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By R. H. Sweetser

THERE are SO many conditions affecting blast-furnace results that it is hard to get satisfactory comparative data on the working of two furnaces, and much more difficult to get comparable results from the use of two entirely different fuels. The several advantages of charcoal over coke as a blast-furnace fuel have doubtless been apparent to many managers; but probably the conditions for comparative tests of the two were never so favorable as during the year 1905, at the works of the Algoma Steel Co., Sault Ste. Marie, Ontario, which comprise two modern blast-furnaces, well equipped, though of comparatively small capacity. For four consecutive months one of these furnaces was run with charcoal and the other with coke. Then the charcoal-furnace ran for a while with part charcoal and part coke; and, still later, with coke only. The ore-mixtures were about the same in the two furnaces, and, of course, all the climatic conditions were identical. The dimensions of the two furnaces, and their work with the different fuels, are given in Table I.

Jan 5, 1908

By Andrew Kaczmarek

The mining industry is enjoying a much needed and long awaited increase in demand for natural resources. However, consolidations in the mining and mining service industries, along with a generational departure of experienced industry professionals, is challenging today’s mining companies. These challenges are not only in maintaining their existing operations, but also in securing qualified resources for developing new projects. These challenges are compounded for junior mining companies. They oftentimes lack for operating properties to draw experienced professionals from. Also, juniors have to compete with the majors’ “mega-projects” for experienced project personnel from the reduced ranks of engineering companies. This article discusses some strategies developed by Anatolia Minerals Development (Anatolia) in developing its Çöpler gold project in central Turkey.

Jan 1, 2006

By D. Campos, J. M. Macedo, S. Chadwick

The incorporation of low cost technology transfer to increase the ability of locals to acquire and maintain long term employment are key ingredients for sustainable industrial development. Alcoa’s Alumar plant on the island of Sao Luis is the largest and most modern refinery/smelter complexes in northern Brazil. The plant has one of the most advanced Environmental, Health, and Safety management process in the aluminum industry. Technical assistance, training and financial support were made available to Alumar to address social sustainability issues. Through several programs led by employees on a voluntary basis and applying intensive and extensive training programs, Alumar has enabled local people to develop skills on agriculture and land management, wastes minimization, small business development and administration, all based on sustainable development and social responsibility concepts.

Jan 1, 2004

By Tiago Silva Costa

O processo que envolve soluções aquosas para remoção do metal de valor de uma grande massa de ganga, com um beneficiamento mínimo, é denominado Lixiviação. A especificidade do agente lixiviante empregado define a capacidade de tratar soluções com baixos teores do metal de interesse e o sucesso do processo. A lama da aciaria, recolhida no sistema de limpeza dos gases oriundos do convertedor LD, e a lama da eletrogalvanização, gerada após a neutralização da solução de zinco contaminada com ferro, são resíduos sólidos gerados nas usinas siderúrgicas com potencial de serem reutilizados ou reciclados. A fim de se remover o óxido de zinco presente nas lamas, amostras foram coletadas e preparadas para sofrerem o processo de lixiviação em escala laboratorial usando soluções de hidróxido de sódio (NaOH) e ácido sulfúrico (H2SO4). Os resultados obtidos nas análises mostraram que é possível remover óxido de zinco através da lixiviação das lamas.

Aug 16, 2017

By Hans W. Schreiber

Most geologic and mining engineering consulting firms* began to experience the recession with declining billing levels, number of inquiries, and proposal requests in late 1981 or early 1982. As of today, most of them have been functioning at reduced income levels for nearly a year. And while many consulting firms have apparently reached a stabilized income level, they can see little prospect for attaining normal (pre-late 1981) billing levels and income for the remainder of 1983. A few firms have escaped being affected by the recession. Such com panies almost without exception are small (fewer than 20 personnel), offer a limited range in technical capabilities, and tend to be highly specialized in a particular niche. They include those specializing in the heap leaching of precious metals ores, in ground water testing programs, and in the derivation of computer-aided programs to monitor particular mineral processing functions. Those firms affected by the economic downturn have instituted a variety of policies and undertaken actions to cope with significantly reduced incomes to bring fixed costs in line with the depressed demand for services. These changes fall into the following broad categories: • management and management practices; • markets and market definition; • marketing and the pursuit of assignments; and • administration and personnel relationships. Not all of the perceived changes have necessarily been instituted by every consulting firm, and any one appears sporadically instituted. Management and Management Practices In favorable times the managers, and often the owners of the equity, of consulting firms tend to concentrate their attention on the part of the business they find most satisfying and enjoyable. For some, this means acting as project or assignment leaders, even undertaking a specific technical aspect of the job. For others, it means constant marketing with the associated heavy travel and entertainment schedules. In unfavorable conditions, such as the current recession, managers tend to spread themselves far more thinly, expending time and effort on all facets of the business including marketing, proposal preparation and cost estimating, budgeting, general administration, accounting and cash flow monitoring, project/assignment overview, and actual client work. The manager who in favorable times concentrated on client work is now less billable. The manager who concentrated on marketing is somewhat more billable. The manager now needs to pay attention to and expend equal effort on each facet of the business just to keep all the facets in relative balance. Falling behind schedule on a client job or carrying an unduly large percentage of accounts receivable exact a cost to the firm. Clearly the absolute cost to the firm is the same whether demand for service is good or slack. But in periods of slack demand the firm is frequently less able or even unable to bear such costs. Marketing and Market Definition Markets appear to have undergone some significant changes: • Federal and state governments have assumed a greater importance as providers of work vis-a-vis both industry and private groups. • Projects with increase-in-capacity aspects have given way to projects with maintenance or reduced operating cost aspects. • Projects searching for new deposits of minerals in generally new locations have given way to projects reviewing known mineral districts or known deposits. • Industrial mineral and mining companies have exhibited a great propensity to cut back the use of consultants and to undertake as much work as possible in-house. Further-more, a number of industrial mineral and mining companies have entered the competitive arena with consulting firms, submitting proposals (usually to the federal government) in an effort to keep their staffs intact and occupied. In response, consulting firms have reevaluated their capabilities by reviewing old work and reassessing personnel. The purpose is to broaden the services offered and the potential client base, thus redefining the available market. For example, a firm specializing in assessment of technical and cost parameters of a deposit would normally assist a prospective lender in judging the deposit's suitability for project financing. That same company could easily expand into the field of analyzing production costs for an individual operation -something that is needed in periods when lower prices reduce profit margins. Similarly, a firm that has confined such economic assistance to commercial banks could expand to provide its expertise to other lending and even equity buying in-stitutions such as insurance companies. Marketing and the Pursuit of Assignments With few exceptions, consulting firms have significantly increased their

Jan 2, 1983

By F. C. Foshag, P. E. Wingrove

The Kayford, Boone and Nicholas Division of Bethlehem Mines Corp. operates a modern coal preparation plant in Van, WV. Since start-up of the Van plant in 1976 until the summer of 1980, the refuse handling system proved to be a costly maintenance problem and a material handling bottleneck. During the 1980 two-week miners' vacation, the original system - which included two screw conveyors and a drag conveyor - was replaced by an installation using two Flexowall steep angle belt conveyors. This paper describes the technical and economic analysis that led to the new installation and reviews its first year operating performance.

Jan 1, 1983

Mr Kapp's paper helps considerably to clarify the subsidence/mine geometry relationships in New South Wales. It is in the best tradition of the presentation of field investigations such as has built up internationalknowledge over the years.The Author has plotted in Fig. 10, the maximum subsidence developed over each of a number of panels of different width/depth ratios and concludes that the maximum possible subsidence over a super critical extractionarea is around 0.65 of the mining height and that this is reached with the critical width/depth ratio of extraction of around 1.5.Although, as Mr. Kapp says, the maximum possible subsidence in the UK can reach 90% of the seam thickness extracted the more usual figure for the first seam is up to 80%. It has also been found in the UK that with shallow workings such as those at Kemiro Coliery the critical width of extraction is 2.0 or more times the depth.

Jan 1, 1981

Mining is still a significant economic activity within the Hauraki District. The Martha project is particularly significant. Estimates are that in the order of 850 direct and indirect jobs are derived as a consequence of the Martha project within the Waikato Region. The Resource Management Act 1991 (RMA) is New Zealand's primary piece of environmental legislation. It sets out to provide the framework for the control of the use, development and protection of almost all physical and natural resources. Minerals are excluded from the sustainability requirements of the legislation but as mining invariably involves the use of land, all the other elements of RMA apply. The Council's role in dealing with mining changed with the introduction of RMA. It became responsible for administration of those matters that fell within the functions set out in section 31 of the RMA in respect to existing authorisations. Mineral development needed to be considered in the development of the District Plan that the Council is required to prepare. Implementation of the Act has been a challenge for not only local government but for many industries and resource users since it came into force in 1991. There have been, and are, differing views on both the way it is administered and its intent. The Hauraki District Council has been at the forefront of some of the challenges that are a consequence of the Act. Its reactions to these challenges have been consistent. It treats mining in the same why it treats any other industry. At times this approach has not been understood and without challenge from sections of the community.

Jan 1, 2000

By Paul Zinner

An exhaustive program of geologic studies and mapping has been conducted by the Geological Survey in the Iron River district of Michigan since May 1943. Means of contributing to the success of these studies were sought by the Bureau of Mines, and eventually a program involving geophysical studies and core-drilling was undertaken in the area. All of the work was done either to develop data that would contribute directly to geologic studies or to investigate geophysical methods that might be used as a primary means for the discovery of minable iron ore.

Jan 1, 1949

By D. A. Dahlstrom

WITHIN the past decade, certain economic, legal, and technological changes have intensified the necessity for an efficient classifier or deslimer of particles at and below the 200-mesh point. First, mechanization of mining has increased the percentage of clays, silts, refuse, and high-ash material in the run-of-mine coal. Second, many washing plants must rely on smaller percentages of fresh make-up water because of shortages, economic factors, or legal restrictions on waste water disposal. Finally, the crushing of middlings and coarse refuse plus the trends toward the finer sizes in sales has further increased the amount of fines produced per ton of mine-run coal. A joint consequence of these circumstances has been the augmented percentage and build-up of —200-mesh material in the finer coal fractions and tipple circulating water. This results in the following disadvantages to the operator: (1) Higher ash percentages in the fine coal caused in large measure by the greater ash content of the —200-mesh material, (2) more difficult or expensive recovery of the fine coal from plant slurries, (3) lower filtration, drainage, and drying rates caused chiefly by lower permeability and the greater surface exposed per unit mass of the finer particles, (4) greater difficulty of beneficiatiing the fine coal because of lowered equipment efficiency and the partial "coating-out" of the —200-mesh fraction on the coarser coal particles. Obviously some cheap but effective fine-size classifier must be developed to aid in solving the above problems. To eliminate the generally unwanted —200-mesh fraction from coal slurries, several methods are in use. Probably the most popular with coal operators is the settling cone wherein the larger particles settle downward to the apex of an inverted cone while the slimes and fines are carried upward by vertical fluid currents caused by the overflow of the bulk of the water at the outer rim. The main advantage of the unit is the low initial and operating cost since no moving parts are involved. Disadvantages are primarily low capacity per square foot or floor space and the loss of good coal in the overflow above the 100-mesh size due to localized, high-velocity gradients and nonuniform, fluid-flow patterns, especially at high loadings. Also, when high slime concentrations are present, desliming efficiency is severely injured.', ' Other methods employed are the drag and spiral classifiers and the hydroseparator.' These involve mechanical separations achieved by moving parts and naturally result in higher initial costs. As they are all based on the settling velocity of the particles at the mesh of separation under operating conditions, area requirements are again large per gallon of throughput if they are to classify at the 200-mesh point. Usually the selection is made to operate at a higher throughput and thus sacrifice some coarser coal in the slime overflow. Cyclone Possibilities in Desliming To overcome the disadvantages of present deslirning methods, it is necessary to use a device that exhibits a very stable and uniform flow pattern while greatly increasing the settling velocity of

Jan 1, 1952

By Chee Theng

"It is not surprising that the most popular key takeaway from the Developing Diversity in Mining workshop (see box) held on the first day of the SME Arizona Conference in December was, “Have more parties!”The adage that mining professionals work hard and play hard was clearly demonstrated at the two-day conference in the JW Marriott Tucson Starr Pass Resort & Spa in Tucson, AZ. Nearly 550 participants, some of whom had left behind frigid temperatures and thick parkas in their hometowns, attended a full slate of technical sessions, shared industry experiences and knowledge, reconnected with buddies in the industry, and made strategic new contacts in the conference’s collegial environment, aided by the mild Arizona winter.To start off the technical sessions, John Mansanti, president and chief executive officer of Crystal Peak Minerals and 2017 SME president, entertained a packed lecture room with his keynote lecture on “Tariffs, Embargos, and Cartels ... Oh My! A Perspective on Potash.” Mansanti gave the audience the benefit of his more than 35 years of experience at companies including Barrick Gold, Newmont Mining Corp., Placer Dome, Freeport-McMoRan and Intrepid Potash, where he was senior vice president for operations, technology and strategy. At the luncheon, Justin Cross, general manager of Freeport-Mc- MoRan’s Bagdad operations, spoke on how the role of a leader in mining is transforming from one based on technical expertise to one based on the ability to collaborate, to lead and to adapt to changes in technologies and skill sets, in his talk on “Knowing When to Learn, When to Lead and When to Manage.”"

Feb 1, 2019

By E. O. Binyon

"INTRODUCTION The Gibellini manganese—zinc-nickel deposits, are in southeastern Eureka County, Nev, T. 15 N., R. 53 E. M.D.B.M. 27.5 miles south of Eureka, the county seat.The partly explored deposits, locally known as the Black Iron or Gibellini property, were examined in May 1944 by an engineer 3/ of the Bureau of Mines, who recommended that the deposits be explored further by means of core drilling. The proposed program called for drilling six diamond—drill holes, or eight if necessary, and for trenching at two places — 200 feet northeast and 280 feet west of the shaft on the main deposit.In 1946 the project was set up, and In July, of that year diamond drilling as started. Six holes were drilled for a total length of 1,198.5 feet. No trenching or other exploratory work as done. Work on the project was stooped. October 30, 1946.OWNERSHIPAccording to county records, the property comprises a group of 13 unpatented lode claims, and ownership is divided among Louis P. Gibellini,Louis P. Gibellini and wife (both of Eureka, Nev.), and the International Smelting & Refining Co., of Salt Lake City, Utah. Five claims of the group - the Black Iron No. 1, Black Hill No. 2, Manganese No. 3, Flat No. 1, and Flat No. 2 - are owned by Gibellini. Three claims - the Black Hill No. 1, Black Iron No. 3, and Manganese No. 4 are owned jointly by Mr. and Mrs. Gibellini, and the International Smelting & Refining Co. owns the remaining five - the Black Iron No. 4 and No. 5, and Black Hill Nos. 4, 7, and. 9."

Jan 1, 1948

By T Baumgartl, R I. Maczkowiack, O White, P D. Erskine

Queensland legislation, industry codes and policies relating to mine rehabilitation and closure create the expectation of successful progressive rehabilitation and that the post-mining environment is being returned to a condition suited to a pre-agreed, beneficial end use. Yet none of the rehabilitated mined land in the Bowen Basin has been certified as successful by authorities suggesting there is a gap between current rehabilitation and the full environmental outcomes that the legislation could deliver. We tested the veracity of this perspective and reflect on where responsibility for any discrepancy lies.We first reviewed current Queensland legislation and industry codes relating to stakeholder engagement, rehabilitation, closure planning and post-mining land use. We tested the accessibility of the documentation trail for several recent coal-mining projects in the Bowen Basin and examined the level of detail in approval documentation. We then assessed the rehabilitation performance reports of these mines in relation to the contents of their approval documents. Legislation, guidelines and codes repeatedly emphasise the need to plan for closure before mine operations begin and to progressively perform rehabilitation with an agreed end-use in mind. Early stakeholder involvement in these processes and transparency of actions and outcomes are also encouraged by government publications. Overall, in terms of transparency, we found that relevant documents are generally available to the persistent enquirer. However, the rehabilitation and closure undertakings given in both mine company and regulator documentation were commonly generic and rehabilitation obligations were not explicitly incorporated into rehabilitation plans. Rehabilitation reporting was also weak in that no distinction is required between successful and unsuccessful revegetation, nor to closure objectives and mine completion criteria. Responsibility for the apparent disconnect between regulatory intent and actual performance appears to begin with the regulator too readily allowing generic information and in not requiring performance reporting to correspond with approved post-mine conditions. As a result, companies may have a much greater rehabilitation and closure risk than mine management expects. More poignantly, the checks and balances that are in the legislation are not yielding the environmental outcomes of which they are capable.CITATION:White, O, Maczkowiack, R I, Erskine, P D and Baumgartl, T, 2012. Walk or talk - Is the current mine approval process in Queensland delivering rehabilitation and closure success?, in Proceedings Life-of-Mine 2012 , pp 59-68 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 10, 2012

Trans. No. Place Date Vol. Page 1. Wilkes-Barre Pa......May.71 1 3 2. Bethlehem, Pa.........Aug., '71 I 10 3. Troy, N.Y............Nov..: 71 1 13 4. Philadelphia, Pa........Feb., 72.. 1 17 5. New York. N. Y.*......May, '72.. 1 20 6. Pittsburgh. Pa.........Oct..' 72.. 1 25 7. Boston, Mesa..........Feb., '73.. 1 28 8. Philadelhia, Pa.*......May, '73.. 2 3 9. Easton, is............Oct..' 73.. 2 7 10. New York, N. Y.......Feb..' 74 . . 2 11 11. St. Louie. Mo.*........May,' 74 . . 3 3 12. Hazleton, Pa...........Oct., '74.. 3 8 13. New Haven Conn......Feb., '75.. 3 15 14. Dover,N.J.*..........May, 75.. 4 3 15. Cleveland,O...........Oct. 75. 4 0 16. Washington D. C......Feb.'' 76.: 4 18 17. philadelphia, Pa.......June,: 76.. 5 3 18. Philadelphia Pa........Oct 76.. 5 19 19. New York, N. Y.......Feb: '77.. 5 27 20. Wilkes-Barre. Pa.*.....Mag :77.. 0 3 21. Amenia N. Y..........Oct. 77.. 6 10 22. Philadeiphia Pa........Feb.;' 78. . 6 18 23. Chattanooga' Term.*. . . May' 78. . 7 3 24. Lake George: N. Y....: Oct. 78. . 7 103 25. Baltimore, Md.*.......Feb:' 79.. 7 217 26. ~ittsburgi, Pa.........~a;' 79.. 6 3 27. Montreal, Canada......~ept.;' 79.. 8 121 28. New York, N. Y.*......Feb., '80.. 8 275 29. Lake Superior, Mich....Aug., '80. . 9 1 30. Philadelphia, Pa.*......Feb., '81. 9 275 31. Staunton, Va..........May, '81. .10 1 32. Harrisburg, Pa.........Oct.. '81..10 119 33. Washington, I). C.*....Feb., '82. . 10 226 34. Denver. Colo..........Aug.. '82. . ll 1 35. Boston. Mass.*.........Feb.. '83..11 217 38. Roanoke, Va...........June, '83.. 12 3 37. Troy, N. Y...........Oct.. '83. .12 175 38. Cincinnati. O.*.... Feb, '84..12 4 39. Chicago Ill............May, '84. . 13 1 40. philadelphia, Pa........Sept., '84. . 13 285 41. New York, N. Y.*......Feb., '85. . 13 586 42. Chattanooga, Tenn.....May, '85..14 1 43. Halifax, N. S..........Sept., '85.. 14 307 44. Pittsburgh, Pa.*........Feb.. '86 . . 14 587 45. Bethlehem. Pa.........May, '86 .. 15 Ixiii. 46. St. Louis, Mo..........Oct, 86.. 15 Ixx. 47. Scranton, Pa.*.........Feb.', '87. . 15 lxxvi 48. Utah and Montana.....July '87.. 16 xvii. 49. Duluth, Minn...........July' '87. -16 xxiv. 50. Boston. Mass.*.........Feb.: '88. . 16 xxviii. 51. Birmingham, Ala.......May, '88. .17 xix. 52. Buffalo N. Y..........Oct. '88.. 17 xxiv. 53. New york, N.Y........feb.' ;89 . . 17 xxxi. 54. Colorado..............June' 89 . . 18 xvii. 55. Ottawa, Canada........Oct., 89. . 18 xxiv. 56. Washington, I). C.*. . . Feb. 90. .18 xxx. 57. New York, N. Y........sept:, '93. .19 vii. 58. New York, N. Y.*......Feb. '91. . 19 xxv. 59. Cleveland, O.......... June, :91 . .a xvi. 60. Glen Summit, Pa.......Oct, 111. . 20 lxi. 61. Baltimore, Md.*.......Feb.: '92. .21 xix. 62. Plattsburg, N. Y.......June, '02. . 21 xxxiii. 03. Reading. Pa...........Oct., :92. .21 xliv. 64. Montreal. Canada*.....Feb. 93..21 65. Chicago, Ill............aug.: '93..22 XI. 66. Virginia Reach. Va.*. ...Feb., '04. .24 xwl. 67. Bridgeport Coon.......Oct., '94..24 xxx?. 08. Florida ...'............Mar., '95. .25 xix 69 Atlanta. Ga......... Oct 95. 25 xi 70. Pittsburgh. Pa.*........Feb., '96.. 26 xvii. Trans. No. Place Date Vol. Page 71. Colorado..............Sept. '96. .26 xxix. 72. Chicago, Ill............Feb.. "97.. 27 xvii. 73. Lake Superior..........July '97. .27 xxx. 74. Atlantic City, N. J.*. ..Feb.: :98. .28 xvii. 75. Buffalo N. Y..........Oct. 08. .28 XXXVI. 76. New York,N. Y.*......Feb.: '99. .29 xvii. 77. California.............Sept., ;99. . 29 xlix. 78. Washington, D. C.*.....Feb., 00. .30 xix. 79. Canada...............Aug.. '00. .30 xlv. 80. Richmond. Va.*........Feb.. '01. . 31 xix. 81. Mexico................Nov..'01.. 32 cxviii. 82. Philadelphia Pa. $......May, :02. . 33 xxxv. 83. New Haven, Conn......Oct.. 02.. 33 xlvii. 84. Albany N. Y.*........Feb '03. .34 xxiii. 85. New York, N. Y........Oct.': '03. .34 xi. 86. Atlantic City. N. J.*....Feb., '04. .35 XXIII. 87. Lake Superior..........Sept.'04. .35 dii. 88. Washington. D. C......May' '05. .36 xlii. 89. British Columbia.......July, '05. . 36 90. Bethlehem. Pa.........Feb. '06. .37 xli. 91. London, England.......July: '06. .37 xlviii. 92. New York, N. Y........April, '07. . 38 lii. 93. Toronto, Canada.......July. '07. .38 lix. 94. New York, N. Y........Feb., :08. .39 xli. 95. Chattanooga, Tenn.....Oct.. 08..39 xlviii. 06. New Haven Conn......Feb. '09. .40 xli. 97. Spokane,Wash.........Sept:.'09. .40 xlviii. 98. Pittsburgh, Pa.........Mar.,'10. .41 xxxviii. 99. Canal Zone............Nov.,'10. .41 dv. 100. Wilkes-Barre, Pa.......June. ' 11. . 42 xxxiv. 101. San Francisco, Cal......Oct.. '11..42 xliv. 102. New York. N. Y.*......Feb 12. .43 Ixxvii. 103. Cleveland, Ohio........0ct;' '12.. 44 wii. 104. New York, N. Y.*......Feb.. '13. .45 xv. 105. Butte, Mont...........Aug., '13. .46 ?' 108. New York, N. Y........Oct., 13..47 vii 107. New York. N. Y.*......Feb.. '14..48 xv. 108 Salt Lake City. Otah Aug. :l. 49 5: 109. Pittsburgh, Pa.........Oct., 14. .50 vii. 110. New York, N. Y.*......Feb., '15. .51 xvi. 111. San Francisco, Cal......Sept., '15. .52 xii. 112. New York,N. Y.*......Feb., '16..54 xvi. 1 Arizona...............Sept.,'l6. .55 VII 114. New York, N. Y.*......Feb., '17: .56 vii. 115. St. Louis, Mo..........Oct.. '17..57 vii. 116. NewYork,N. Y.*......Feb.. '18..59 xvii 117. Colorado.....:........Sept.,'18. .60 vii. 118. Milwaukee, Wis........Oct.. '18. .60 x:!: 119. NewYork,N. Y.*......Feb., '19..61 xi. 120. Chicago...............Sept.,' l9.. 62 VII. 121. New York, N. T.*......Feb., '20..63 ix. 122. Lake Superior District. .Aug., '20.. 66 ix. 123. New York, N. Y.*......Feb., '21. .66 xiii. 124. Wilkes-Barre, Pa...... Sept.. : 21.. 66 xix. 125. New York, N. Y.*......Feb., 22. .67 ix. 126. San Francisco. Cal......Sept.,:22. .68 xxix. 127. New York, N.Y.*.....Feb., 23. .69 xxix 128. Canada...............Aug., '23. .69 xxxv! 128.129. New York, N. Y.*......Feb., ;24. .70 xxxi. 130. Birmingham, Ala.......Oct. 24. .71 xxxiii 131. NewYork.N Y.*......Feb.: '25.. 71 xxxviii. 132. 131.Salt Lake City, Utah .. .Sept., '25. .73 xvi 133. New York, N. Y.*......Feb., '26. .73 xxii. 134. Pittsburgh Pa ....... Oct.. '26. .74 xv. 135. New York,' N. Y.*............Feb., '27. .75 x::: 135.136. NewYork,N. Y.*......Feb., '28..76 104 137 NewYork.N. Y.*......Feb., '29. .291 116 138.San FranciscoYork,N.Y. Cal..........Oct. 29..308 406 139. New York, N. Y.*...Feb., '30..30H 1321

Jan 1, 1930

By Forrest T. Moyer

Quarry accidents in 1963 caused 61 fatal and 3,468 nonfatal injuries which occurred at respective frequency rates of 0.31 and 17.91 per million man-hours of worktime. The fatality record in 1963 was better than in 1962 but was appreciably worse than in 1.961. For nonfatal injuries, the 1963 record was slightly worse than in 1962 but was better than in 1961. The injury--severity rate of 2,913 days lost or charged per million man-hours in 1963 was better than that of 3,046 in 1962, the first year for which such data became available. The average severity of all injuries in 1963 was 160 days lost or charged per injury, 15 less than in 1962. An average of 91,960 men were at work on active days in 1963 and these men had an aggregate worktime of 193.7 million man-hours during the year.

Jan 1, 1972

By Christian Hoyme, Jochen Maurer

Most of the current foundation projects are suffering from disconnected information silos. In the first silo there is the planning of the project with corresponding data, presented by paper or digital drawings. Here will Building Information Modeling (BIM) be one of the trends for the future. We will see more and more projects leaving the “old way” of 2D drawings and moving into 3D planning including metadata of the foundations. But even with a perfect BIM model of a jobsite, we are not at final end of digitalization. While execution of the project at the jobsite, a second data silo is evolving. Data collected directly from construction equipment and manual measurements is currently undervalued in most projects. Paper is passed to the equipment operator and major data from measurements on site are noted on paper and digitized afterwards. Automatically collected data is not be used to create site progress reports or similar report. So, the real “data” just flows around without connection to any other data already existing in projects. And then the third silo arises: The documentation of the project. Data collected on paper es reentered to create some basic documentation of the work handed over to the client. Spreadsheet software is still the “tool-to-be-used” to create at least some documentation. Finally, the documentation is not connected to the data created while planning and not connected to the automatically collected data from the jobsite. A connected jobsite in the foundation industry must link these information silos and have to create a full data-workflow from the design through the execution to the as-built documentation. INTRODUCTION Building information modelling (BIM) is currently the most popular term of construction business in Germany and probably all over the world. But as often there are many different definitions out there and everyone has his own definition or at least understanding what BIM is about. But for sure it is the most relevant for the construction industry in the near future. Most popular is the digital twin for the upper structure of a building. In most cases the BIM models just shows the building itself, but there is more to be implemented. For example: projects where a special foundation is needed, BIM should include also the foundation elements with meta data. There are several advantages. Not only the clash detection of anchors, but also the possibilities to check the interaction with neighbor constructions, power lines and so on are a use case. For sure most of the special foundation elements are not relevant for the whole lifecycle of a building. But during construction and later the demolition the information about the hidden elements is important and gives a benefit to all stakeholders. In the future there will be not the question: “What is already in the ground?”. The risk for following construction projects on the same ground will be minimized.

Jan 1, 2019

By J. H. East, D. Harrington

"INTRODUCTION Mining at its best is not a clean occupation for either surface or underground employees; and this applies alike to coal, metal, and non-metallic mines. The employees are handling minerals that have been blasted, or broken by some means and are subjected to mineral dust, whether it is coal, quartz, or talc. The employees usually wear clothes specifically adapted to the work in which they are engaged, and frequently these clothes are not suitable for use away from the mine. Many mines are wet, and employees must wear rubber boots to remain at least partly dry, and even on relatively dry mines, some parts of the mines usually have water falling from overhead, there are accumulations of water, or the floor or other surfaces are wet or muddy, Some mines are dusty, and the air-borne dust quickly settles on the clothes and body of the miner, especially, when he is working in confined areas, or in places that are hot, humid, or poorly ventilated. Most occupations around a coal tipple, anthracite breaker, or a mill at a metal or nonmetallic mine have their own problems of cleanliness as to skin or clothes or both. Mining in any of its phases is inherently dirty work, and the employees dress accordingly while at work.In the early stages of mining it was the custom or workers to wear their dirty clothes home and change there. This necessitated their going home after work in dirty clothes which were usually damp from perspiration or from contact with wet or muddy matelials or surfaces, and, in addition to being inconvenient this was a frequent cause of colds, pneumonia, other pulmonary diseases or, possible skin ailments. Men working in very wet mines found that it was more satisfactory to change into dry clothes in the boiler room at the mine after work and allow their wet clothes to dry overnight. The mining companies later provided the first of the so-called ""dry-houses"" which were heated but had, few, if any, conveniences, such as showers, lockers, or latrines. The miners changed into dry clothes after work, but would not bathe or ""clean up"" until they reached their homes. Later, progressive mining companies provided bathing facilities for the employees, and eventually the present modern wash and change houses were evolved. Unfortunately, many mines, still have no bathing accommodations, and many have only makeshift accommodations."

Dec 1, 1947

By E. Poiate, P. A. L. P. Firme, D. Roehl, M. A. Carrion, A. M. Costa

Drilling high-pressure/high-temperature wells in salt rock formations is still a challenge for the energy industry. Creep and solubility is part of the salt rock physical-chemical behaviour, which must be considered in the design of the wells. The stress redistribution caused by drilling, in addition to thermallyactivated processes, triggers creep deformation, leading to borehole closure and the imposition of loads on the casing. The drilling fluid is designed by computer modeling in order to control the creep strain rate to a limit which allows the drilling operations and the casing setting. Depending upon the composition of the drilling fluid, chemical reactions on the salt wall may occur, especially in case of water-based fluids in highly soluble salt rocks. In those cases, cavities by dissolution (washouts) can be generated and the casing column remains uncovered by the cementation and laterally unconfined along the cavity length. This scenario is propitious to the loss of integrity of the casing due to phenomena such as plastic collapse, buckling and non-uniform loading on the casing provoked by the closure of salt formation around it. The casing should remain intact during the wellbore life-time. In this work, a section of a typical well crossing salt formation composed by halite and carnallite is considered. An idealized-cylindrical washout cavity inside a highly soluble salt layer is assumed. The purpose here is to evaluate the effect of the dimensions of the cavity on the integrity of the casing. Several typical diameters and lengths of the cavity are adopted. Numerical analyses are carried out with an in-house finite-element system composed by the pre-processor MTOOL 3D®, the simulator ANVEC 3D® and the post-processor POS 3D®. Salt rocks are modeled as visco-elastic materials. Creep is simulated by the Double Mechanism Creep Law, widely employed in Brazilian salt rock mechanics research. Cement and casing (steel) are modeled as elasto-plastic materials described by the Mohr-Coulomb and the von Mises criteria, respectively. Casing integrity is evaluated with respect to vertical and horizontal displacements. Vertical displacements imposed to the casing can provoke the failure of the column by plastic collapse or by buckling. Besides that, horizontal displacements of salt due to creep closure shall lead to the undesirable contact with the casing. Failure envelopes based on displacements are generated. The results of the simulations have shown that the casing failure by plastic collapse occurs preferentially in short columns, as well as buckling occurs in long and slender columns. The occurrence of both failure modes is more frequent in large-diameter cavities. Additionally, failure caused by contact between salt and casing occurs preferentially in short-diameter cavities.

Jan 1, 2015

By C. B. Manula

Bituminous coal mining in the United States is currently experiencing a period of rapid growth which began in the early 1960's. Future demands are conservatively predicted to rise to 700 million tons by 1980 and to anywhere between 1 to 3 billion tons by the turn of the century. This means a continuous expansion of coal production by a factor of at least two can be expected before the end of the century. Over the last few years, production from underground mining has decreased; yet it is about 50% of the total coal output. In the absence of any discovery of near surface coal deposits, and even after conceding that some deeper deposits can be surface mined with changes in technology it can be reasonably assumed that coal production from underground will continue to play an important part in solving the energy crisis.

Jan 1, 1975

By D. A. Stout

Mr. Chairman and Members of the Rocky Mountain Coal Mining Institute: Your Secretary has asked me to write upon a subject' which is a most interesting one, and which has a very wide scope. In view of the great need for further decreasing costs at its coal mines, the Colorado Fuel and Iron Company began early in 1924 to experiment with methods of mining which had not previously been. tried out at its mines, and which were selected because of the greater possibilities for the concentration of the work, better grouping of workmen, and increased tonnage per workman, with a resultant increased efficiency, better supervision, and lowered costs. Because of the great competition of the day, means and methods must be provided by which fewer mines can be made to produce larger tonnages and at a lower cost. Western physical conditions are such as to make our problems far more complicated and not so easy of solution as compared to many of the eastern fields where conditions are more favorable for the operation of the mines. The dry condition of our Western mines on account of a relatively low humidity, and with additional gaseous conditions, makes the problem still more difficult to solve. A study of new methods was necessary before adoption, and this was particularly true of the method of extracting the coal. Where mechanical means are used, particularly in the coking coal mines of this state, due consideration must be given to the type, and machines or conveyors should not be installed solely on the basis of their performance elsewhere, without the knowledge of local influencing factors. In trying out the newer methods of extraction at our mines, very careful consideration has been given to the question of safety and the adoption of any new methods must provide adequate means of protection to employes, and be approved by' the State Coal Mine Inspector. In any large industry there are a few outstanding operating costs, and usually the leading ones in their order are labor cost, material cost, and power cost. The things which we, hope to accomplish: 1. Reduce labor costs. 2. Reduce material costs. 3. Reduce power costs by the con 4. Reduce the amount of powder used per ton of coal produced. 5. Increase the lump percentage (particularly at the domestic mines). 6. Reduce accidents and annual compensation payment. 7. Reduce haulage costs. 8. Reduce cost for track work. 9. Reduce cost for timber and timbering, and increase the recovery of timber at a considerable additional saving. 10. Reduce the brushing costs. 11. Reduce the amount of rock hauled to the outside. 12. Reduce the cost for drainage. 13. Reduce the cost for ventilating. 14. Reduce cost of inspection and supervision. 15. Reduce the cost for shot firing. 16. Reduction of number of working places. 17. Grouping of men with increased sociability. 18. Increased tonnage per man. 19. Reduction in total number men employed. In the consideration of the methods used and now working successfully, there were three points which were considered outstanding, to make them wholly successful: ventilation, roof control, and transportation. For making the experiments, those mines were selected where conditions

Jan 1, 1925