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By W. C. PAGE

AS the pioneer operation treating the mixed lead- zinc-iron ores from the district tributary to the Salt Lake Valley, the International Smelting Co.'s plant has offered an extremely interesting and instructive opportunity to study some phases of this problem. Basically, there were two main reason for our attempting to work out a successful operation for the separation and concentration of the values contained in the rather widespread deposits of these so- called lead-zinc ores. In the first place, the time was ripe and demanded some method of curtailing the economic waste resulting from the costs of past and present practice of smelting ores of this character, or rather, those ores which could stand the charges inherent with smelting them. Secondly, but rather primarily with us, we believe that such a solution would greatly in- crease in general the production of lead in the district tributary to the Salt Lake Valley. It is generally known that there were and are three relatively large lead smelting plants in the Salt Lake Valley and the decreasing production of correspondingly clean lead ores was not efficient to justify the existence of all three. We could not hope for better lead smelting metallurgy nor more efficient business management than was being practised, so the only prospect was to at- tempt to work out some way to increase the primary production and thus widen the scope of operations.

Jan 1, 1926

By E. Fidler

A recent headline in the Wall Street Journal declared, "trendy management schemes very often fail." Many of the management techniques addressed in the accompanying article are associated with quality management including reengineering, benchmarking, total quality management, and employee empowerment. The article made the point that executives, employees, and customers who are involved in such programs rate the effectiveness of these programs very low, and the programs often fail. Yet, we all know of companies that have made significant advances in their operations using these same quality management practices. Why do a few succeed while many fail? History has shown that the companies that successfully carry out quality management programs have two things in common: 1) Strong leadership committed to the success of the program. 2) A comprehensive plan for carrying out and maintaining the program. Stated another way -the reason many companies fail is the lack of committed leaders and inadequate planning. It is ironic that the title of the Wall Street Journal article is "The Best Laid Plans."

Jan 1, 1994

By C. L. Glorioso

As an introduction and credentials for our talk, let me take a moment to introduce you to Wimpey Worldwide and specifically to Wimpey Minerals, USA, Inc.

Jan 1, 1995

By Christoph Muller, Geoffrey Liggins, Mohan Hensman

Modern commercial blasting is as much a technical process as it is a business one. As with most processes both aspects of blasting are driven by and generate new data. The time-critical nature of commercial blasting in mining and construction projects, dictate the timely exchange of information so as not to impede production or commerce. Up-to-date information about the blast to be undertaken can help suppliers: meet customers’ expectations to address challenging ground conditions; react to a market where quickly changing orders occur regularly; and address as-drilled blast patterns as opposed to baseline plans. “Real-time” data exchange into and out of the blasting process supports the whole-of-mine data management that the industry is migrating to.

Jan 1, 2010

By T. C. Canter

Technological change is continually affecting the mining industry and the many papers being presented at this meeting reflect this fact. I fully agree that miners must remain fully cognizant of technology that can change mining costs and therefore your competitive marketplace. Despite the embrace of new technology and effective mine management techniques, the mining enterprise may not realize increased net income if the structure of the minerals marketplace is not understood. An important segment of the marketing structure for minerals is transportation. Transportation costs per ton can be much greater than the mining costs per ton and may accordingly overshadow hard earned gains in productivity. Change is greatly affecting the transportation industry but the change is driven more by governmental policy than technology. Although some technological advances are occurring in the bulk transportation business, the changes I want to address arise from policy. Policy changes have come from legislation in the 1970's culminating with the Staggers Act of 1980 and ensuing Interstate Commerce Commission decisions.

Jan 1, 1985

By Juergen Meisel

The paper will explain how to successfully implement a robotic solution from the initial idea to a working industrial solution. Primetals Technologies can call upon 10 years of experience in installation of Robot solutions in the harsh environment of steelmaking plants - the so-called LiquiRob. To enhance an existing shroud manipulation system, the idea to connect the shroud with a bayonet mechanism to the ladle nozzle was born in accordance with the requirements of a well-known steel producer. The paper will describe the development steps from the first simulations and prototype testing in the laboratory, it will show the intensive system testing under workshop conditions and will finally depict the successful integration into the plant. Furthermore, operational experience will be shown as well as the advantages of such an installation compared to other shroud manipulation systems.

Oct 30, 2017

By Louis J. Sousa

In November 1989, the U.S. Bureau of Mines sponsored a 2-day conference to stimulate thinking and discussion about changing materials technologies and implications for the Government's materials information programs. On the first day of the conference, speakers provided overviews of developments occurring in each of the major materials groups. Emerging technological developments, applications, economic and national defense significance, intermaterial competition, and potential market growth in advanced plastics, polymer composites, ceramics, metals, and electronic materials were described. In general, the speakers forecast advanced materials market growth rates in excess of overall gross national product (GNP) though high costs will tend to limit growth outside of aerospace, defense, electronics, medical equipment, and other typically high value-added businesses. On the second day, a wide range of speakers representing several facets of the materials community described how advances in materials technology are creating a need for new types of data, statistics, information, and analysis. Reflecting the speakers' broad range of organizational, professional, and personal perspectives, an array of information needs was identified. Most requirements, however, seemed to fall into one of five major categories: Federal materials research activities, material standards, market and economic information, health and safety, and public policy.

Jan 1, 1990

By James K. A. Harral

The growing national concern over energy has aroused a great deal of interest in the most efficient and least costly way to use our remaining fossil fuel reserves. A number of studies have been published which compare the overall thermal efficiency and cost of gas and electric energy. These studies have been carried out by a wide variety of organizations including Oak Ridge National Laboratory, The Rand Corporation, The Stanford Research Institute, and The Institute of Gas Technology. This paper is an attempt, by PGandE, a large combined gas and electric utility serving most of the northern and parts of central California, to compare the cost and efficiency of gas and electric energy for certain residential appliances using actual operating data and financial statistics for the year 1974, and thereby develop some guidelines for future energy developments utilizing these limited fossil resources. The appliances chosen for the study were kitchen ranges, clothes dryers, hot water and space heaters. These appliances were selected because they can be served with either gas or electricity and they account for approximately one-third of PGandE's total residential electric sales and nearly all of PGandE's residential gas sales.

Jan 1, 1976

By Pratt Rogers, Aaron Young

Digital transformation (DT) is the process by which entities adapt themselves to modern technology. As digital technology becomes more prevalent (automation, cameras, sensors, touchscreens, artificial intelligence, etc.), there will be increased pressure on companies to leverage it for additional gains. For many companies in the mining industry, this will involve overcoming a steep learning curve. Furthermore, as the long-term success of the mining industry is dependent on a labor force with new skills (data management, analytics, digital literacy, etc.), new curriculum will need to be appended to the mining engineering discipline. This paper considers the mining industry’s need for DT. Then, it presents a three-part review of the foundational components of the DT process–ubiquitous data, connectivity, and decision making. Finally, it provides a discussion on the future of DT in mining as well as a research direction, which identifies the need of academia to provide support for mining companies in the form of both research and the education of digitally literate, dynamically capable mining engineers into the coming decades.

By M Rea, E O’Connell

Decarbonising explosives manufacturing and catalysing low-carbon mining supply is a significant global challenge. Low-carbon manufacturing precincts – clusters of geographically close businesses across multiple industries that share a goal of adopting firmed renewable energy and decarbonising process emissions – offer one potential solution. In an Australian first, Orica commissioned tertiary catalyst abatement technology in 2023 to mitigate greenhouse gas (GHG) emissions at its Kooragang Island (KI) facility in New South Wales (NSW), Australia. The EnviNOx® technology (ThyssenKrupp Industrial Solutions AG, Dortmund, Germany) used reduces nitrous oxide (N2O), a potent greenhouse gas arising as a by-product of nitric acid manufacture. As a result, mining customers in NSW are now benefitting from ammonium nitrate (AN) products that are almost 50 per cent less emissions-intensive than those Orica previously offered. The $37 million project is a private-public partnership that has involved partners across Federal and State government, global engineering and technology vendors, local community groups and local carbon advisors to overcome financial barriers.

Sep 1, 2024

By CIM Mineral Resource, Mineral Reserve Committee

Industrial minerals are generally considered to include non-metallic minerals, mineral products, or materials that provide raw material inputs for the construction, chemical, and manufacturing industries. They are often relatively low-value and bulky materials that are generally used close to where they are produced; however, some raw materials may be transported hundreds of kilometres to manufacturers and customers (ENDM, 2021). They do not include the metallic minerals, mineral fuels, or gemstones, and are used in industries based on their physical and/or chemical properties (Wikipedia, 2021). In contrast to most metallic minerals, a general distinguishing characteristic of the industrial minerals sector is their general low degree of market elasticity in relation to the market prices and product specifications. The estimation of either a Mineral Resource or a Mineral Reserve (MRMR) for an industrial minerals deposit can be affected to a significant degree by a number of factors that are not typically applicable to metallic mineral deposits. These factors can include such considerations as the particular physical and chemical characteristics of the final product, product quality issues, market size and market access. In some cases, such information may be confidential and proprietary. One of the key challenges of the industrial minerals sector is to define a commonly accepted listing of which types of minerals, materials, or mineral deposits can be considered as industrial minerals (Mining Standards Task Force, 1999). Although definitions for what constitutes an industrial mineral can vary in detail, general descriptions can be found in American Geosciences Institute (2021), Fastmarkets IM (2021), Snowden (2019), SME (2021) and Wikipedia (2021). A brief listing of some of the materials and minerals that are generally considered to be industrial minerals is provided in Table 1. For the purposes of this document, all references to industrial minerals include not only the minerals, materials, and mineral deposits themselves, but also the various commercial products that are derived from these sources.

Nov 19, 2023

By S D. Dessureault

In one of North AmericaÆs largest mines, which contains more than six active coal-producing faces, mine controllers must meet the complex challenge of adhering to the mine plan while also ensuring customer quality. Fleet management systems (FMS) provide many different avenues to control production flows, from the faces to the various pit crushers. Nonetheless, mine controllers must balance a variety of factors such as unplanned downs, differing customer demands, their own daily key performance indicators (KPIs) related to equipment utilisation, among others. Deviating from the short-term mine plan is the most common means of balancing the other factors, since adherence to the plan is traditionally only measured during the weekly variance meeting with engineering staff. However, such deviation may be one of the most costly responses, as long-term scheduling issues may arise such as multi-face dead-heading or insufficient stripping. This paper focuses on the development of a system for real-time adherence to mine plan within a control room environment. This system is part of a larger blending-focused, multi-million dollar project with elements of a centralised remote control room, developed at the University of ArizonaÆs Mining Information Systems and Operations Management (MISOM) Mine Control Center (MC2). The mine plan (MPL) component of the overall blending system integrates both historical and real-time FMS data with mine plan requirements directly sourced from original systems (no additional input required). The measures, displayed largely as graphs, have tools to help controllers manage the production to facilitate adherence to the plan. Some measures are designed to motivate crews to perform by inciting competition between crews, softened through a study of the controller culture. The MPL component was deployed at the mine, and the before and after deployment adherence was measured. This paper discusses the technical development of the new tool, its deployment, and an ethnography (study of culture) to understand controller motivation.

Sep 26, 2011

By A. Atef

Vulnerability is a measure of the extent to which a community, structure, services or geographic area is likely to be damaged or disrupted by the impact of particular hazard. Current asset management practices focuses on studying factors that affect performance of isolated infrastructure networks and model a set of actions to control the expected performance of these networks. This approach ignores the underlying spatial and functional interdependencies among these infrastructure networks and their vulnerability. The purpose of this paper is to introduce a new method that recognizes the effect of spatial and functional interdependencies on vulnerability rating of water, sewer and road networks. The proposed method consists of: 1) risk assessment model, 2) interdependency assessment model and 3) vulnerability assessment model. The risk model is composed of two modules: 1) water and sewer risk module and 2) road infrastructure module. The water and sewer risk module will cluster these assets into three risk categories based on environmental, social, operational and economical factors. The road infrastructure module will cluster road assets into three risk categories by using rational factorial technique based on road type, serviceability index, traffic load, and freeze and thaw index. The interdependency model will deploy the risk ranking to perform geospatial analysis in ArcGIS which results in determining the interdependent layers of waters, sewers and roads. The vulnerability model will deploy fuzzy neural networks technique to determine the vulnerability rating based on spatial and functional interdependencies. The fuzzy neural networks are utilized to overcome the lack of historical data and incorporate experts? preferences for establishing the knowledge base for vulnerability assessment. The expected contribution of this framework is to aid decision makers in understanding the interdependencies between civil infrastructure assets and to which extent such interdependencies can compromise assets performance.

Aug 1, 2013

By Alan J. Solomon

The function of advertising is communication. Viewing the advertisements of mineral suppliers exposes the reader to a broad spectrum of purposes: announcements of new products, availability and supply, departmental services, company image, etc. It is the advertiser's hope that the message being conveyed is the same message being perceived by the viewer. To maximize this probability, the advertiser at least must carefully construct precise copy, identify the target audience and select the appropriate advertising medium. A truly successful and efficient ad, however, also must accurately reflect a product's life cycle, i.e., the rise and fall in demand for a product. Buggy whips and radio tubes are classic examples of items formerly in high demand. Industrial minerals are similarly affected by occurrences of product life cycles.

Jan 1, 1983

By W. B. Boggs

The Noranda smelter was built by Noranda Mines, Limited, from the designs of A. E. Wheeler, consulting metallurgist, New York, for the reduction of ores and concentrates from the Horne mine, and to treat, on a custom basis, ores and concentrates from other mines in the Rouyn district. The smelter is situated at Noranda in western Quebec, about 330 miles directly north of Toronto. Ground was first broken for construction in November, 1925, before the completion of the branch railway into the district, which was not finished until October, 1926. After many difficulties and delays due to the Jack 'of transportation and the severe weather during the winter months, the smelter was started in December, 1927, and the first blister copper was poured on December 17th. The smelter was built throughout in two duplicate units, each with a rated capacity of 500 tons of ore per day. Operations were started with only one unit, and after several months it was found that one unit alone would smelt 1,000 tons of ore per day. At this time only one shaft, No. 3, existed, and its hoisting capacity and the capacity of the original crushing plant were insufficient to supply ore for two units at the increased tonnage. Accordingly No. 4 shaft was sunk and a new crushing plant provided to handle the ore hoisted there. This work was completed in the latter part of November, 1929, and since that time both smelter units have been operating.

Jan 1, 1930

By Tim O’Neil

More than 5,300 mining professionals from around the world attended the SME Annual Meeting and Exhibit, March 1-3 in Denver, CO. Seventy three technical sessions highlighted innovative technologies and applications for the development of mineral resources. And the exhibit featured 421 companies worldwide and 632 exhibit booths. The 1999 SME Annual Meeting had 10% international attendance. Professionals from outside the United States were guests at the first SME International Reception.

Jan 1, 1999

By Rob Boom, Yasuyuki Tozaki, Greg Traquair

The objectives of the business case are to examine a proposed metallurgical project and answer fundamental questions about project feasibility, risks, opportunities, and value. A business case fulfills these basic functions: estimates economic value; helps to understand competitiveness; serves as a risk management tool; and serves as a communication tool. A business case evolves with the project life cycle, and supports the gate reviews at the end of each phase of engineering, through to project construction and operations. A business case must be holistic, including all elements of scope that can impinge on project risk and value.

Jan 1, 2015

Exploring long-term future possibilities for your business and methods for achieving them are critical functions of leadership. More than ever, strategic initiatives today have to be planned and delivered in an environment of disruptive change û driven by shifting business or regulatory imperatives, new technologies and global economic change, and diverse stakeholder interests. The notion of The Future as a single inevitable outcome is obsolete. There are many possible futures. This paper explains an innovative process û known as scenario planning û to help executives in the construction and testing of longer-term strategies to deal with uncertainty.

Jan 1, 2006

By Louis D. Murino

Compared to coal or many metals industries, talc must be considered a small, specialty market catering to niches and dependent primarily on the physical attributes of the mined and processed mineral rather than the chemical attributes with copper, lead or uranium concentrate, the primary objective is the percent metal that ultimately is refined by the smelter, as opposed to the brightness, particle size distribution, trace impurities or morphology. The latter constitute the important determinants of where, how and why talc and similar industrial minerals are used. This paper addresses the talc market-place: where it is, how much of a market there is, who the producers are, available capacity, market growth, and marketing techniques.

Jan 1, 1984

By D. S. Hines

The purchase of mechanical equipment for mines is not unlike the purchase of other materials or supplies in general principle, but on account of the major part such equipment plays in the operations, and of the fact that life and valuable property are at stake, the matter demands the most careful attention on the part of the purchaser. The problems and difficulties encountered are dealt with below in their sequence in the purchasing procedure. Requisiting Although it is quite a common practice to submit a tentative specification of requirements to recognized manufacturers of equipment- soliciting alternative propositions or recommendations for study in the selection of certain equipment-as a rule the first step in purchasing procedure is the requisition. Primarily, it is the form that carries to the purchasing department the record of equipment wanted. A full and complete description or specification, and accuracy of record, are the important points to be insisted on in a requisition. Too much attention cannot be given to this detail, as this is one of 'the most important phases of purchasing work. Incomplete information, either in specification or detail, leads to delay in handling the requisition, and, if not detected in the purchasing department, may mean receipt of material which cannot be used for the purpose intended. In addition to description of material or equipment to be ordered, the requisition should also show where or what the equipment is for, whether for operating or new work. If for capital account, the number of the authority for expenditure should be given for record and distribution purposes.

Jan 1, 1930