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By M. P. Dalton

THE problem at the Morning mill is to separate the galena, which contains a great percentage of the silver, from the sphalerite, making each into a commercial product. The ore as received from the nine is dumped into hopper-bottomed bins of 1200 tons capacity. These are divided into five sections, the first section being the regularly used section and the re-mainder used as a reserve bin. The ore is first passed through a 9 by 15-in. Blake jaw-crusher with an opening of 4 in. This allows a ham-mer head to pass through without damage. The crusher discharges to a conveyor that delivers the ore into a two-section punched-plate trommel screen with 1 ½ and 2-in. openings. The undersize is carried by means of conveyors to the mill bins. The oversize passes over a shaking feeder and through a spray or high-pressure water to a picking-belt, where waste and crude ore is hand-sorted. About 4 per cent of the ore by weight is picked out as waste, assaying about 0.6 per cent lead, and this is discarded over the dump. About 4 per cent of the ore by weight is removed as crude ore, assaying 10 oz. silver, 30 per cent lead, and S per cent zinc, and is shipped direct to the smelter. The remainder of the oversize from the picking-belt is con-veyed to a 4-ft. Symons cone crusher with 1-in. opening, which is interesting as a new introduction in this dis-trict. The machine consumes approximately 40 hp. and the pinion shaft travels 555 r.p.m. The horsepower is rather high, but the machine has an extraordinarily large capacity, and, due to the unique construction, there is no danger of tramp steel causing any damage, as in that case the discharge "opening" is automatically

Jan 7, 1927

During the past eight years a vigorous drilling campaign resulted in large increases in the reserves of both copper and silver-lead-zinc ores.As a result the Company initiated an increased production programme.Some major capital works have been completed, others are in progress and more are needed to achieve the proposed daily throughput of 14,400 tons. The increased ore potential justified a copper refinery which has been constructed at Townsville. The increased production rate achieved to date, combined with improved techniques and greater mechanization, is assisting the Company to combat the general inflationary trends caused by increased costs for labour and materials.INTRODUCTION"Today we are armed with better weapons in our fight for lowered costs and greater efficiency, but we must not flag in our efforts to improve." Such was the resolution expressed by Mr. K. B. Gross, then General Manager of the Company, in his review lecture delivered to the First Ordinary Meeting of The Australasian Institute of Mining and Metallurgy at Mount Isa on 18th August, 1952. This present review of the period 1952 to 1960 records our efforts to fulfil this resolution. At the th:ne of Mr. Gross's statement,copper production was commencing in earnest. Although the importance of Mount Isa's copper orebodies was well recognized, the major discoveries which led to Mount Isa's emergence as Australia's premier copper mining and smelting operation were not known. These ore discoveries and their subsequent development are the major factors which warrant a further review of the Company's progress.The increased magnitude of the Company's operations is illustrated on graphs of Tons of Ore Treated (Fig. 1), Metals in Products (Fig. 2), Water Consumption (Fig. 3)...

Jan 1, 1961

By J G. Petrie, H von Blottnitz

The selection and design of process options to deliver outcomes consistent with sustainable development requires simultaneous consideration of multiple objectives, within a climate of uncertainty û including the environmental and social aspects of technology management in addition to the technical and economic aspects of such. An issue of particular relevance in primary metal production is the deportment of minor and trace components within orebodies, products and wastes and the implications of such deportment for eco-efficiency û in particular, the long-term environmental impact of solid waste management practices. The identification of opportunities to enhance recovery of valuable by-products and simultaneously improve the environmental acceptability of final waste output requires a clear understanding of the distribution of the relevant ore components, which results from the choice of processing route and unit operation efficiency. This is challenging, given that process streams generated during primary metal production are generally poorly characterised and the behaviour and deportment of trace to minor and trace components is not well understood. This paper demonstrates how current data gaps and inconsistencies can be systematically addressed through the meaningful reconciliation of empirical plant data with a fundamental understanding of the mechanisms and parameters influencing element behaviour and deportment during the formation and subsequent beneficiation of mineral ore deposits. On this basis, quantitative distribution data and a comprehensive and comprehensible inventory of unit process inputs and outputs as a function of ore compositions and processing technology options can be generated, which is consistent with early design stage information requirements, both in terms of detail and accuracy, ie is æfirst-orderÆ in nature. This predictive approach to element distribution during primary metal production provides decision-makers with key information in the early design stages of a project (in terms of developing processes within the context of sustainability), whilst simultaneously guiding further data collection and environmental impact prediction studies.

Jan 1, 2006

By Francis R. McAllister

SYSTEM ENGINEERING Years ago, while attending Harvard's Advanced Management Program, Professor Robert Hayes introduced our class to the, then not-so-familiar, concept of systems engineering. First assignment-dinner at The Benihana of Tokyo Restaurant! Delighted, but a bit mystified with the assignment; we had dinner at Benihana. Back in class, Professor Hayes inquired about the assignment and persuaded us; that Rocky Aoki's business formula for Benihana was not necessarily Japanese cuisine, but rather the systematic way in which he moves more people-if you will, processes more people through his restaurants than his competition, by systematically linking all restaurant functions. For instance, the bar is a holding area in which patrons ideally wait no more, or no less, than 20 minutes. When seated, your table, which accommodates eight, is filled with eight even if you are a party of two. The Japanese chef is also the entertainment, and when, at the end, he cleans the grill, you are being subtly prompted that dinner is over. The bill accompanies ice cream, systematically delivered shortly thereafter. You are expected to pay promptly and depart, as there are eight more, mostly unacquainted, people who have waited 20 minutes in the bar, and who are assembled ready to be seated at your table. For me-this was electrifying. I understood the concept, concluded it was very powerful and felt prepared to conquer whatever, by means of its application. That was years ago and I can safely say I have yet to fully realize on the euphoria of that moment. Why? Well, I simply conclude: • The concept of systems engineering is simple and not revolutionary, but The application of systems engineering is far from simple and is revolutionary.

Jan 1, 2004

By S. Hardcastle

Kidd Creek mine has recently completed upgrades of its primary ventilation systems enabling it to maintain a delivery of 1200 m3/s to continue mining ore zones extending to over 3000 m below surface. Following these upgrades the mine initiated a multi-stage review of their ventilation usage. The focus of these reviews, ranged from a brainstorming session of invited experts, through an evaluation of production plans to a detailed analysis of production data to determine if the ventilation system could be run more efficiently, thereby reducing the mine?s power consumption and associated operating costs. The initial review identified 1500 kW of installed fan power that could be eliminated from the primary ventilation system. The benefits of the subsequent analyses, so far, are not as measurable. The second and third analyses, respectively using long range production plan data and historic production data to determine ventilation requirements based upon diesel equipment, did not agree. Both were shown to have limitations, the future based analysis underestimating, and the historical analysis overestimating the requirements. Regardless of the failings of each method, important outcomes were achieved from the detailed analyses, namely, the ability for a mine to meet a forward analysis prediction of airflow depends on its ability to adjust the ventilation to meet the dynamic nature of the mining process. Also, to minimize total ventilation requirements, a mine must regularly redistribute its airflow; this not only reduces the total volume requirement but also increases the variability of the delivered flows which can provide further operational savings. Since the detailed analyses, the Kidd Creek mine has implemented a more frequent ventilation review and redistribution procedure; consequently, it now operates with an average delivery of 930 m3/s, which is 23% lower than in 2005 at the start of the review process.

Jan 1, 2009

By D. G. Deveraux

A BRIEF SKETCH OF THE DAVE JOHNSTON MINE The Dave Johnston coal mine is located near the southwestern extremity of the Powder River Basin in central Wyoming. This mine is operated entirely for the purpose of furnishing fuel to the 750,000 Kw Dave Johnston power generation station located five miles east of Glenrock, Wyoming on the North Platte River about 24 miles east of Casper, Wyoming. Coal is delivered to the power plant by a company-owned railroad moving the coal 15 miles downgrade from the mine to the power plant. The mine first belonging to Pacific Power & Light Company has now been transferred to Northern Energy Resources Company (NERCO), a mining subsidiary of Pacific Power & Light Company. The coal beds which make up the field at the Dave Johnston Mine are locally referred to as the School and Badger seams and occur beneath gently rolling terrain in the Fort Union formation. The School seam is found approximately 180 feet beneath the Badger in the southern portion of the field and about 110 feet beneath the Badger towards the north. The coal beds dip down toward the northeast on about a four percent average inclination. The School seam has an average thickness of about 35 feet and the Badger seam about 16 feet. The climate at the Dave Johnston Mine is semi-arid, with annual precipitation varying between 10 and 12 inches with 70 percent occurring during the months of April to September, with the maximum occurring in May. A few storms occur in July and August which are usually torrential in character, often causing erosion damage to un- protected soils. Snowfall averages 50 inches a year at the mine with 12 to 15 inches of snow yielding one inch of moisture. However, snow seldom

Jan 1, 1983

By T. M. “Mike” Gurr

"U. S. marketable phosphate rock production for the 2018 crop year (July 1, 2017 to June 30, 2018) showed an increase to 27.7 Mt (30.5 million st) from the 2017 crop year production of 27.1 Mt (29.8 million st), as reported to the U. S. Department of the Interior by the mining companies operating in the United States during crop year 2018 (Table 1). Domestic consumption decreased in the 2018 crop year to 23.9 Mt (26.3 million st), as compared to the 27.2 Mt (30 million st) consumed in crop year 2017. U.S. imports of phosphate rock increased to 3 Mt (3.3 million st) for the 2018 crop year from the 1.81 Mt (1.9 million st) for crop year 2017. Imports of phosphate rock were from Peru and Morocco. There was an increase of 2.85 Mt (3.1 million st) in producers’ stocks from 7.45 Mt (8.2 million st) in crop year 2017 to 10.3 Mt (11.3 million st) in crop year 2018 (Table I).For calendar year 2018, Florida and North Carolina phosphate rock production accounted for 75 percent of the total U.S. production, with the balance being produced in Idaho and Utah. The Florida and North Carolina percent of U.S. production is declining. U.S. production of 25.7 Mt (28.3 million st) in calendar year 2018 was produced by five companies at 10 mines in four states and accounted for approximately 9.6 percent of the world production of 267.7 Mt (295 million st) for calendar year 2018 (Table 2).In calendar year 2018, U.S. phosphate production decreased by 2.2 Mt (2.4 million st), while companies increased stocks of phosphate rock by 1.7 Mt (1.9 million st). The domestic production for calendar year 2018 of 25.7 Mt (28.3 million st) represents 78.4 percent of the domestic production capacity of 32.8 Mt (36.1 million st).At present, China reportedly produces more than 50 percent of the world’s phosphate rock. As a result of planned expansions, Morocco production has increased from 27 Mt (30 million st) in 2017 to 33 Mt/a (36 million stpy), which is approximately 12.3 percent of the world’s production, moving ahead of the U.S. production. In calendar year 2018, the U.S. phosphate rock production was 25.7 Mt (28.3 million st), which is less than 10 percent of the world’s production of phosphate rock (Fig. 1)."

Aug 1, 2019

By Michael S. Miller

The U.S. Bureau of Mines (USBM) conducted mineral investigations in the 1,227,000-acre Emigrant Trail study area of Nevada during 1992. During the USBM investigation of 25 areas of development interest, 190 mineral localities were identified and 260 rock and 50 alluvial samples were taken. At least 0.5 million troy ounces of gold, 2.3 million troy ounces of silver, 3.3 million pounds of copper, 10.9 million pounds of lead, 2.4 million pounds of zinc, 500 tons of alunite, 40,000 tons of sulfur, 9,000 pounds of mercury, and 21,000 pounds of tin have been mined from the area and vicinity. Adjacent to the study area, gold is being mined at large, open-pit gold mines, the Hog Ranch and Hycroft Resources, Inc., Sulphur mines, and new production is planned at the Rosebud LAC/Equinox. Hog Ranch mine is nearing depletion, but resources of more than 0.5 million troy ounces of gold and about 5 million ounces of silver are estimated for the Rosebud LAC/Equinox project and more than 0.4 million ounces of gold for the Hycroft Resources, Inc., Sulphur mine. Significant investigations are occurring at SP Ridge and other sites near Scossa and at the Dan claims in the Southern Calico Mountains. Precious opal, placer gold, and geothermal energy resources occur in the study area and vicinity.

Jan 1, 1993

By Lucia Kuizon

In 1986 and 1987, at the request of the U.S. Forest Service, the U.S. Bureau of Mines studied the Diamond Peak area comprising 183,000 acres in the Challis and Targhee National Forests in order to evaluate its identified mineral resources. More than 3,000 mining claims were located in three mining districts between the years 1882 and 1986. Approximately 230 mining claims in and the 150 claims adjacent to the study area were current in 1986, when Bureau of Land Management mining records were researched for this study. A total of 1,270 samples were collected from these sites (30 were for alluvial placer). Results of the investigation help determine the suitability of the study area for inclusion into the National Wilderness Preservation System. Lead-, silver-, zinc-, copper-, and gold-bearing minerals occur as veins and replacement bodies in shear and fault zones in Precambrian and Paleozoic calcareous Sedimentary rocks that have been complexly folded and faulted. Total production from the three mining districts in the study area was more than 150,000 tons of ore between 1901 and 1982. Approximately 11,600 tons of subeconomic resources consisting of lead, silver, zinc and copper were identified within the area. Over 37,500 tons of lead and zinc subeconomic resources were identified just outside the area. In addition, lead-, silver-, and zinc-mineral resources were identified at 4 mines within 2 miles of the study area. Iron mineral resources were also identified just outside the area.

Jan 1, 1991

By Benj. Lazer

Multiple seam mining has been studied and writ- ten about extensively in the past and in the latest review of the subject in 1956 David Stemple covered it exhaustively. The present discussion has to do with only one phase of the problem-"The effects on upper seams when the lower seams have been mined first." The study presented here is based on observations made in mining operations in southern West Virginia and adjoining areas of Virginia and Kentucky during the past 43 years. These observations are largely confined to the Pocahontas coalfields of southern West Virginia which have, since 1883, produced well over one billion tons of coal from an area of about 300 sq miles and where multiple seam mining has been active, or is now active, at more than 40 operations. The observations and conclusions as to the effects on upper seams when lower seams have previously been mined are therefore related only to the local coalfields in the area of the three states named but I believe that they can be applied generally to other coalfields.

Jan 9, 1965

By George T. Hansen

WHY try to find oil in Utah? Why try to find oil anywhere? Isn't there too much oil already? Answers to these questions involve general oil conditions but are pertinent to my subject. In the first place oil produced in Utah up to the total amount of local consumption would not be subject to nor concerned with the national oil situation. An oil field in this State capable of producing up to 15,000 bbl. per day would have a large value and prompt realization. In the sec¬ond place, there is not too much oil nationally although the markets have been upset temporarily from time to time. Petroleum is so necessary and is in such general demand that an oil field anywhere, anytime, is a valuable and live asset. The oil business in general shows the best condition of any major industry. It has never been hit as hard as most industries and 1932 was a large improvement over its low spot of 1931. It can be and probably will be the one to lead the country back into business stability. Consumption of its products has been reduced less than that of any other important commodity. There are good and valid reasons why it should have been making a normal profit continuously. It has the oil and the processes and the facilities and the policies and the consumption of its products. There is only one reason why it has not been profitable recently and that is the lack of intelligence of from five to ten per cent of the producers. An op¬erator lacks intelligence when he cannot see that it is better for him to sell one barrel of oil at $1 than two or three barrels at 25 or 35c. per bbl.

Jan 1, 1933

It is my pleasure to deliver the first Keynote Address to the first joint conference between The Australasian Institute of Mining and- Metallurgy and The American Institute of Mining, Metallur- gical and Petroleum Engineers. I am particularly pleased to be participating in this first joint meet- ing as I have been a member of one Institute for 41 years and the other for 35 years. An examination of the membership of both Institutes confirms the fact that the mineral in- dustry is an international one. This has long been the case and basically stems from the occurrence of mineral resources in most countries of the world. It is therefore fitting that these two 'Inter- national Institutes', representing the professions involved in the mineral industry, should choose `International Resource Management' as the theme of the first joint conference. The topic of this Keynote Address is `The mineral equation' or the counterbalancing supply and demand items and the factors affecting them. I propose to attempt to present the overall picture of the mineral equation as subsequent papers and sessions will deal with specific items in more detail. My thesis is broad and deceptively simple; it is that the continued existence and growth of world material civilization depends, in large measure, on the continued use and further dis- covery of world mineral resources. Material civili- zation is used as a broad term to include the pro- duction of man's shelter and tools together with the production of the `consumer' goods and ser- vices needed by society. First let us spend a few minutes looking at the development of material civilization.

Jan 1, 1978

By J. W. van der Merwe

Technology is advancing at a rate that makes it extremely difficult for the mining industry to keep pace. Many advances occur within a given piece of technology and often this is missed by the disciplines that could have gained advantage by its implementation. Often this may have been simply an aspect of cost exceeding benefit. However, there are some technologies that potentially have such a far-reaching impact on the mining industry that the benefits simply outweigh the cost. The application of 3D laser scanning in the mining industry has the potential of taking the concept of 'Google maps?' underground. This presents an opportunity where the virtual world of underground can be traversed with relative ease and many aspects of measurements could be obtained without having to visit the working place again, potentially saving countless man-hours and still delivering precision work with significant savings in downtime, stoppages, and exposure to safety incidents. Anglo American Platinum maintains its competitive advantage though the review and application of appropriate technology. This paper describes the 3D laser scanning trial at one of Anglo American Platinum's new shafts, and goes on to show the benefits encountered through the application and the involvement of the various MRM disciplines.

Jan 1, 2013

By Thomas F. Torries, George H. K. Schenck

Crushed and broken stone is used directly in construction as an aggregate and accounts for about half the value and two-fifths of the quantity of natural aggregates consumed in the United States. Sand and gravel provide most of the balance of aggregates except for some lightweight materials such as pumice and expanded shale. Conditions necessary for production of crushed stone from a deposit are : 1) Quality-should pass rigid specifications for strength and durability. 2) Cost-low average total delivered cost. Construction aggregates are hard, essentially inert materials suitable for being formed into a stable mass either (1) by the addition of cementing or binding materials that produce a concrete or (2) by compaction or by natural weight to produce a road base or foundation. Aggregates usually provide about 80 to 100% of the material volume of the construction masses in which they are used. The construction industry utilizes as aggregates about 70% of all crushed stone produced in the United States according to statistics provided by the U.S. Bureau of Mines (USBM) , [Table 1], using definitions as shown below. Nonconstruction uses of crushed stone, [Table 2], are included elsewhere in Industrial Minerals and Rocks because such uses require the special physical or chemical characteristics which are discussed in those chapters.

Jan 1, 1975

By Te Gao

It is a general expectancy that in most of the construction and renovation project, the contractor is going to hand over the as-built documents to the owner or the facility management team at the completion of the project. The main challenge for the handover process is to ensure the completeness of the captured building information and the accuracy of it in terms of how well it represents the reality. Building information models (BIMs) can be used as an information repository to store and deliver as-built information. However, due to changes made in the construction and renovation phases and errors made in the design and modeling phases, discrepancies can exist between BIMs created in the design phase (asdesigned BIMs) and actual building conditions. Laser scanning technology is able to efficiently capture accurate geometric information, which provides an opportunity to identify and quantify discrepancies and update as-designed BIMs into as-built BIMs. This paper presents a case study, within which the asdesigned BIM of a newly renovated research lab was updated into an as-built BIM using laser scanned data captured in the renovation phase. This paper introduces the challenges associated with the updating process for the as-designed BIM. In order to address these challenges, this paper introduces a framework that supports the update of an as-designed BIM by incorporating point clouds captured by the progressive laser scans.

Aug 1, 2013

The purpose of this paper is to explain the basic structure of how minerals are marketed, whilst highlighting the essential factors that mine management needs to be confident are incorporated into a mineÆs marketing strategy. The traditional mine management approach to marketing has been to defer its scrutiny to the marketing manager and take a largely passive role. It is this paperÆs assertion that mine management needs to become more proactive and provide greater strategic input into the marketing process. Irrespective of what mineral your mine produces, the key marketing principles remain constant and need to be understood and managed to extract the full benefit on behalf of the mining asset. From a mine management perspective, success is ultimately linked to understanding these marketing principles and ensuring that they are effectively addressed by your mineÆs marketing strategy. This paper will unashamedly attempt to simplify marketing by explaining how the basic fundamentals of supply and demand set market direction, the importance of a comprehensive marketing strategy, the importance of customer relationships and how contracts and prices are typically negotiated. This paper will use examples from the metallurgical coal (met coal) industry to highlight these points. The paper will also provide a template for developing the critical mine interaction that needs to exist between the marketing department and management to develop a æwhole of mineÆ approach to marketing. It is this core group that will be strategically responsible for delivering the commitments your mine has made to your customers. For mine management not to be actively involved in this process puts at æriskÆ the hard won production and cost efficiencies achieved at your mine and ignores the opportunity to maximise your current and future revenue streams. And whilst this paper recognises that is arguably unreasonable for mine management to become æmarketing expertsÆ, it also argues that it is unreasonable for a mine management to divorce themselves from the process.

Jan 1, 2006

Gach-Saran.—The most important development of 1937 has been the successful completion of initial exploratory wells in the Gach Saran (formerly known as Gach-i-Qaraghuli) field, about 125 miles southeast of Haft Kel. Two of these wells are rated at 33,000 bbl. per day at flowing pressures exceeding 800 lb. Drilling is proceeding with the object of delimiting the structure. Exploratory drilling is also being undertaken in several areas within the company's concession. In the producing fields the policy of controlled production has been maintained as in the past, and drilling has been limited to that required for maintenance of production and general control of the fields. Acid treatment to increase production when desired has continued to be successful in most cases. Table 1.—Crude Production in Iran Masjid-i-Sulaimana Haft Kel Total Year barrelsb Ton Barrelsb To Barrelab 1936 3,641,247 27,820,000 4,473,849 34,200,000 8,115,096 62,020,000 193P 4,375,112 33,110,000 5,693,849 43,480,000 10,068,961 76,590,000 * Net production; i.e., excluding surplus products re-injected to reservoir. 6 To nearest 10,000. " Correct to November, with an added estimated figure for December. Masjid-i-Su1aiman.—There have been no new developments in this field. The policy of returning, as and when necessary, surplus products to the reservoir has been maintained. Haft Ke1.—Drilling to explore deeper formations has been undertaken, but has not progressed far enough for conclusive results to be drawn. Gasoline retention in the crude by means of multistage pressure stabilization has been continued as in past years. Separation pressures are as follows: well-head separators, 500 lb.; central battery, 190, 85, 40, 20 and 10 lb. per sq. in., respectively. The stabilized crude is delivered to pipe line at atmospheric pressure, or ex the 10-lb. stage, in accordance with refinery requirements.

Jan 1, 1938

By J Bryant

In recent years the mining industry has suffered from skill shortages in a range of disciplines including mine geology. As a consequence, many businesses operate with incompletely filled organisation charts and technical professionals are frequently thrust into roles earlier than previous generations of geologists, engineers and metallurgists. Exacerbating the difficulties managers face with recruiting suitably experienced professionals is the churn of people through roles. Churn may be caused by internal pressures related to the rapid increase in projects and opportunities within a company or by external factors including the high workforce mobility resulting from the advent of fly-in, fly-out (FIFO). Historically, new entrants into the mine geology profession often received on-the-job training from their more experienced colleagues. This training, supplemented with targeted skills and knowledge enhancement through dedicated short courses, ensured the wide range of skills, knowledge and abilities required in the complex role of mine geology were continually renewed. Faced with an influx of new graduates and a dearth of mine geology professionals in the critical ten to 15 year experience range, the industry needs to develop new paradigms to ensure that the full business benefit of the mine geology function is delivered. This is increasingly important as the complexity of business planning built on geologically-based variables grows. Mine geologists are now faced with the potential incorporation of geometallurgy and waste characterisation along with energy efficiency, carbon-economy and other environmental issues into their roles. Providing baseline data, models, operational control and reconciliation for a wider range of variables further stretches the already limited geological resources available to the industry and exposes personnel with relatively low levels of experience to potentially business transforming decision processes. This paper outlines a successful approach to mentoring at the individual and team level. It discusses what went well and what could have been done differently from both the mentor and menteeÆs perspective with examples from case studies and offers insights into a new approach to dealing with gaps in organisation charts and high turnover of personnel.

Jan 1, 2009

The House Committee of the Engineering Societies Building has lent to he members of the three welfare committees a room on the ground floor of the building where they can carry on some of their war activities. Two sewing machines and two knitting machines are installed there and ladies are invited to sew for the Foreign War Relief Committee and knit for the Emergency Committee, which is working for the 27th Engineers, a special mining regiment. The Emergency Committee, Mrs. H. Norman Spicer, Chairman, reports the formation of a committed of 21 members. The organization meeting was held March 7, and plans were made for future activities as follows: A letter was read from Mr. Ingalls asking for 72 sweaters, 72 helmets, 66 pairs of wristlets as well as 772 pairs of socks, 272 being for immediate delivery. To meet this request it was decided to secure the helmets and wristlets from the Navy League, and to undertake the making of the sweaters and socks ourselves. Accordingly Mrs. H. N. Spicer and Mrs. J. H. Devereux were empowered to buy wool in sufficient quantities, and woven material for the 72 sweaters, sending the bills to Mr. Ingalls, who had guaranteed the money from the Engineering and Mining Journal. This was attended to promptly, and the materials were ready for distribution to the committee on March 13. After considerable difficulty, knitting machines for the socks were discovered and the agent came to demonstrate them. Mrs. Spicer gave one to the Committee and Mr. Ingalls has guaranteed the money to buy two when the manufacturers can deliver them. Up to April 6, 130 pairs of socks, machine and hand-knitted, have been handed in-also 68 sweaters, 80 helmets and 90 pairs of wristlets. It has been calculated that it needs five women knitting behind each man at the front to keep him continuously supplied with knitted garments.

Jan 5, 1918

By Tim Suljada, Mary Stewart, Jim G. Petrie, Damien Giurco

"The minerals industry is being challenged to reduce the amount of virgin ore that is mined, and to replace this material through the recycling of used commodity items and scrap, or by the reprocessing of waste materials. It is argued here that the existing technology base of minerals processing and refining offers real potential for handling these secondary resources. The challenge is to develop tools by which the most preferable recycling routes (both economically and environmentally) can be identified from a list of feasible alternatives, taking into account any operational constraints of these technologies.This paper describes an heuristic approach to developing the family of all technically feasible flowsheets to address this challenge, from which a preferred option may be selected according to a set of decision criteria (economic and environmental). Our approach uses conventional flowsheeting techniques of selecting flow variables and splitter functions, supported by design performance information for each unit operation. This set of design decision variables is augmented by knowledge of the suitability of a particular waste or scrap stream for a given unit operation within a flowsheet. We achieve this by comparing the composition of the scrap stream with the range of mineral streams for which the unit operation was designed initially. This is inspired by the “overlap” approach proposed by Legarth, where an “overlap” of 1 would suggest that there is high degree of compatibility between a given secondary resource stream and a primary mineral stream as inputs to a specific technology. The “overlap” concept has been extended to include information about the physical characteristics of secondary resource streams, as well as information relating to synergistic / antagonistic influences of minor elements present in the waste stream. A flowsheet which delivers a product of acceptable quality from a given secondary resource material is built up from a progression of unit technologies. The exercise is repeated to generate the family of all feasible flowsheets from combinations of acceptable unit technologies."

Jan 1, 2003