to 1974, one small surface mine produced coal for local consumption. During the last ten years, 13 new surface coal mines have been constructed. Coal production from Campbell County, Wyoming totalled 88 million short tons (79.8 million metric tons) in 1983, the majority being shipped to electric utilities in the central and southern United States via unit trains having a capacity of 10,000 short tons (9,072 metric tons).

Jan 1, 1984

By J. Kempken

Driven by customers, especially from the automotive sector, the supply of 100% prime quality has become essential. Furthermore the implication of quality costs and the yield of first class products define the steel companies' profitability and overall success significantly. The SMS group together with its subsidiary MET/Con has developed a comprehensive solution to assess the product quality over the production and processing chain. Process and production parameters originating from various data sources of the process automation are examined on their impact of quality related characteristics.Expert know how and comprehensive operational experience is translated into a quality guideline and a regulation framework as the sensitive core of the PQA solution.Once implemented, the system identifies immediately steel grade specific, deviations from ideal standard and proposes corrective actions including a final evaluation for each product at each processing step.The X-Pact® PQA (Product Quality Assessment) system is a substantial tool for root cause quality analysis and provides the required support to the production team. It will become an integral part of the corporate quality management system.

Aug 17, 2017

By R. D. Leitch, W. P. Yant, A. C. Fieldner, R. R. Sayers, S. J. Pearce

"The detection of leakage is a recognized problem in the safe and economic distribution and use of natural gas. Natural gas is practically odorless and therefore lacks he property of indicating significant leakage by the sense of smell, the means most widely used by gas employees and consumers for detecting leaks of the more odorous types of fuel eases. In view of the recognized value of the odor of gas for indicating leakage at the time of occurrence the Bureau of Mines has studied' the possibility of adding small amounts highly odorous substances to types of fuel gas (such as blue water gas and natural gas) that lack warning properties. These studies revealed that the mercaptans were promising substances to accomplish this purpose, not only for odorizing fuel gases but for other purposes° where it was desired to give warning through the sense of smell.Since completing the studies mentioned, the Bureau of Mines jointly with the American Gas Association has conducted further investigations dealing with the use of warning agents for fuel gases. The results of this work will be published later.The Bureau of Mines had been desirous of observing the practical use of ethyl mercaptan for detecting leakage of natural gas, particularly to determine whether the odor would permeate the ground and give indication of lea's in underground pipes. Opportunity for making these observations was recently given by E. A. Munyan, manager, gas department, Union Gas t Electric Co., who requested the bureau's cooperation in making leakage surveys of the company's distributing systems at Franklin and Middletown, Ohio."

Jun 1, 1930

By A. Noble

For the past 30 years, process flowsheet design has been accomplished largely through modeling and simulation. This approach provides circuit designers the freedom to test various separation approaches while minimizing physical and human resource requirements. The Limn® software provides a unique approach to process simulation, through a Microsoft Excel interface. While the software comes with standard process models for numerous unit operations, the Excel calculation environment and the accompanying VBA platform provide a convenient interface for custom model integration, even for non-experienced programmers. This feature is especially useful for university students in introductory process modeling and simulation-assisted flowsheet design courses as well as experienced practitioners with proprietary process models. This paper shows how the Limn® software may be used to solve basic process engineering problems as well as more comprehensive circuit design challenges. Industrial examples as well as opportunities for training and education are presented.

Feb 23, 2014

The state of sampling practice in South African minerals industry must be appreciated in the context of the changes that the country has recently lived through. These include the entrepreneurship and investment in local mineral developments, the 'unbundling of mineral assets', the rising foreign control of South Africa's mineral assets, developments in the regulatory environment, and the training that has come to the industry through international experts. In terms of their financial contribution the five most important commodities in the South African mining industry include gold, platinum, non-ferrous metals, ferrous metals, and coal. International Organization for Standardization (ISO) standards form the basis for international trade in two of these commodities and have had a steadying influence on sampling practice over the years. The contribution of the minerals industry to the economic well-being of South Africa and the strong financial links between good sampling practice and minerals marketing, has acted as a driver for improved sampling practice. The state of sampling practice at mining operations of the five main commodities was found to be quite widely divergent with 'pockets of sampling excellence' in each of the commodities. The stages of mineral development at mines for each of the commodities have been described in terms of the sampling sites, sampling mechanisms, and associated problems at different stages of mineral production from exploration, through face sampling, blasthole sampling, and in-mine grade control, ore processing and handling, metallurgical subsampling, process subsampling, and subsampling in the laboratory. In each case the principal errors were identified and their potential impact on value erosion was estimated. In the final analysis it is evident that the greatest problems arise in the early stage of mineral development, and that ferrous metals and coal are particularly susceptible to loss of value through poor sampling practice. Several examples of value lost through poor sampling at the marketing stage that arise from breaching contract specifications, either in terms of grade or sizing, are described. The conclusion is that larger companies with larger ore deposits and greater human, financial, and capital resources are probably more compliant with 'best sampling practice' than smaller companies. Finally the message that equipment suppliers are sending is that business is booming and the awakened awareness of the issues around sampling practice are translating into rands and cents spent on improved sampling equipment.

Mar 1, 2010

By Ted Schwinden

It's my pleasure to welcome the Rocky Mountain Coal Institute to Montana. Now that you've ended a 74 year history of meeting outside our borders, I hope you'll be back more often. Even if I can't convince you to come back before 2060, when another 74 years will be up, I'm confident the Kalispell and Flathead Lake area will do the persuading for me. In recent weeks, I've made a number of speeches around the state pointing out just how wrong the revenue projections in Montana's state government made in April of '85 were when we came to April of '86. Since the middle of this month, Montana's legislators have been in Helena struggling to balance a state budget that, by the end of fiscal year '87, threatened to be some $88 million in the red. Other western states reliant on natural resource and agricultural economies have found themselves caught in the same deflationary spiral. The "window of opportunity" I proposed and the 1985 Montana Legislature passed, couldn't have been opened at a more difficult time. What was envisioned as an incentive to expand Montana's coal production, and our tax base, ran aground on low oil prices and excess hydroelectric power. De- spite the one-third severance tax rebate offered on new coal production, year-to-date figures published in the June 2nd Coal Week show that production in Montana is down almost 10 per- cent from last year. Again, we're not alone. Production in Wyoming is down 8 percent and in North Dakota, it has dropped 13 percent. An over- all 3 percent production decline in western states looks even worse when contrasted against a 12 percent increase for your eastern competitors. Montana's "window of opportunity" had the potential to be a significant signal to your industry. That potential was quickly tempered by the inability of Arab nations to stabilize world energy prices. If any of us had forgotten, the last twelve months have reminded western states that the well-being of our natural resource economies has a tremendous impact on the ability of all levels of government to provide services. The past year has also driven home that in the world of business and in the business of the world, risk-taking is still the name of the game. The Western Governors recognize the problems facing this industry - and our states - and we're prepared to fight for the future of western coal. In the past two decades, legitimate environmental concerns have created a vast body of new legislation affecting coal producers. The industry has been required to meet new reclamation standards - tough regulations relating to ground water, air quality and wildlife habitat. To the industry's credit, coal companies have hired professionals with the technical know-how to do it right. Rather than considering reclamation laws to be an unreasonable burden, today's coal company is more likely to view its reclamation efforts as a source of corporate pride. In a sense, the industry and the agencies which regulate it have matured together . . . although at times OSM is reluctant to admit that either of us capable of or willing to play by the rules. Certainly some abuses exist and OSM's oversight has been helpful in ensuring parity between those states willing to comply and those that would rather defy federal law. Nonetheless, penalizing the more modem and responsible western coal industry for abuses that occur elsewhere is both unfair and counterproductive. Federal penalties range from "cruel and unusual" reporting requirements to the proposed electricity tax that would effectively force utilities and ratepayers who have already met the sulphur emission standards to subsidize those who have dodged their cleanup responsibilities. As a member of the Alliance for Acid Rain Control, I have joined corporate leaders, academicians, environmental representa-

Jan 1, 1986

By J. Hendry, K. Brady, J. Yorzyk

Drawing from the experience of nickel, copper, aluminum and mineral borates, this paper illustrates the business value that the mining, minerals and metals industry as a whole can gain from applying life cycle assessment (LCA) to products and operations. Through the use of case studies, the paper explores how companies and industry associations have used LCA to their advantage: from evaluating capital investments, meeting customer information needs, supporting new product applications, and developing credible marketing information on the environmental performance of their products. It also explores the dynamics of LCA adoption and integration within companies, and provides recommendations to further strengthen institutionalization of LCA.

Jan 1, 2010

By Paul Riches

Today’s steel producers face the dual challenge of ensuring on-time delivery and ever demanding product requirements, while also running a lean operation. Every day the management of a long rolling plant requires continuous optimization of both operating and business practices. Imagine a long rolling facility, where individual pieces of equipment communicate with each other, where sensor information can be used not only for control purposes but to also monitor the condition of the equipment, where models are used to verify the process is within working limits and the equipment raises alerts to operators when it requires maintenance! Utilizing the ongoing evolution in technology though data collection, communication, internet of things, control techniques and smart sensors, there is now more information available than ever before. The collection and analysis of this information will both advance control and monitoring of plant performance; revolutionizing long rolling mill plants worldwide and optimizing the entire value chain, along with improved and more flexible production.

Oct 30, 2017

This treatise presents the application of the vertical furnace in a carbon regeneration system. Comparison is made to a rotary kiln. The construction, operation and control of the vertical furnace and system components are discussed. Advantages include high efficiency, fuel economy, minimal mechanical apparatus and maintenance, atmospheric and temperature control, ease of operation and reliability.

Jan 1, 1985

By Steve Brace

Electronic detonators have been commercially available to the mining industry worldwide for over ten years. It is estimated that total cumulative global sales will have reached 25 million units by the time of the Conference in February 2004. This is below 0.2% of all detonator types sold during this period. Perhaps 20 million will have been used underground in South African gold, diamond and platinum mines. These will have been produced by South African companies, in South Africa for South African customers. Here efforts have met with greater success and in 2003 fully 5 million, or 3% of local detonators sold, could be of an electronic type. However, it is estimated that about US$7.00 (R50.00) has been expended on R & D, manufacturing facilities and marketing, for each unit so far sold. Large sums of money continue to be spent. Despite the apparent success in South Africa, is it justified? Electronic initiation systems have not produced significant technical benefits to the end-user underground nor corporate profits to the supplier. Some doubt they ever will (even from the large surface operations where the price per unit is much higher). A conclusion might be that they have failed. In 1998 Smit and Pistorius wrote a paper titled “Implications of the Dominant Design in Electronic Initiation Systems in the South African Mining Industry”. This ISEE paper seeks to summarise and review the conclusions of the earlier work. These were: that a dominant design had not yet emerged; the type of connector and the way in which detonators are connected and programmed would be a strong determinant influencing the development of a “winning” product; technical aspects rarely solely determine which becomes the dominant design (marketing, social and economic factors often have a strong influence); electronic initiation systems were an emerging technology for the underground gold mining industry in South Africa and because it was under severe cost pressure the mines would look to them to raise productivity and hence profits; finally, as a dominant design begins to emerge, one could expect a number of players to exit from the industry.

Jan 1, 2004

By J. S. Hansen

To advance technology that can conserve critical materials, the Bureau of Mines investigated a cast-on hard-surfacing that wear resistance and confines alloy additions to wear-prone surfaces. Wear-resistant material in form is on a polystyrene , the is embedded in a mold of unbonded s and the wear-resistant material is transferred to a cas surface at the time of For low-stress abrasion, derived from high-carbon ferro-chrome had higher wear resistance than did commercially available weld-hard. The microstructure of the was typi-white iron carbides. Free carbon added to the ferrochrome powder produced more M7C3 carbides than did material contained in surfacings made from ferrochrome alone, and improved the wear resistance. Several white iron powders with greatly reduced chromium contents also white iron contain-M7C3 carbides. One derived from white iron powder had wear resistance to that of weld-deposited hard facings. Among the parameters investigated, surfacing thickness was found to have a or influence on diffusion of elements out of the , microstructure, and wear resistance. The results of field tests on bucket-wheel excavator teeth and plowshares with cast-on hard surfacing are given.

Jan 1, 1985

"It’s been 80 years since Charles Warman invented the iconic Warman slurry pump, a pump that revolutionized the mining industry and continues to push the boundaries of pump performance to this day.In honor of this legendary brand, Weir Minerals hosted an event at the end of May in Kalgoorlie, Western Australia. Throughout the evening, attendees relived Warman pumps’ history and gained an insight into some of the future innovations planned.“It was a privilege to share this special night with some of our key customers, past and present employees, and members of the Western Australian School of Mines,” said Ricardo Garib, divisional president of Weir Minerals. “Warman is one of our leading brands. It has truly shaped the mining industry over the past 80 years and is a product we are all very proud of. The Warman pump, invented to solve high wear issues in slurry pumping, created a thriving industrial business that is now the cornerstone of Weir Minerals with more than 8,000 people, and more than 150 manufacturing and service centers across the globe.”Always inventingCharles Warman invented the Warman slurry pump in Kalgoorlie in 1938. It was a hardwearing slurry pump that used replaceable liners and a replaceable impeller, something that had never been done before.“Charles Warman was a visionary and an innovator. The use of rubber lining in the pump was groundbreaking as it reduced total ownership costs, was safer to handle and offered extended wear life in many abrasive slurry applications. It is a great example of solving customer problems with material science, and is still taught in universities today,” said Marcus Lane, global product manager for centrifugal pumps at Weir Minerals.It was quickly adopted throughout the goldfields in Western Australia and by the 1950s, as customer demand rose, Warman expanded his business by opening offices in Sydney and Perth.During the 1960s the rapid growth of the business continued with manufacturing and sales outlets established around the world. The Warman Series ‘A’ pump was accepted and became a world leader in its field. Further work on the Warman AH pump resulted in the development of interchangeable metal and rubber wearing components."

Jan 9, 2018

Any Australian who knows of the poverty of the early settlers in the first few years following the arrival of Captain Arthur Phillip with his "first fleet" at Botany Bay must feel proud of the progress that has been made in the 174 years that have elapsed since that momentous occasionGFor all its attractive appearance as reported by Captain Cook and Sir Joseph Banks, the shores of Botany Bay and of Port Jackson proved most ,inhospitable, and the accessible country surrounding them anything but suitable for sustaining the life of the small settlement. It is well known that during the first 15 or 20 years the hardy colonists and un-tfortunate convicts were close to starvation on several occasions and were only saved by the arrival of supply ships, which were dependent on the vagaries of wind and current, and the hazards of the uncharted seas they had to -navigate-.When Australia was little more than a miserable penal settlement, Great Britain was one of the great-powers of the world, and the U,.S.A. was an independent nation with a growing degree of prosperity that even then gave promise of its mighty awakening to become, as it has, a e.olossus of industry and commerce,-and the. leader in living standards of the world to-day.Australia, from such a shaky, and comparatively recent start, has risen to a position in which its living standards rank very high in comparison with those of most of the nations of Europe and America. Exact com-parisons are hard to fix because of the wide variety of factors involved .but the Institute of Pab?Lic Affairs .(Victoria) places Australia fifthin the world, excelled only by the U.S.A., Canada, Sweden and Switzerland. The next best after Australia are the United Kingdom, West Germany and France.How we achieved such a high standard of living is a vast subject for study but some of the economic aspects of our climb from abject poverty to a position of near affluence can readily be identified.

Jan 1, 1962

By Yoshikazu Hirosaki

How big or small is the Japanese explosive market? Who are the major explosive customers? Is there any big construction project in which a large amount of explosives is expected? What is the future of the explosives industry in Japan? Is it true that there are no ANFO trucks? What is the licensing system for blasters? Is there any education system for blasters?

Jan 1, 2001

By Karl J. C. Harries

"7.1. INTRODUCTIONThis chapter addresses the joint venture and examines a number of general concepts of the joint venture relationship. Chapter 8 looks at some specific concepts related to the provisions of a joint venture agreement, which are equally applicable to a shareholders’ agreement or other contractual relationship. The term “joint venture” is used because the author is a common law solicitor (a matter of convenience for which apologies are offered to civil law readers), but it should be noted that, in many aspects, the legal structure of an entity is irrelevant. It is the relationship of the parties, be they venturers or shareholders, that is important, and the areas of concern are surprisingly similar (except for terminology).The details of the joint venture relationship and agreement could fill several books. Accordingly, this chapter and the next focus on selected topics that appear to have caused problems or confusion or to be the basis for disputes. And remember that, although the following discussion is in the context of a joint venture, many of the comments apply, either directly or indirectly, to virtually any common undertaking and the agreement defining it.For interest’s sake, this chapter starts with a summary of some of the earlier types of agreements and arrangements that have evolved into the joint venture agreement of today in Canada, the philosophy of their format, and the reasons for their demise.7.2. EVOLUTION OF THE CANADIAN JOINT VENTUREThe Early DaysMuch of the opening up of Canada’s north is due to exploration for and development of mines. The early discoverers were relatively free to roam and explore at will and, if they were fortunate enough to find something, they dealt with the appropriate government to acquire exploitation rights. The early interests lay in gold or silver. Workings were small, usually worked by the owner alone or with only a couple of helpers to extract the native gold or silver. If the owner wanted to move on, he could sell his property outright and use his stake to look elsewhere.As logging and mining camps were opened, the development of better roads and railways made access easier. Entrepreneurs saw the opportunity to make money by assembling large parcels of land and working them as a single operation. In order to do this, some owners who were not ready to sell out had to be convinced to do so through more attractive offers"

Jan 1, 2003