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MR. SHUBART: Mr. Miller's paper mentioned the two processes that seemed to be a success, the Smith process and the Piron process. I suppose the main difference is this, that Smith's process is to furnish domestic fuel and the by-products while the Piron process that Ford is installing is for fuel for power plants. I would like to ask Mr. Miller something about the commercial cost of the process. With the briquette you must make it cheap enough to sell. What are the commercial possibilities of Smith's briquette? MR. MILLER: It is pretty hard to say what the cost would be at this time, owing to the fact that slack has advanced double, or even more at the time I was in New York with the plant, but at that time it was costing $1.10 for the operation. You can add to that, of course, the cost of the coke. One dollar and ten cents was the entire cost of plant operation. It takes about one and one-half tons of coal to make a ton of briquettes. One dollar and ten cents takes care of all the material, cost, labor, handling, etc. Labor was much cheaper then. I would say it would cost about $2.20 now. The cost of coal is what you can buy it for on the market. I don't think, however, that the carbocoal process will ever meet with any great favor for the simple reason that it is really a prepared fancy fuel. It is going to be nice for people in offices where they want a grate or for families where they want a nice clean fuel. It leaves no stain on the fingers, no odor to it. It seems in carbonizing coal we change the carbon molecule. For instance, we are all familiar with the diamond. It is carbon, yet it requires a tremendous heat to burn a common little diamond. But you can set a piece of charcoal afire, which is also carbon, with a match. The molecular form has been changed in carbonizing coal, i. e., it is larger. Carbocoal will fire very readily, it can be started with a piece' of paper. I think the Piron process will be the process, i. e., to simply take out the tars and light oils, then fire direct-have the distillate plants right on the job. CHAIR: Can Mr. Shubart tell us something of the mechanical part of the Piron process? MR. SHUBART: The Piron process is of interest because Mr. Ford is taking it up. He has made so few mechanical mistakes it makes us feel that it is a success. Piron is a chemist of high accomplishment and reputation. The thing about the proces is its simplicity. Mr. Smith's is a very elaborate process, but Piron has gotten around all that. Piron feeds the raw coal in at about one-half inch mesh or smaller. He feeds it into a retort about 55 feet long, 16 feet wide over all. He has a hearth about 6 feet wide and the length of the retort. The base of the hearth that carries the coal is a conveyor, a flat cast iron conveyor, a very massive affair, very accurately made, so that there is no loss of coal. Between the upper and lower strands of the ' conveyor is a bath of molten lead which gives an accurate control of temperature. For best results he must have temperature of not under 800 F., not over 1,300 degrees F., about 1,100 or 1,200 F. seems to be ideal for getting greatest yield of oils and the best tars and other by-products. This lead bath has a system of flues running through it that

Jan 1, 1923

By Jeffrey C. Schuh, Logan Bloemer, Daniel P. Dietzler

Over the past 30 years, the authors have encountered numerous projects where recognizing the geology, soil properties and groundwater conditions, and considering alternative construction techniques have promoted efficient and cost-saving construction. The construction documents for these projects, produced by various engineering firms, provided basic information on geotechnical conditions. The authors became involved in each project either because there was a problem during design or construction or, as a contractor, won the project because they saw a value engineering opportunity to take advantage of the geologic setting of the project to design and build alternatives to what the designer depicted. Understanding the geologic setting is critical before planning and designing begins. Being able to work with the geology and the materials on site is preferred before specifying more costly and complex solutions, which often require the importing of materials and adherence to unnecessary and/or inappropriate specifications. Failing to understand the geology or not knowing all the techniques available for construction can lead designers to develop solutions that could be inappropriate. This paper presents several examples of value engineering and project performance enhancements developed through knowledge of basic soil mechanics and implementing innovative solutions. History and Background Most people attend DFI meetings, present their experiences, listen to others, and read articles and papers with the hope they can learn from others. Geotechnical engineers and contractors often interface with others in the execution of projects who have, at best, a rudimentary knowledge of geology and soil mechanics. Of course, there is a need for architects, bankers, and regulators, etc., but they typically do not have much interest in the nuances of geotechnical engineering, which relies on both art and science. Thus, significant time is spent educating counterparts in the need for comprehensive subsurface investigation programs and the intricacies of construction in the “dirt,” as they typically refer to soil and rock.

Jan 1, 2019

By Sidney Katell

The present report, a continuation of the series of Bibliography of Investment and Operating Costs for Chemical and Petroleum Plants, is concerned with articles published from January 1958 through December 1958. The periods covered in previous reports are as follows: January 1930 - August 1948 I. C. 7516 September 1948 - June 1952 I. C. 7705 July 1952 - June 1954 1. C. 7751 July 1954 - December 1956 I. C. 7847 January 1957 - December 1957 I. C. The following sources were used to obtain the references to and the abstracts of the published articles included in this report: 1. Bureau of Mines Information Circulars. 2. Bureau of Mines Reports of Investigations. 3. Chemical Engineering. 4. Chemical Engineering Progress. 5. Coal Age. 6. Coal Utilization. 7. Cost Engineering. 8. Industrial and Engineering Chemistry. 9. Nucleonics. 10. Oil and Gas Journal. 11. Petroleum Engineering. 12. Petroleum Refiner. 13. World Oil.

Jan 1, 1959

By Robert E. Ennis

Several important economic variables must be studied when planning a major underground conveyor haulage system if the objective of tow cost haulage is to be met. The purpose of this paper is to call these economic factors to the attention of the mine planner and encourage their serious consideration. To illustrate, the importance that some of these variables hole for the mine operator who wishes to reduce costs and maintain sound belt haulage practice, these areas of discussion will be covered. 1. Selection of economical flite lengths. 2. Economics of wire rope frame vs. rigid frame conveyors. 3. How idler design affects conveyor costs. 4. Economies in drive design. 5. How speed affects conveyor cost. 6. P.V.C. vs. Neoprene belt - what savings? 7. Maintaining, conveyor investment through maintenance. 8. Miscellaneous factors affecting the cost of belt haulage.

Jan 1, 1967

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

By W. A. Smith, M. C. Bekker, C. Marnewick

Projects or project-orientated approaches have become a common form of work in nearly all sectors of economies. This has led to concepts such as ‘projectified’ and ‘project orientated’ organizations. By defining projectification of a company, industry, or economy as the share of project work in total work, one can reasonably determine the impact that project management, and by default projectification, has had on that company, industry, or economy in terms of staff optimization and allocation. This paper presents the results for such a projectification study of the South African mining industry. This sector has long been a significant contributor to the country’s economy from a gross value added (GVA) and employment point of view. Understanding the impact of projectification and the project management way of work on this industry may potentially add significant value to both the mining and project management knowledge areas. We show that although the mining industry is considered by some to operate in archaic ways, the level of projectification has increased over time, and now represents approximately one third of all work conducted.

May 1, 2021

Rather like the mythical "Economic Man" "an employer" in this context must necessarily be an abstraction, and the views possessed by such an abstraction, a composite of many views known to have been expressed. Not even the complex Conciliation and Arbitration legislation in this country provides any helpful specifications, except in one peculiar particular. The Australian Conciliation and Arbitration Act provides an almost totally tautological definition, except in that one oddity referred to above. It is this : "An employer means any employer in any industry, and includes any person who is usually an employer in an industry, and also includes a Club." No doubt there is some perfectly justifiable reason for such specific and unique particularity in an otherwise meaning- less definition. That need not trouble us in this exercise.

Jan 1, 1982

By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

Jan 1, 2018

By R. Heiser, J. Vendetti, B. P. Connor, E. J. Haas

Health and safety indicators help mine sites predict the likelihood of an event, advance initiatives to control risks, and track progress. Although useful to encourage individuals within the mining companies to work together to identify such indicators, executing risk assessments comes with challenges. Specifically, varying or inaccurate perceptions of risk, in addition to trust and buy-in of a risk management system, contribute to inconsistent levels of participation in risk programs. This paper focuses on one trona mine’s experience in the development and implementation of a field-level risk assessment program to help its organization understand and manage risk to an acceptable level. Through a transformational process of ongoing leadership development, support and communication, Solvay Green River fostered a culture grounded in risk assessment, safety interactions and hazard correction. The application of consistent risk assessment tools was critical to create a participatory workforce that not only talks about safety but actively identifies factors that contribute to hazards and potential incidents. In this paper, reflecting on the mine’s previous process of risk-assessment implementation provides examples of likely barriers that sites may encounter when trying to document and manage risks, as well as a variety of mini case examples that showcase how the organization worked through these barriers to facilitate the identification of leading indicators to ultimately reduce incidents.

Jan 1, 2017

By Harrison Souder

MAGNETITE mining and milling in the Eastern States showed continuing improvement during the year. Some of the smaller mines remained idle, but the larger operations responded promptly to the improved situation in the iron and steel industry. The output of ore for 1936 was over twice that for 1935. A number of improvements were made in mine plant and equipment, and operating forces were increased and maintained at near normal. The coming year should see additional mines started up and production increased at the larger properties.

Jan 1, 1937

By WL Wagner

This report presents a quality control approach to the derivation of strategies for monitoring a work environment; specifically, the environment in underground mines where diesel-powered equipment and blasting agents are used. The approach is presented as a series of 22 steps called the Monitoring Strategy Development Scheme. The scheme is an orderly method for selecting from a number of options a strategy or tactics to cost effectively meet the requirements of a chosen objective related to the monitoring of breathing zone air quality. The scheme provides a format to quantify many of the factors that influence the selection of on strategy or tactic over another, and to ensure that important considerations are not neglected. The premise that breathing zone air in work environment can be considered to be manufactured product and that, therefore, conventional quality control approaches are applicable, is introduced. Typical approaches to the quality control of manufactured products and how these approaches can be applied to the selection of monitoring strategies are discussed.

Jan 1, 1983

Andy H. Vassiliou – Introduction Ladies and gentlemen,.good evening and welcome to the Paul F. Kerr Memorial Symposium dinner. I believe we are all here to honor the memory of a great teacher and advisor, and a true friend -- Professor Kerr, or Dr. Kerr, or to most of us who were his students, "Pappy" Kerr. Most of us who attended the Paul F. Kerr Memorial Symposium earlier today at the New York Hilton had the opportunity to read, or listen to, or discuss scientific papers presented in honor of Dr. Kerr. In addition, all of the speakers had the opportunity to reminisce about their association with Dr. Kerr, who was credited as having contributed substantially to their graduate education and the development of their careers. Dr. Kerr's two daughters -- Ruth and Nancy -- who attended the Symposium at the Hilton are also here with us tonight. I think we should keep tonight's festivities on an informal basis since we are all old friends or former students of Dr. Kerr. Some of us may want to say a few words about our experiences at the time we were students at Columbia, and hopefully include some anecdotes relating to Professor Kerr. I would like to invite everyone to do so, but first we have arranged for two of us to be the lead speakers, whom I will introduce in a few moments.

Jan 1, 1985

By C. K. Leith

WE face the postwar problem of the use of minerals as sanctions to control the armament and the re-armament of the Axis powers at the source, minerals being the raw material of armaments. That is the subject of today's discussion. It is one thing to talk about controlling minerals in the interest of rearmament, and it is another thing to put any such ideas into effect. A provision for min- eral sanctions-not by that name but under broader terms-was contained in Article 16 of the League of Nations, and an attempt was made to apply min- eral sanctions when Italy cut loose in Africa. That was a failure because the plan was badly thought out. They did not have the right minerals included in the list. Also, they did not have the machinery set up at all. Somebody said to the League of Nations: Let's apply the sanction, and it was assumed that that was all that was necessary. It turned out to be a rather sad perfor- mance. However, that certainly cannot be taken as an example of what will happen if a properly thought-out pro- gram is adopted.

Jan 1, 1944

F. E. Thompson, Pottstown, Pa.: If Mr. Webster's endeavor to open up the subject of cast-iron should prove as prolific of results as did the discussion on " The Physics of Steel," he must certainly feel richly repaid. His remarks concerning the secretiveness and conservatism of the average foundry-man recall to my mind an instance of a blast-furnace which, for the last year, has been producing much foundry-iron. The manager, believing that much more of his product could be used in the foundry than the foundry-men were will-

Jan 1, 1896

By John E. Willson

Typical of southwestern Wyoming are coal structures that dip from 4 degrees to 17 degrees. Those at the Reliance and Winton mines of the Union Pacific Coal Company average 9 1/2 degrees and 15 degrees, respectively, and dip almost directly to the west. By using a hoist for main haulage. a method of mining has been developed whereby four places are driven on the pitch of the seam. Slightly upgrade from the strike at intervals of 300 feet, a two-entry system is driven to the north and to the south. In both fields, which are non-gassy, an exhaust system of ventilation is used. Slope, manway, and lower or haulage entries are placed on the intake. Two air-courses and upper or breaking entries are placed on the return. A retreat system of mining is used exclusively. From the opening of its first coal mine, in the year 1868, until 1923, when the Joy Loader was introduced into the Union Pacific Coal Company's operations, slopes, aircourses and manways were driven by hand. Development work was conducted on the night shift or off shift, and the main hoist was used for haulage. The slope was driven down the pitch with crosscuts turned at intervals of 75 feet and entries at 230 feet. Connections to the workings above were made by driving up the pitch 75 feet. Mule haulage was used to furnish cars to the hand loaders driving planes up the pitch. A sheave was placed at the upper end of the plane with a 1 1/4¬ inch hemp rope doubling around it and having one end attached to the car and the other to the mule. The mule, pulling downhill, raised to the working face a small wooden car of one-ton capacity.

Jan 1, 1941

Within CRLÆs lifetime there have been a number of products that have proceeded through their life cycles. In each case market forces and technological advances have forced the cessation of the product. The company has then had to develop alternative outlets for its copper. Sometimes it has produced a similar product to fill the same market. In other cases the extra copper is sold as cathode. Today, CRL produces no semi-fabricated copper products and all cathode is sold. More recently, CRL has ventured into the sale of technology and manufacture of cathode motherplates. This area, whilst it is not what had been a traditional area of core business, has been found to be profitable.

Jan 1, 1998

By Kevin Cunningham

"Litigation resulting from neighboring structures with settlement and/or lateral movement or improper pile design and faulty soils engineering analysis, are a multi-faceted opportunity for law firms. These types of claim scenarios are an attorney’s dream, and can obliterate a Deep Foundation Contractors profit and more importantly, can be avoided with a progressive approach to risk management in design and project management.The following (4) case studies will be examined and dissected to discern certain lessons learned for risk management solutions to avoid these deep foundation related challenges in the future.1) Pipe Flotation – Soil Conditions Not Anticipated in Specifications or Contract2) Easement Encroachment – Easement Dimensions Not Recognized Until Completion of Project3) Subjacent Lateral Support – Neighboring Structure Wooden Pile Unprotected Causing Structure to Settle4) Improper Pile Placement - Construction & Design Caused Retail Store to SettleSpecific Deep Foundation project challenges involving: buoyancy calculations regarding subsurface soil characteristics, design factors taking existing subsurface sewer line easements into account, structural instability as result of excavation causing exposure/heavy rainfall to existing wooden piles supporting adjoining building and improper pile location resulting from faulty pile design will be described with risk management recommendations to avoid these challenges in the future.From the very start of construction on any project deep foundation and excavating work poses numerous engineering and technical challenges for developers, contractors and engineers. Dealing with changing or hidden conditions is one of the most difficult challenges facing any contractor or engineer on a project. Relying on incomplete or inaccurate engineering reports is another common problem. Other challenges include dealing with technical errors or oversights that are deeply embedded in the project specifications or bid process.No matter what is the origin of the problem or how it manifests, deep foundation contractors, design professionals and engineers should be ever-mindful of good risk management practices that can prevent serious disputes that can result in costly litigation."

Jan 1, 2015

By G Pattenden, R Hargreaves, P Pettit

"Even with the cyclic nature of mining, when it comes down to it, the bottom line is that whatever direction the commodity market is going there is always a desire to improve the economics of an operation in order to deliver a greater return to investors. Adapting to market pressures by introduction of an operational process change can often have a downstream impact. What may be less obvious is that reconciliation can play an important part in measuring the effectiveness of many operational changes. Through the adoption of best practice reconciliation and related comparisons, it is possible to measure the impact of changes across the mine value chain and identify variability that may have been introduced. Using analytical business improvement tools, examining and monitoring planned changes can be crucial in understanding whether the introduced changes have been effective and whether they have provided the expected result. Using several case studies, the authors will highlight the benefits provided by modern business intelligence tools, which can provide data validation and accurately report data trends related to both planned and unplanned change events.Citation:Hargreaves, R, Pattenden, G and Pettit, P, 2016. Measuring the Effectiveness of Change through Best Practice Reconciliation, in Proceedings Ninth AusIMM Open Pit Operators' Conference 2016, pp 71–83 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 15, 2016

By R. W. Raymond

(Pittsburg Meeting, March, 1910.) IN the long list of our illustrious and lamented dead, there are names which recall personality as well as career and achievement; social as well as scientific merit; devotion to the Institute itself as well as to some one of the professions which it represents. These men we remember because they did not forget us; besides our pride in their wider work and fame, we are proud of what they did with and through us; especially do we rejoice if our early recognition of them opened the way to a recognition by the world; and in their departure we claim to sorrow, not merely as members of an appreciative public, but also as. bereaved personal friends. In common with thousands, we regret our loss, but we do not regret only-we mourn and miss. To this group of those whose death has brought to us the double sense. of public and private grief belonged our strong, bright, dear brother, in whose memory this inadequate tribute is offered. Charles Benjamin Dudley was born July 14, 1842, at Oxford, Chenango county, N. Y. He came on both sides of New England blood, his father being from New Hampshire and his mother from Connecticut. Emigrating from the rocky hills of their native States, they. settled upon the more fertile soil of what was then regarded as the West, and, with thousands of other pilgrim sons, imitating the pilgrim fathers, contributed to the foundation of new commonwealths. The Empire State owes much to this element of its population. Dudley's early education was obtained, like that of the sons of the pioneers generally, by attending the village school and academy in the autumn and winter, while he worked upon the farm during the rest of the year. But his ambition looked forward to a college-course; and this was almost within his reach when a passion still stronger took possession of him. The out-

Jun 1, 1910

By Richard L. Gordon

Coal supply analysis has since about 1973 become a major activity of many scholars and consulting firms. The present paper is an effort to explain in as nontechnical fashion as possible the state of the art and what implications, if any, the research has for those actually engaged in producing coal or regulating the industry. l The discussion stresses the coal supply side of the models and makes limited comments about other elements in the analysis. To orient the appraisal, it is desirable to recall the features of coal supply that an adequate model should capture. The first considerations are the locational aspects of the industry. Transportation costs can, in some cases, exceed the production costs of coal, and thus any adequate model must incorporate a treatment of the economics of transporting coal from one location to another. A second major issue is that of the heterogeneity of coal; models should treat as well as possible such key differences among coals as their Btu and sulfur content. Third, we recognize that, with given technology and labor, capital, and supply costs, an expansion of the supply of a given type of coal in a specific region will occur only if prices rise. This is the familiar proposition of textbook economics that supply is an increasing function of price. Finally, over time, changes in technology, input cost, and depletion interact to cause changes in the price of given amounts of coal. Economics represents the net effect of this process by a shift over time in the supply curve. During the 1950s and 1960s, the trend was to reduce the production costs of a given output; subsequently costs rose sharply.

Jan 1, 1977