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By M. P. Juszli

During the 1980's, a revolution has been taking place in industrial minerals marketing. Transportation deregulation and a handful of creative marketing and distribution managers have completely changed the rules for marketing many industrial minerals. Minerals are being trans-ported much farther than in prior decades and at much less cost. Bulk and package terminals are becoming increasingly common as a means to take advantage of freight rate savings and to provide enhanced service to far-away customers. Water and rail transportation are being used increasingly to penetrate markets considered unreachable Just a few years ago.

Jan 1, 1989

By B. Genc, V. J. Mahadeo, S. Ramparsad4, U. Govender

The study was intent on assessing the socio-economic impact of a zinc mine in South Africa through the application of people-centric digital tools using a case study research methodology. The global mining industry is undergoing significant technological shifts to modernize, improve operational sustainability, and align with the environmental, social, and governance (ESG) agenda. While the case study mine is a more modernized mine, continuous improvement around the ‘social’ pillar becomes critical, and to this end application of people-centered digital tools presented as the vehicle to understand community needs and impacts. Despite considerable annual corporate social investment by mines annually, the overall impact or social return on investment is marginally understood. Towards contributing to addressing this gap, digital ESG ‘social-related’ data gathering tools for mines decision-making were developed, including the training-needs assessment tool, community-social needs assessment, small, micro, and medium enterprise (SMME) communications and engagement tool, digital leadership competencies gap assessment tool, and change management blueprint, which further allowed for customization to the mining context. Hence, the novelty of this paper relates to applying digital tools to provide real-time information of the needs of a community, both socially and economically. The findings suggested that these digital tools enabled gathering of information for the establishment of regional and operational baselines towards enabling of social investment returns in relation to socio-economic transformation development interventions. These tools have been applied to a zinc mine context, with lessons and experiences obtained through this study, invaluable to the application of these digital tool in other mines in South Africa. The study was conducted in September 2023 across five host communities, surrounding the zinc mine, in the Northern Cape region, with 120 participants involved in the application of three relevant community-related digital tools, which included the training needs, community-social needs, and SMME communications and engagement tools. It was evident that the digital ESG tools could be used for data gathering for the mine’s informed decision-making and allowed for securing of insights on community needs in near real-time, and further proved practical for community use.

Dec 11, 2024

By Anthony Tuke

Members of the Society of Mining Engineers may well regard it as rather unusual that a paper on this subject is being presented by someone whose first taste of mining came at the age of 60 or so - someone who last heard of cathodes and anodes in 1938. On the other hand, the title does refer to the financing of a mine and at least I can claim to have spent all my business life since the war until 1981 in the world of banking, though this inevitably means that I have been used to looking at these and other problems through what you might regard as the wrong end of the telescope. The lending of money, and more particularly the provision of finance for commerce and industry, is the central job of a banker and I have been involved in this in various ways over many years, but regrettably only very marginally in the world of mining. As you will see from what follows, the rather specialised form of finance which RTZ required was, to my regret, not provided by the British banking community since the great majority of the finance came from American banks and, to a lesser extent, from German banks. I am most indebted to Mr. Roy Wright for a great deal of the nuts and bolts in this paper. He was one of the three central figures in the growth and expansion of RTZ during the 1950's and 1960's and was right at the centre of the negotiations with bankers, with governments and with many others. The going, as you will see, was far from easy. The essential basis for the financing of each of the RTZ group's mining projects was a firm long-term sales contract for sufficient of the output of the particular mine to produce the cash flow necessary to service the loans. Wherever possible, loans were raised in the same currency as the sales contracts were made. Each sales contract was designed to give the customer the product he wanted with a long-term assurance of supply and at the same time to give the bankers the protection they required. Thus the marketing concept and the financing concept for a particular mine formed one overall plan, and talks with the customers and the bankers were conducted in parallel until a satisfactory marketing/financial package was agreed in principle. Preliminary talks were begun soon after the discovery of a potentially viable orebody. As confidence about a discovery increased, customers were persuaded to enter into contingent sales contracts before the very detailed and costly business of the economic and technical feasibility study of the mine was launched; such a study might cost 10% or more of the estimated total capital cost. At the same time provisional understandings were reached with the bankers. The contingent sales contracts usually gave a period of grace of eighteen months to two years, during which time the decision whether or not to continue with the mine had to be made. This decision rested mainly on the result of the feasibility study and also on coming to a firm agreement with the bankers. If all went well and the mine went ahead, then the contingent sales contracts became firm, but they fell away if the decision was negative. The Company was fortunate that during the whole period when its major mines were being developed, world trade was increasing rapidly and Japan was becoming a dominant industrial power. The Japanese supported many of the mines, including Hamersley Iron Ore, Lornex Copper, Bougainville Copper to name a few, with the basic long-term sales contracts that enabled their development. The Germans supported Palabora and to a lesser extent Bougainville. The mines were financed as individual projects generally with a loan/equity ratio of about 65/35, without legal recourse to RTZ for the loans. RTZ was, however, responsible for providing any capital overruns required to bring the mines into commercial operations. Nevertheless, the RTZ management regarded itself as morally responsible to the lenders because, Palabora aside, the sales contracts had either a fixed selling price (like Hamersley), an indexed price (like the Elliot Lake Uranium Mines and Mary Kathleen), or a floor price (as in Lornex, Bougainville and Rossing). Thus the Company believed that any financial failure would have been due to poor management or technical

Jan 1, 1985

By K. P. Wang

The foundation of Japan's growing industrial and economic strength lies primarily in minerals, power, and technical know-how. Domestic raw material resources cannot supply domestic demand, and imports are indispensable. The Japanese are forced to acquire minerals and metals on a global basis, and their activities already have made an impact on international markets. A by-product of these efforts is the development and expansion of mines in many parts of the world to supply Japanese requirements. Japan now has a surplus capacity to produce finished products for consumption and export. Tradition-ally, domestic deficits in minerals have been met by importing crude materials. Because of the rising demand, however, the time has come when semi finished products as well as crude minerals are required. While the domestic market is the mainstay for Japan's industrial products, expanding export markets are essential for balancing trade and for providing economic prosperity and higher living standards for the Japanese people. Japan has a long history of mineral and industrial development, and the best in modern practices abroad has been adopted and modified for use under Japanese conditions of smaller enterprises, cheaper labor, and a more closely knit society. Generations of industrious workmen, technicians, and business-men have been trained in industrial occupations. Devastation of war temporarily slowed progress, but at the same time provided the opportunity for reconstruction, modernization, rationalization, and expansion. The Japanese excel in small and medium-sized operations, but they also have mastered large-scale production. Management is aggressive, practical, and strongly imbued with the concepts of effective utilization of resources. Integrated operations, diversification of facilities, intense competition among concerns in the domestic market, and close cooperation in foreign activities characterize Japanese industrial policies. Available capital has been utilized up to the limit for the establishment of mineral and other industrial facilities at home and abroad. Technology, machinery and equipment, and transport services have been exported along with venture capital, and funds have been advanced against future delivery of foreign raw materials. The Government has been restrained in regulatory functions and has provided technical services to private industry. Thus, Japan's technological foundations are secure, management practices are efficient, and government has stimulated production. The future outlook is bright for the continued rapid growth of mineral and other industries in Japan. Already supreme in Asia in per capita output and living standards, Japan steadily is gaining on the European countries. Steel production has overtaken the United Kingdom and is pressing the level in West Germany. Consumption of fuels and power is expanding at a rapid rate. Construction activities are booming. Japan has built up medium-sized non-ferrous industries. Its ability to produce the exotic metals needed in the nuclear space age is well established. Since Japan makes a great variety of mineral products, her overall posture in mineral extraction and processing is strong. Primarily as a result of intensive efforts in the mineral and other industrial fields, Japan is emerging in world markets as a serious competitor to all industrialized nations.

Jan 1, 1962

By B. H. Clemmons, C. H. Schack

Extractive metallurgy techniques currently employed to recover silver from primary ores and secondary scrap were reviewed and evaluated to identify and delineate metallurgical problems whose resolution would increase the supply of silver from domestic materials. The survey revealed that practically all primary silver is recovered by froth flotation concentration of various types of ores, followed by smelting and refining of the separate lead, copper, and zinc concentrates. Silver losses during the complex processing are, with rare exception, inconsequential. Furthermore, any silver production gain from base metal ores, which contribute about two-thirds of the total primary silver, is directly dependent on improvement in the market for the base metals. Statistical data on new and old silver scrap are wholly inadequate to make reliable conclusions about scrap processing problems and the possibility of increasing the recovery of silver from the many forms of secondary silverbearing materials. The available information indicates (1) that efficient silver reclamation practices are employed by the larger users of silver, and (2) that recovery of additional secondary silver involves solution of problems of collection rather than of processing. Several possibilities exist for limited increases in silver production from primary ores by improvement in metallurgical practices. Specifically, research is needed to (1) solve the problem of recovering silver from the copper ores of the Copper Range district, Michigan; and (2) devise economically feasible methods for recovery of silver from presently marginal or submarginal ores that because of grade, location, and frequently complex nature cannot presently be exploited by conventional techniques.

Mar 1, 1965

By D. W. Loucks

There is plenty of evidence to indi-cate that at least one of man's chief interests in life is to make himself as comfortable as possible. If you doubt this, just watch the fellow next to you for the next half hour trying to find the most comfortable position that a hard chair has to offer. Comfort, however, does not always mean an easy chair. To some, it may mean a wealth of money; to another, freedom from worry. But to most of us, it means first of all a comfortable atmosphere in which to live, and to a great many of us it probably also means freedom from that annoying task of firing the furnace. Today more than ever before. automatic heat is one improvement that is placed high on everyone's list. Perhaps this is because automatic heating is becoming relatively cheaper. Perhaps it is because of a good publicity campaign on the part of the oil and gas men or maybe it is just that we are getting lazier day by day. At any rate, almost every issue of Better Homes and Gardens, House Beautiful, or your other favorite home magazine carries an article extolling the virtues of this or that automatic heating system. If I were to ask you to name the first thing that came to your mind when I said automatic heat, you would prob-ably say either gas furnace or oil burner. Or if you had just been studying heating systems, you might possibly say heat pump. But chances are you would not mention anything about coal, and yet coal is the most common source of the greatest automatic heat of them all. I say this because coal is the fuel used almost universally by the district heating industry in producing and delivering to certain heavily populated areas heat ready to use at the touch of a valve or the click of a thermostat. Although the industry is over a half century old, it has not experienced the widespread development of other utility industries because of certain limitations which I believe you will realize from the next few minutes discussion. District Heating Operations We may define district heating as any operation where two or more buildings are heated from a central heating plant. The method of heat transfer may be hot water or in some cases warm air, but generally the medium of heat transfer is steam. So universally is steam used that the industry is frequently referred to as the district steam industry. The Allegheny County Steam Heating Co. which operates the district heating system in downtown Pittsburgh is a subsidiary of the Du-quesne Light Co. Although organized in 1912 primarily as a means of securing the electric load of downtown buildings, the service has now become so valuable and so popular that it is no longer considered a necessary adjunct to the electric business but rather a separate business standing on its own feet. Fig 1 shows the layout of the plants and distribution system of downtown Pittsburgh. Two generating plants, one known as the Stanwix and the other as Twelfth Street, supply the area. Each has two boilers with capacity totaling 1,350,000 lb per hour. The Stanwix Plant is supplied coal by truck. The coal is pulverized at the plant and burned as powdered fuel. Coal is supplied to the Twelfth Street Plant also by truck but the boilers arc stoker fired. Over 1 1/2 miles of tunnel house a portion of our main lines, but it requires over twelve miles of pipeline, ranging in size from 32 down to 1 in. in diameter, to supply all our customers. The distribution system consists of two systems in a sense, one high and one low pressure with certain interconnections between the two. Our high pressure system supplies steam up to 125 Ib to some but not all customers, while the low pressure system operates in the range of 10 to 20 psi. Note that the two plants are tied together through large steam mains and that the system to some extent is a loop system, making it possible to have a portion of the line shut, down without interrupting service to any customer. Fig 2 conveys a picture of the extent to which steam service is used in the downtown triangle. The black area indicates the buildings which now use district steam. The dotted area indi-

Jan 1, 1950

By W. J. Douglas

Before discussing minicomputer software for the mineral industry, it is helpful to explain some of the computer program terminology. Most of the terms are the same as those applied to large computers. A computer system consists of a machine (hardware) with electronic and mechanical components and instructions (software) that define its operational logic and sequence. This logic is described by sets of commands grouped into programs. Each program has specific objectives related to the computer's operation and to production information from computer data that are input and processed. Software, therefore, is a general term applied to any type of computer program. Instructions to the computer are communicated through languages that convert logical and arithmetic statements into machine operations. The languages may consist of statements resembling mathematical or logical phrases understandable by humans, or they may be coded statements with no apparent resemblance to spoken language but readily understandable by the computer. Computers also translate higher level languages such as FORTRAN or COBOL into machine languages using other programs called Compilers. Programs written in these higher level languages are generally called source code. However, programs written in computer assembly language may also be called source code. The compiled version of the program after it has been translated by the compiler software is called object code. Programs used to "instruct computers how to be computers" are generally called systems software. They relate more to computer operation than to producing externally usable results. Programs producing information for many users-engineers, accountants, managers-are termed applications software. For the most part, applications software is the principal concern of the mineral industry. Programs are developed to fit user requirements as interpreted by programmers. Programs vary in quality, precision, efficiency, accuracy, and complexity, depending on programmer skills and abilities and programming decisions forcing design tradeoffs. A well written program should have speed, efficient use of available hardware resources, accuracy, and an inherently logical structure that aids documentation and subsequent modifications. Programs developed to fit specific requirements are termed customized software. A program organized and prepared for general commercial use is called a package, or a software package, and includes documentation for program use. A form of customized software that takes an existing program or package as its starting point and modifies it is called a customized package. A minicomputer program can be stored on computer cards, standard magnetic tape, magnetic cassette tape, floppy disk, or hard disk. The software purchaser or lessee may select one or more of these media when specifying a program in a software contract. Supporting documentation may include a listing of the program instructions linkages, hardware and storage resource requiremnents, flow charts, and programmer and user manuals. The purchaser must carefully make and clearly understand specifications for media and format of program delivery. This assures that delivered software is compatible with the intended hardware. Mineral Industry Attitudes Toward Computer Software The mining industry has traditionally been conservative concerning computer applications. Furthermore, large computer costs have made these systems accessible only to large companies, for the most part. But in the past few years, mining software systems developed at schools such as Pennsylvania State University and Virginia Polytechnic Institute have gained wider acceptance in the mineral industry. More mining engineers now have academic training in computer application, and computer use is now more acceptable to the mining industry. Mining managers in decisionmaking positions are faced with a new generation of computer technology resulting from the rapid evolution of minicomputers. Not too long ago, manufacturers such as Digital Equipment Corp., Data General, and Hewlett-Packard were considered newcomers. They are now established companies. In addition, Apple, Radio Shack, Commodore, and others have emerged in the growing microcomputer industry. So the mine manager or mining executive now has more options. Mining Software is Limited Along with the rapid evolution in hardware development, much general purpose software is now being developed for minicomputers. The 1981 Apple Software Directory can be obtained for about $14; Radio Shack published the Application Software Source Book in three volumes for $1.95 each. Brochures describing software can be obtained for other minicomputer manufacturers by contacting local sales representatives. Hewlett-Packard software can be obtained and exchanged through HP user's groups. Manufacturers' programming staffs are generally concerned with developing applications software. In some instances, manufacturers will recommend software developed by their hardware users. Until now, however, software development for mining applications has been minimal. This should not be surprising, since software development traditionally lags hardware development by several years. A review of A Directory of Computer Software Applications/Mini-Computers and Micro-Computers, August 1977-1980, published by the US Department of Congress, National Technical Information Service, contains many entries and subject areas. General applications include some references to tunneling machines, but there are virtually no entries specifically relating to

Jan 11, 1981

By Thomas W. McClain

This paper describes the importance of considering ground control measures when importing U.S. continuous mining technology in foreign countries. Important ground control factors are discussed. Each year the USA exports a significant amount of continuous miner equipment (i.e. continuous miners, roof bolters, coal haulers, shuttle cars, continuous haulages, scoops and feeder-breakers). International customers see the opportunity to significantly improve their productivity and increase their longwall gateroad development rates by implementing the room-and-pillar (place changing) mining systems used throughout the USA. However, a number of issues are often overlooked or not thoroughly evaluated when selecting the equipment, often resulting in lower than expected productivity. Ground control is one of the critical factors that must be addressed. Since 1993, the author has assisted numerous international customers and manufacturers with implementing or improving the performance of continuous miner and room-and-pillar systems in Australia, India, Mexico, South Africa, and the United Kingdom. An essential first step is to conduct a thorough ground control study, and then integrate its findings into mine layout, equipment selection and section operating plans. Based on actual case histories, the author will present a number of examples and "Do's and Don'ts." Another key to success is the involvement of manufacturers and suppliers with customers when implementing new systems and technology. The importance of allowing for cultural evolution by both management and workers for acceptance and successful implementation of any new system is also discussed. Over the past ten years, the global coal industry has gone through some very dramatic changes. Countries that previously experienced a freight advantage, such as Australia shipping coal to Japan and Korea versus the United States, are finding they are now in a world coal market similar to other commodities and products. Today, coal prices arc stated F.O.B. at the consumer, and the origin is often irrelevant. Also, previously state-run coal industries have been privatized, such as the United Kingdom, and others such as Poland and India are currently going through the same transition from state-run to the private sector. In all cases, the key to continued viability, or survival, depends largely on reducing costs in order to compete for a market share. Two ways exist to reduce costs. First, almost everyone tries to reduce expenditures. Depending on the circumstances at a given mine or in a specific country, this helps to some point. However, most find that secondly, production must be increased to achieve the necessary cost reductions to compete in today's global coal market. As a result, over the past ten years, foreign companies and countries have looked to the USA for new mining methods and systems to significantly increase productivity. Thus, a major portion of American equipment manufacturers and suppliers sales have been exports, which has played a major role in helping to "keep-the-doors-open" for a number of companies through the lean 1990's, when American coal companies were postponing capital expenditures and expansions. As foreign companies and countries have looked to the USA for ways to improve productivity, they have become particularly interested in continuous miner equipment systems and most often "room-and-pillar," "bord-and-pillar" or "place changing" mining systems for four reasons. First, in countries such as the United Kingdom and Germany, who have been longwall mining for generations, there remain numerous remnant small pockets of reserves in existing mines that are either too small or too difficult to longwall mine, and are conducive to the flexibility of continuous miner systems. Second, for countries such as Australia, who have experienced the constant problem of developing longwall gateroads in a timely manner to avoid longwall move delays, new or alternate methods are required. Third, companies and countries using roadheader machines on coal production are recognizing the increased productivity potential of continuous miner equipment. Fourth, countries such as South Africa and India, where a substantial amount of the production comes from conventional mining methods, "drill-and-blast", companies are recognizing the opportunity to improve by implementing continuous miner technology. Colliers & Associates, Inc. has found that over the past eight years too often foreign companies or countries purchase American continuous miner equipment without first conducting a thorough geologic, geotechnical and ground control study for the reserves to be mined. The problems are compounded by not developing mine plans, and submitting them to the regulatory authorities for approval prior to purchasing and even implementing the equipment.

Jan 1, 2001

By K. Hartman

Certain external forces affect the manner in which business is conducted. and in recent years changes in the business environment have altered how some of these external forces affect the management of a business. These changes must be understood and considered in definition of the strategy of the business. Implementation of the strategy must assure commitment from all departments within a company, and this commitment sometimes involves compromises to assure that a department's goals mesh with the overall business objective such compromises must be externally motivated. i.e. for benefit of the customer. Complete implementation transcends internal departments to all aspects of managing the efforts in the marketplace.

Jan 1, 1989

Many USBM research and information products are available through the systems or formats listed below: Mines FaxBack: Return fax service. 1. Use the touch-tone handset attached to your fax machine's telephone jack. (ISDN [digital] telephones cannot be used with fax machines.) 2. Dial 202/219-3644 3. Listen to the menu options and punch in the number of your selection, using the touch-tone telephone 4. After completing your selection, press the start button on your fax machine. Mines Data: Computer bulletin board. Log on via modem through 202/501-0373, or call 202/501-0406 for technical assistance. CD-ROM: This USBM disk is updated quarterly and sold by GPO's Superintendent of Documents. For information on the latest product, please contact Rodger Wedgeworth, 202/501-9557. Internet/World Wide Web: Text and graphics. Access via PC-based browsing software such as Netscape or Mosaic. Universal Resource Locator (URL) is: http:/www.usbm.gav Internet/Gopher Server: Text and tables only. Using Gopher client software, access via port 70 as follows: gopher.usbm.gav Internet System Administrator: webmaster®usbm.gov (or contact your local System Administrator).

Jan 1, 1995

By Hal McVey

"Philosophy" addresses the definition and assigning of importance to the marketing of by-products. Two examples, one in metals and the other in industrial minerals, explore prime product to by-product relationships. Relative revenues from all products illustrate the importance of by-products to economic feasibility. "Mechanics" takes a broad view of the types of marketing organizations that are applicable to individual circumstances in the marketplace. In-house marketing as well as agents, merchants and trading companies are outlined and discussed. Philosophy Definition Of Terms Philosophy Definition Of Terms The definition of terns for a paper such as this is generally a necessary but not-very-interesting exercise. However, in simply trying to clearly define the term "by-product" some interesting relationships between products arise and the line of demarcation between "product" and "by-product" often becomes obscure. The search for that distinction represents the philosophy portion of the title. A couple of definitions of philosophy can even help to set the tone for what follows. According to Webster, philosophy is : 1 Pursuit of wisdom. 2. A search for a general understanding of values and reality.

Jan 1, 1983

I once read an æarticleÆ in FHM Magazine entitled æThe Coolest Jobs There Ever WasÆ. It was about a group of guys who were pursuing careers that any person on the planet would just kill for. I distinctly remember drooling over the pages, thinking how much I would love to be Michael SchumacherÆs Chief Engineer at Ferrari, or the Principal Designer and Tester for one of the big Dutch rollercoaster companies. From that moment on, I decided that I wanted a career that was cool enough to make it into the pages of that article. Throughout my time at university, I always had that article in the back of my mind. As a result I constantly wondered about what sort of job I could end up with once I left university. More importantly, I wondered if FHM would be banging down my door to put me in the magazine! After a long and stressful job hunting process (in between completing a thesis and studying for exams) I finally managed to land myself a job with Orica Mining Services. I can honestly say I didnÆt know what to expect when I first joined Orica. Most of my friends ended up working for big mining companies, while I was offered a position with one of the biggest suppliers to these mining companies. However, I had a feeling when I was discussing the role with my future supervisor during the interview process that the job was going to be awesome. I have now spent a year working for Orica and I absolutely love it! While I feel that my job is worthy of being in that FHM article, unfortunately, I donÆt think I am going to get my opportunity to be in the magazine. Apparently I donÆt look too good in a bikini! However, I would love to have the opportunity to discuss the journey that I have taken so far û from my time as an environmental science graduate, then moving on to mining engineering, to now, being part of the Orica Mining Services Graduate Program. My suggestion is to use this paper as a resource. I have learnt during my time at university, as well as my time in the workforce, that the best people you can learn from are your peers. Take what you feel is relevant from the paper; hopefully it will help guide you in shaping your own career.

Jan 1, 2005

By C. T. Shaw

Fur a secure mineral supply position to be maintained in the Fiuropean Community there must be a supply of qualified people in the minerals industries. The education of the people required to run and develop these industries should be a priority in the community. This means that there should be a strong capability in mining engineering education. The mining engineering professors decided in 1990 to get together in a new Society to discuss the problems. The Society of Mining Professors/Societat der Berg-baukunde was formed at a meeting in Austria in October 1990. It is basically a F.uropean Society with a few member professors from outside Europe to keep the Society conversant with trends elsewhere. The objectives of the Society are to see that the mining universities in Fiurope maintain standards and produce enough mining engineers. The present membership of the Society and the work of developing a database of current courses is described. Working from the knowledge base developed, it will be possible to design a 'European' mining degree course. The problems which will have to be addressed have been identified and are described in detail.The paper finally goes on to discuss the other problems that universities are facing, the economic problems and above all the lack of students applying for mining courses across Europe. The help and active participation of the mining industry, if that industry still wishes to employ mining engineers, is identified as the only possible solution to those problems.

Jan 1, 1993

By William H. Schiffbauer

The Bureau of Mines has developed a passive encoder for range knobs, a device that automates the task of obtaining the range settings from devices or instruments to be input to microcomputers. It is easily constructed and installed and will not disrupt the device to which it is being attached. It consists of a custom knob and a small printed circuit board that has light-emitting diodes and magnetic reed switches attached. A ribbon cable connects it to a microcomputer. This encoder eliminates one source of human error in an automated process.

Jan 1, 1983

By V. B. Dale

This is one of a series of reports covering the mineral resources of the Nation. It describes briefly most of the known tungsten deposits in Yuma, Maricopa, Pinal, and Graham Counties, Ariz. Most of those described were examined by the author. An effort was made to determine the position of the various deposits by section, township, and range and to give accurate road direction to each property from a prominent landmark. All available maps have been used in making these determinations, but in unsurveyed areas it was necessary to make approximate projections of subdivisions. The township and range numbers refer to the Gila and Salt River base and meridian.

Jan 1, 1959

"Australia’s largest rail freight network operator, the Australian Rail Track Corporation (ARTC), has selected GE Transportation’s Movement Planner solution as the key technology enabler for its Hunter Valley-focused network control optimization program.ARTC’s Newcastle-based network control, is the nerve center of Hunter Valley rail operations, where locally based train control professionals make thousands of decisions every day to safely support the annual movement of more than 24 kt/h (26,400 stph) of freight, and tens of thousands of coal, freight, grain and passenger trains each year.ARTC plans to transform its train control function by integrating and then building on Movement Planner, an advanced software solution by GE Transportation that provides real-time rail traffic planning and optimization to enable freight to move more efficiently. “The Hunter Valley rail network is one of the busiest and most complex in the country, supporting the largest coal export port in the world,” ARTC managing director and chief executive officer John Fullerton said.“As bulk freight demands grow, rail operators like ARTC and supply chains like the Hunter Valley coal network need to be creative in the way they respond so the Australian economy doesn’t miss out. That’s why we have conducted a worldwide search to find globally proven solutions that will improve our network productivity and efficiency,” Fullerton said.The Movement Planner solution considers multiple factors including train schedules, trafficcontrol systems and train movements relative to each other and then develops an optimized traffic plan for the trains throughout the network. Existing GE customers have benefited from increased visibility of network operations, higher velocity, less dwell times, and improved on-time performance across their networks."

Jan 1, 2018

"With a longstanding reputation for engineering expertise, Weir Minerals continually develops solutions and technology to better serve the mining industry. Recognizing that throatbush wear rate has a major impact on the overall efficiency of slurry pumps, Weir Minerals has developed superior rotating and axial adjustment technology.In many applications, the pump’s throatbush is the component that has the shortest life compared to the impeller and liners, with considerable variability.Adjusting the gap between the throatbush and the impeller front shroud reduces hydraulic recirculation in the pump. This prevents localized wear on the throatbush, improves hydraulic efficiency and lowers the total ownership cost for the operator. To avoid impacting the plant’s production, these adjustments are often performed while the pump is operating. However, this can have safety implications for individuals working at the front of the pump unit.“Manually adjusting an alloy throatbush on a large pump requires several people and is laborintensive. It requires mechanical tools to adjust the four pusher bolts, one at a time, in order to reduce the gap between the throatbush and impeller. We wanted to find a safer and quicker way to extend the wear life of the pump with regular adjustments, which led us to development of this technology,” said Marcus Lane, global product manager for centrifugal pumps for Weir Minerals.“Our automated throatbush adjustment solutions are available for pumps fitted with either rubber or alloy throatbushes on Warman slurry pumps used in the most arduous applications, and have been designed with our customers’ safety and pump operation in mind. By mechanizing the adjustment procedure, personnel are removed from the line of fire, and the accuracy of axial movement is increased,” said Ron Bourgeois, director of slurry pumping technology group for Weir Minerals."

Mar 1, 2019

This Bureau of Mines report reviews the development of the world potash industry. The trends leading to the present market situation of oversupply arid low prices, which threaten; the domestic potash industry, are presented and analyzed. Because the major threat to the domestic industry comes from Canadian imports, the report focuses on the comparative economics of United States and Canadian production. The study resulted in these major conclusions: 1. Balance of world supply and demand is foreseeable in 1975, but it could be delayed by planned expansion. 2. Balance of U.S. supply and demand could occur as early as 1974-75 or as late as 1981. 3. Nearly all U. S. production capacity vis-a-vis Canadian competition is now uneconomic. Prices cover out-of -pocket costs for only 30 percent of U.S. production. 4. U.S. producers will be undersold by Canadians in 60 to 90 percent of the U.S. market. Canadians also will have the edge over United States and European producers in export markets. 5. U.S. firms have invested in 60 percent of the planned 1971 Canadian production, and they have large holdings in Saskatchewan. 6. The decline in the U.S. potash industry probably reduced personal income in Carlsbad, Eddy County, N. Mex, the chief potash-producing area in the United States, about $21.5 million between 1966 and 1969.

Jan 1, 1970

After a stagnant performance in 1982, gross national product (GNP), industrial production, and employment increased during 1983 in nearly all industrial nations, with the U.S. performance generally leading the uneven worldwide recovery. Real U.S. GNP increased 3.3 percent in 1983 (table I). Although investment in nonresidential structures declined, total nonresidential fixed investment in the United States was up 1.5 percent following a 1982 decrease. The increase in worldwide industrial activity and demand in 1983 put greater pressure on prices in many countries. Prices increased from less than 3 percent in the Federal Republic of Germany, Japan, the Nether-lands, and Switzerland to as much as 10 percent in nearly all the other Organization for Economic Cooperation and Development nations. The annual inflation rate in the United States was 4.3 percent (based on the GNP fixed-weight price index).

Jan 1, 1984

By John Brulia

It has been said that the only thing that remains constant is change. After more than 33 years in the explosives industry, I do not take any exception to that adage. I have seen changes in people, changes in ownership of companies-both small and large, domestic and international; changes in products; changes in the way we use products; changes in the way we handle products; changes in regulations; and last, but not least, changes in our perceptions of threats to our industry.

Jan 1, 2008