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By D. S. Brown

Few issues pose quite as profound consequences to the quality of life and the creation and distribution of wealth as how we protect the natural environment. No longer a peripheral but a global concern, the environment, once almost nobody's business, has now become everybody's business. It is also the single biggest issue facing mining and mineral activities. This heightened ecological awareness and sensitivity have spawned a new commitment to restore, protect, and preserve nature. But that very commitment poses difficult socio-economic trade-offs, such as: What and how many resources can be given up to prevent and reduce pollution? What are the opportunity costs associated with meeting higher environmental standards? What problems are more important or pressing than others and should be given priority? Choices have to be made that may entail unintended consequences for other societal goals.

Jan 1, 1994

To develop a conceptual design for an automated longwall mining system, one should know what has been done, what is being done today and what is being planned for tomorrow. The bibliography referenced and discussed in this report provides a good source for that knowledge. To scientifically determine where attention should be focused to up-grade a system, the system must be quantized as far as possible. The Mechanization Profile of Appendix A-I is discussed in this report and has been used to analyze and determine the degree of mechanization currently in use and/or described in the literature for all three major elements of the long-wall system, namely, Winning, Roof Support and Haulage. The charted profiles make it self-evident where attention and design effort is needed to remove human operators from the face of the mine.

Jan 1, 1975

By T. R. Marshall

SAMREC (The South African Code for the Reporting of Exploration Results, Mineral Resources and Mineral Reserves) Clause 7 notes that ‘Documentation detailing Exploration Results, Mineral Resources and Mineral Reserves from which a Public Report is prepared must be prepared by, or under the direction of, and signed by a Competent Person.’ Similar statements with respect to Competent Valuators (CVs) and Qualified Reserves Evaluators (QREs) are contained in the SAMVAL (South African Code for the Reporting of Mineral Asset Valuations) and SAMOG (South African Code for the Reporting of Oil & Gas Resources) codes respectively. What does it mean to be a Competent Person (CP) in the context of compiling/signing-off on SAMCODE (South African Mineral Code) compliant documents? What do the registration and experience requirements mean? Who is ultimately responsible for the report and what does such responsibility prescribe?

Sep 1, 2021

By Aurel Goodwin

I chose the title "Let's Clear the Air" for this afternoon's presentation because it has two meanings, the literal and the figurative. Most of you know what MSHA is. Most of you know what MSHA does. And, for the most part, most of you know why. What I hope to accomplish today is to "clear the air" around our health standards, to clarify for you how MSHA views its congressional mandate under Title I Section 101(a)(6), (7), and (9) of the Mine Safety and Health Act. Asbestos, silica, radiation, noise, welding fumes, carbon monoxide, lead, hydrogen sulfide, nitrogen dioxide - the list of physical and chemical hazards encountered in the metal and nonmetal mining industry is as diversified as the industry itself, possibly even more so. In addition, miners are often exposed to several of these health hazards simultaneously.

Jan 1, 1980

By Chee Theng

"Mining professionals are a resilient lot. Sure, copper prices are dismal, permitting processes seem interminable and the top mining companies are shedding jobs like a Shetland sheepdog sheds hair. All the more reason to hone technical skills, reconnect with old contacts and get one’s finger on the pulse of the industry.More than 400 did just that in the balmy sunshine and among the saguaro cactus of the Tucson venue of the SME Arizona Conference.Giving the keynote speech was Patrick Merrin, vice president at Hudbay Minerals (see box), while the luncheon speaker was University Distinguished Professor Mary Poulton, director of the Lowell Institute for Mineral Resources at The University of Arizona.“Attendance was great, especially given the copper price,” said Ta Li, vice president of business development at Tetra Tech and 2001 SME President. “The luncheon speaker was one of the better ones in recent years. Her talk contained a lot of fresh ideas, and practical versus theoretical concepts.”Talk about values, not economicsPraise was unanimous for Poulton, who gave a thought-provoking talk on “The New Face of Mining: The Culture Change for Compatible Mining.” Corporate social responsibility has been embraced by the metals mining industry, and it’s being done right, she said. “So why do we have more conflict? Why are there more protests? Why does permitting take longer and longer?” Poulton made a case for an approach based on compatible, rather than sustainable, mining to present a new face of mining that can be compatible with communities, cultures and the environment, and still be profitable. When the mining industry starts to talk about compatibility between what it is doing and what “me,” as the consumer, wants, what “we,” as citizens of a community, want, and what’s good for the “world,” we’re going to see the next culture change happen, she concluded."

Jan 1, 2015

By Doug Halbe

?Many are called, but few are chosen.? The biblical adage applies not only to life, but also to hydrometallurgical processes. There have been, in the past, many outstanding successes with new processes ? and also some dismal failures. What are the odds of success for a new process? When there have been problems, why? What can you do to make sure these problems don?t occur with your process? What effect will a slow startup have on project economics? How do financial institutions ? the people who loan your company money for the project ? feel about new processes and why? Is it possible to predict or estimate the time required to reach design parameters?and if so, how do you sell this estimate to management ? and financial institutions? Probably most important ? when do you start thinking about the answers to these questions?

Jan 1, 2003

By Robert Sutton, Milan Sjaus

Conveyor pulleys are an important and integral component of a conveyor. Conveyors work in sequence to make up conveyor systems. Each conveyor system is only as reliable as its crudest component. If the pulley fails, then the whole material handling system stops. So what is the effect of this downtime? What are the costs of repair? How much are we willing to pay to solve the problem? What should we spend to prevent an unscheduled shutdown? Do we use the technological improvements at our disposal or do we ignore them to satisfy immediate cost savings? This study will focus on the cost of pulleys relative to the total conveyor cost, the cost of downtime, the maintenance costs and the costs for resolution of the problem. Some philosophic and design concepts are injected for illustration and discussion.

Jan 1, 2000

By R. V. Ramani, C. B. Manula, A. Owili-Eger

The mine ventilation system consists of the fan, the roadways, and the regulatory devices. Sufficient fresh air must reach each working face in the mines to render harmless noxious, toxic, and respirable pollutants and to provide for the breathing of men. This is achieved by the proper selection of fan and regulatory devices. Because a mining system is dynamic, the mine ventilation system must also be dynamic. In short, mine ventilation engineers are frequently called upon to provide answers to the following questions: 1. Given a mine or the projected plan of a mine, what fan must be selected for the quantities specified in the section? At what point in its characteristic must it be operated? Are any speed changes or changes in blade settings warranted? 2. What should be the regulation in a section to insure cer¬tain desired quantity in that section? How does it affect the overall ventilation system? 3. What are the effects of driving a new shaft? Where should it be located? What size fan should be installed in the shaft? How does this affect the overall ventilation sys¬tem? 4. How much quantity increases can be obtained by cleaning up falls and streamlining roadways and by driving addi¬tional parallel airways? These questions are in no way exhaustive, nor are answers easy. Most of the operational and planning problems discussed above are to a cer¬tain extent solved by ventilation engineers using rules of thumb from experience. Both natural conditions and regulatory requirements have changed so drastically recently that use of scientific methods in ventilation planning and of faster methods in evaluating the plans is a must. Fortunately, computers offer the greatest hope for good

Jan 1, 1975

By Joseph Chalmers, J. S. Desmond, R. Van A. Mills

[Because of the limited space in this volume and the fact that a description covering the oil recovery buildings and equipment (see page 4, Technical Publication No. 144) will be given in a forthcomnig U. S. Bureau of Mines publication, and because the paper was published in detail as Technical Publication No. 144, and is available as a separate at the Institute, it is impossible to include here more than the following brief extract.] Problems Being Studied The selection of the first problems to be studied was based largely upon the following very practical questions asked by several of the largest operators in the Mid-Continent field. 1. What are the causes for the formation of excessive amounts of bad thick oil on properties that are being repressured with compressed air and how can this trouble be prevented? 2. Why, in some areas, does the oxygen in the air injected into an oil sand during repressuring operations apparently change to carbon dioxide? Is carbon dioxide formed by the oxidation of some of the oil in the sand'? How can the formation of inert or low B.t.u. casinghead gas, loaded with nitrogen, carbon dioxide and oxygen, be prevented? 3. What percentage of the oil originally present in an oil sand can be recovered by the ordinary methods of operation when the gas originally dissolved in the oil is the main propulsive agent? 4. What percentage of the amount of oil produced by ordinary methods can be recovered under average conditions by repressuring a so-called depleted oil sand? 5. What are the relative propulsive efficiencies of compressed air and natural gas in repressuring operations? 6. What are the practical advantages of pressure maintenance and early repressuring as compared with late repressuring?

Jan 1, 1929

By B. L. Dorey

"Performance management is a systematic, practical approach to managing people. It is founded on some basic assumptions about people and is designed to focus on people in the work place. Organizing meaningful information and using it to involve people is a cornerstone of this system.Some common sense practices are developed to involve people in an organization's effort to improve performance. The successful implementation of this program requires solid commitment and total involvement from all levels of supervision and employees for maximum results and lasting impact. All levels of supervision participate in training sessions to tailor the systems for implementation in their areas. This style of management is data-oriented and the bottom line of success is to measurably improve performance. Basic Assumptions about PeopleMost people in an organization, regardless of level, take pride in their work and generally want to do a good job. When performance falls off, there is usually some explanation other than the employee not really caring. People like to know their exact responsibilities and clearly what is expected of them. People like to know where they stand with the boss and would like to be evaluated on what they do and accomplish, rather than on what others think or feel about them. Further, people like to be rewarded for their good results, indeed, to understand what motivates people, we must look at what happens as a result of their actions. Another belief is that supervisors often have a greater influence on the performance of their people than they fully realize. Simply letting people know how important their performance is can have an impact. The Key ElementsGiven these basic assumptions and beliefs about people, some common sense practices have been systematically developed to manage more effectively."

Jan 1, 1989

By Elaine T. Cullen

Human beings are natural storytellers and story listeners. We learn very early that stories entertain us, but also give us the ?rules? about what is expected of us and how to make meaning of our experiences. Stories are integral to our lives, and have great power to change or influence how we think or how we react. They are an innate part of how we learn, and have obvious benefits to trainers or educators who are trying to impact what and how we learn. This paper and presentation discuss the social and cultural power of stories, and how they have been used to develop training for skilled blue-collar workers. Included will be examples as well as suggestions for trainers on where to find stories, what type of stories to pay attention to, and how to use them to improve occupational safety training.

Jan 1, 2008

A Good Product Range - So What! While in terms of water, waste management and environment protectrion, the Gippsland Basin may appear to have a good product range, what does this really mean? What it means is that, like any product range, the virtues of the product range must be sold and accepted by a majority of the public. The social, economic and environmental benefits of any enterprise using these products must be sold and accepted by the regional population. Many a budding entrepreneur has failed because he assumed that the public would accept his product, so good did it appear to be! However, we know that such an assumption must be avoided and that a great deal of time and effort needs to be invested in promoting and gaining acceptance of a product to ensure a long term and viable market.

Jan 1, 1992

By T. Peter Philip, Erich U. Petersen, William J. Tafuri, Donald M. Hausen, Douglas N. Halbe

Scarcely a month goes by that I or someone else at Newmont Mining or Newmont Gold isn't asked to give a talk on the topic I was asked to discuss today. Investors, financial analysts, geologists, metallurgists, even our government--everybody wants to know what the future holds for gold mining. Well, you're not going to get exactly what you asked for. Today, I'm prepared to focus primarily not on what the future will bring to us, but rather on what the future will demand from us. More than that, I cannot undertake because it isn't within my scope to predict how wise and resourceful everyone in our industry will be in the future. What our future will hold, as I see it, will depend on our--and our colleagues'-- responses to these very real demands. Three critical issues stand out in my mind as to what the future will demand of us in the gold mining industry. And these demands will be for: 1. The very greatest of technical expertise and innovation. 2. The highest order of environmental sensitivity and timely accommodation. 3. Planning, planning and more planning. All of these flow inexorably today from the traditional objective of any mining company--or any company in any business, and that is, to make money. Nothing as I see it, should be undertaken by a geologist, metallurgist or even an environmental department, unless the exercises will enhance profits; and nothing may be ignored which can have consequent damage to the bottom line. Thus, the three issues I've listed for you subordinate themselves to the objective of making money, although at least in the environmental area, it might seem to some that we can only incur additional costs without even a dollar-for-dollar return. I hope to disabuse you today of any such out-of-date notion. Let's tackle the first issue-- Technical Expertise and Innovation. Newmont Gold Company this year is celebrating its 25th anniversary of successful and profitable operations on the Carlin Trend. Carlin in 1961, which is when exploration began on the "Trend" by Newmont, actually may share a lot of similarities with Carlin today. They didn't then know where the gold was and, if they found it, they had one hell of a challenge mining and processing ore at a profit because gold was selling at only $35 an ounce. Today, we know where the current reserves are. But we don't know where our future reserves lie. Furthermore, we don't know exactly how we're going to mine them, and, as everyone here knows too well, we don't know what the optimum metallurgical treatment is, even if we can find and mine them. And all that despite the abundant level of modern experience and skills within the current generation of mining companies, and the fact that, even taking inflation into account, gold sells at a higher price today than in 1965 when Carlin began operations. But, of course, I'm telling you what you already know.

Jan 1, 1990

By M Dale White

In December at the Commonwealth of Kentucky Fifth Annual Blasting Conference of the Division of Explosives and Blasting, Department of Mines and Minerals, I delivered a paper entitled "Problems on Blasting Insurance. " Donald H. Matthews, President of Explosives Engineers, Inc. located in Sparks, Maryland came up to me before the program and said, "We explosives users know what the problems are. What we need is someone who can solve those problems. "

Jan 1, 1979

By Jacques Ouellet

Outline What is Microwave energy Investigation of transparency of 40 minerals Melting of Andesite in a MW oven Numerical modeling /Computer Simulations o FEM analysis ?? Some laboratory experiments o Particle Modelling Mw Application to Rock Breakage o A MW Rock Drill Prototype Conclusions What is Microwave energy Microwave energy is an electromagnetic wave consisting two electronic & magnetic wave traveling perpendicular to each other and transporting energy with the speed of light.

May 1, 2008

By Nellie E. Guernsey

The Call for Papers described the session as "Top down applications; management tools for decisions, planning, investment/finance, and negotiations." In order to attract papers, and know which ones to include as well as those to reject, it was necessary to (1) define the executive suite, (2) review what had been done in previous APCOM symposia, and (3) find out what's happening now, what isn't being done, and what can be predicted. To accomplish this, especially the third task, senior managers throughout the mineral industry were generous with their time in telephone and personal interviews. Five papers were selected for presentation at the symposium and inclusion in the proceedings; the content is divided between the Executive suite in the mineral industry and those elements which apply to any Executive Suite. The Executive Suite is the top portion of the organizational tri- angle (I), those to whom the managers of functional areas such as exploration, production, finance, and marketing report. The make-up and specific activities within an executive suite reflect the organization and culture of its corporation. As there is no typical corporation, there is no typical executive suite; however, those who work within the executive suite typically do not have day to day operational responsibilities and either are, or report to, the Chief Executive Officer.

Jan 1, 1989

Attention! Engineers! Geologists! Here is your Opportunity to be of Professional Service The war has interrupted the supply of many minerals, which were normally imported. In view of present transportation conditions, a serious shortage exists in certain materials and will soon develop in others. Some immediate action is imperative. The first thing is to take a careful inventory of American resources. We must know where the ore deposits are, what has hitherto hindered their utilization, what methods must be used, and what equipment will be needed if an emergency demands their rapid development. Many properties must be re-examined from a new point of view, that of present necessity rather than of normal profit. When the shortage is realized, the preliminary steps for relief should have been completed. It is a necessary and patriotic form of mineral insurance. Will you have a part in it? Do not forget that these are war times, and that what may have been valueless a year ago may be a "life-saver" now; an abandoned copper prospect of 1913 might make a successful pyrite mine in 1917. We are fighting an autocratic enemy who knows his resources to the last pound, and uses them with most efficient organization. We have no Kaiser, so each of us must do his share to put our Government in the same situation. The Government needs your facts.

Jan 8, 1917

By G. R. McMeekin

"THE TOPIC suggested for my contribution to this Symposium was ""Lead-Zinc Smelting - 40 Years of Pollution Control"". The history of the development of smelting industry at Trail and the control of sulphur dioxide could make quite an interesting historical study. However, in the field of environmental control, the public is not particularly interested in what you did yesterday, but rather what you are doing today and what you are planning to do tomorrow. I can't fault this approach, but because there are some subject lessons that history can demonstrate, I would like to tell enough of the story (under three headings) to bring a focus on matters of contemporary concern in regard to public relations and ecology. The three general headings suggested are: (1) time before the capture of by-product sulphur; (2) the capture of sulphur; and (3) the ecological and public relations conclusions from these."

Jan 1, 1972

Provide mine personnel with a convenient means of determining the optimum installation geometry of roof trusses in bedded roof. Background Mine operators frequently ask the following questions concerning roof truss installations: 1. Where should the bearing plates or brackets be placed or where should the inclined holes be started? 2. At what angle should the holes for the inclined chords or angle holts be drilled? 3. What tension should be put into the inclined chords so as to achieve the most effective results for the effort and expense? Truss hardware manufacturers have responded to these questions with answers based on what seems to work best. While designs based on past experience are frequently reliable, there was a need for a rational approach that could accommodate a variety of conditions. The Bureau has developed a procedure that enables mine operators to optimize roof truss installations in bedded roof.

Jan 1, 1989

By S. S. Peng

The hydraulic powered supports have been employed in U. S. longwall mining for the past two decades. Yet the sciences of roof control at the powered supported faces remain largely unknown. In order to improve longwall roof control and increase production, a series of questions in longwall roof control should be studied and answered: what is the basic rules of roof behavior in longwall coal faces equipped with the hydraulic powered supports? What is the interaction between the roof, supports, and the floor What is the contact condition of the canopy with the roof, and consequently the load distribution on the canopy? Des the periodic roof weighting really exist in the powered supported face and if so, how does it affect the face area? This paper presents the preliminary analysis of underground observations and instrumentations in a longwall panel with 4-leg shield supports designed to address the questions mentioned above.

Jan 1, 1982