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By John M. Hancock

IN beginning my remarks, may I make it entirely clear that since January 4, 1947, I have not been a member of the United States Delegation to-the United Nations Atomic Energy Commission I am speaking, therefore, in purely a personal capacity. Because of the interest of the engineering profession with reference to uranium, and because of the title assigned me for this talk, I am going to assume that you know what the United States Plan is for the control of atomic energy. At best, in the limited time, I could only summarize, at the risk of giving undue emphasis to the items mentioned, and at the risk of omitting many important parts of what seems so far to be a complete and well-rounded Plan for meeting the problem. I will aim to comment upon those aspects of the Plan that continue as problems and involve apparent, or obvious, misunderstandings and contrary views The control of atomic energy represents not only a problem but a challenge-both faced by- all the peoples of the world It involves a new approach to the problems of the kinds that arise between nations, problems that have not ever been solved even by international treaties in their efforts to outlaw weapons of war. These efforts range from the Kellogg-Briand treaty to outlaw war, and its obvious failure to prevent World War II, to the interdiction by the Pope of the use of the crossbow in the days of the Crusades. All previous plans have been failures-that makes

Jan 1, 1947

By Anders Lagerkvist, Agne Rustan, Tommy Edeskar

Landfills containing house hold waste produces methane gas during its decomposition. This gas can be recovered and used for heating purposes or as fuel for vehicles. Gas drainage pipes are installed in the landfill and connected to a central suction point. Methane gas is produced over several years until the slots in the drainage pipes are clogged by black mud. And the bottom of the vertical drainage pipe are filled with mud and water. The hypothesis tested in this paper is if blasting in the drainage pipes could activate the production and flow of methane. In the first part of the paper we have studied what maximum linear charge concentration could be used in different size of PE-pipes place vertical on surface and surrounded by air. The results show that the maximum linear charge concentration for single blasts varied between 5-10 g/m, depending on the diameter of the pipe (90, 100 and 160 mm). Maximum charge concentration for the repeated blast varied between 2-5 g/m. In the second part of the paper we study what maximum linear charge concentration could be used in situ for full scale blasting tests in a special prepared test area which later on was dug out after the blastings. Up to 40 g/m could be used without damaging the top of the 160 mm diameter pipes. The increase in methane flow was so low so it could not be measured c4.5 m3/h. The conclusion therefore is that the stimulation of methane flow by explosives is not enough.

Jan 1, 2000

AS we contemplate the bestowal of the John Fritz medal year after year on men of wide-world dis-tinction in the various fields of engineering, men who in one way or another have given impulse and direction to the progress of mankind, the question becomes inter-esting as to what manner of man was John Fritz and what were the qualities that singled out his name to be so conspicuously associated with the world's great scientific and industrial achievements. If, as Lowell said, it is the duty of the nation to pro-duce great men, our country surely rose to her oppor-tunity when she guided and guarded the career of John Fritz. Starting life as a blacksmith with no advantages of education, without influential friends or the favor-ing accidents of fortune, he advanced steadily in use-fulness, power and respect of his fellowmen until by common consent he occupied the first place in the domain of the steel industry of this, country. The numerous honorary scientific memberships conferred upon him in this country and abroad attest the esteem in which he is held by his fellow engineers. Twenty years after his retirement from active business at the age of seventy, he lived to enjoy, as few men have been permitted to do, the fame and the friendships which he had so amply earned. His sterner qualities of industry, integrity and sterling character were re-lieved by unfailing human sympathy, humor and spon-taneous good-will toward his fellowmen. To all who

Jan 3, 1928

By John W. Rushton

THE PLANNED MAINTENANCE PROGRAM All concentrators should start with a planned maintenance program from day one. Every- body thinks they have a program in place before start-up, but in reality, most have only a fraction of what is needed to avoid the "Post Start-up Disaster" (PSD) - two years for start-up is not that uncommon. An effective program has all of the following: (1) Good people. (2) Area Maintenance. (3) Good PM Checklists. (4) Daily Work Schedules. (5) Written Work Orders. (6) Equipment Histories. (7) Backlog Control. The installation of a workable program takes hard work, talent, and commitment. You have to know what you are doing (hard work will not replace talent). Good People Good people are available in any location if you make the effort. Always check references carefully (both superiors, peers and subordinates). Was the last concentrator they worked at successful? Was it clean? Find out! Success or failure follows people around. I know people who are experts on PSD because they have lived through it three or four times. You need some college trained people with hands-on experience. There are no secrets, you have to make the effort. If you make a mistake in hiring (and you probably will), make the tough decision necessary to rectify it quickly. Area Maintenance Area maintenance refers to organization of supervision such that one person is uniquely accountable for every inch of ground and piece of equipment. Avoid overlapping authority if at all possible. You must have a planner as a staff position. A foreman cannot effectively plan and

Jan 1, 1986

By Clinton H. Crane

WHEN I agreed to accept your Committee's suggestion that I talk to you at this meeting on the future of copper, lead and zinc mining, I could not help wondering why I had been chosen to be a prophet. Knowing the pious nature of your committee, I thought I had better look up and see what the Bible says about being a prophet, and what the dictionary definition of a prophet is. The word "prophet" comes from the Greek and is defined as "one who speaks through a divine inspiration." Also, in the Gospel of Saint Matthew, Christ tells us that a prophet is "not without honor save in his own country and in his own house." That gave me pause until I remembered that after all, I had started my professional career as a Naval Architect, not as a Mining Engineer, and consequently, this might be a clue to the fact that the eminent geologists of this society, who know infinitely more about the world's crust than I do, were passed over in this assignment. In thinking back, I then remembered that the first really successful prophet was Noah and that Noah was a Naval Architect. Here then was the answer. One more quotation from the Bible I shall take as my text: In Ecclesiastes, chapter I, verse 9: "The thing that hath been is that which shall be." Now, with this preamble, and not being bound by anything save inspiration, I will proceed to prophesy: As far as the next 15 to 25 years are concerned, from the studies made by

Jan 1, 1947

By C. Dinis da Gama

In mining, all unit operations are closely interrelated, and the results of blasting are probably the key factor within that sequence. The drilling program prior to blasting is just as dependent upon the desired rock fragmentation as are the loading, hauling, and mechanical crushing operations which are economically and technically influenced by the results of blasting, namely, the size and scatter of the product. What is known today as optimum blasting is the process of designing a blast in order to obtain a certain degree of fragmentation so that overall mining costs are minimized. Applying this criterion often results in a different program than when an individual blasting pattern is chosen only on the basis of the lowest operational cost for that pattern, disregarding what comes before or after the blast. [Fig. 1] shows the characteristic variation of mining unit costs with the degree of fragmentation, or the maximum size of blocks obtained from blasting. From the figure, it can be seen that optimum breakage must correspond to the lowest total costs, but reducing drilling-blasting costs only does not achieve such an optimum solution. Methods of designing surface or underground blasting operations should comply with the optimization criterion, but this compliance is feasible only if a detailed mining system analysis is available. Therefore, predictions of costs of loading, transporting, and mechanical breakage of ore as a function of its size will define a narrow range of variation for drilling and blasting parameters in order to get the minimum total costs.

Jan 1, 1972

By Robert L. Bates

An industrial mineral, says the Glossary of Geologic Terms, is "any rock, mineral, or other naturally occurring substance of economic value, exclusive of metallic ores, mineral fuels, and gemstones; one of the nonmetallics." Probably most geologists and engineers would accept this simple and straightforward definition, at least as a general statement. On analysis, however, certain anomalies crop up. For example, it may be considered arbitrary to include industrial diamond and corundum, but to exclude their precious varieties, gem diamond and sapphire. So the present volume has a section on gems and gem materials, in spite of the definition. Another problem arises when we try to define precisely what is metallic and what is nonmetallic. Bauxite and ilmenite certainly qualify as metallic ores, but both are also raw materials of important nonmetallic substances; hence they are included in the book. A third anomaly is that, by common consent of geologists, engineers, mineral economists, and others concerned, the term industrial minerals may include not only rocks and minerals but also certain manufactured products like cement and lime, and even mixed groups of natural and artificial products, such as abrasives and refractories. Thus the central realm of the industrial minerals is clear enough, but its boundaries tend to be indefinable. Since a definition that allowed for every irregularity in the outer fringes would be excessively un- wieldy, the one quoted above may be considered satisfactory. The expression industrial minerals is commonly equated with nonmetallics, and with the somewhat more precise phrase industrial minerals and rocks as in the title of this book.

Jan 1, 1975

Australian coal mines have spent considerable capital on dragline improvements over the last two years. This has included ~$30 M on UDD conversions, >$20 M on new buckets, boom upgrades, electrical upgrades, etc. This is a natural part of the response of mining companies to technology and replacement programs. Capital expenditure is a normal part of the ongoing success of most companies. There is however, a tendency for some people to rely on the capital alone to provide the ongoing improvements in equipment productivity. Implementing new technology through capital expenditure is only part of the equation in continuous improvement. For 80 - 90 per cent of the year, the operator controls the productivity achieved by the dragline. Variation between operators is huge. The average standard deviation in productivity is 12 per cent and maintenance impact is over 40 per cent. Robbins 2003, states: Contrary to what we were taught in grade school, we werenÆt all created equal. Most of us are to the left of the median on some normally distributed ability curve. Further, he states: The issue is knowing how people differ in abilities and using that knowledge to increase the likelihood that an employee will perform his or her job well. There are two options for reducing variability between operators; improving operator ability and getting the machine to take over what the operator is doing (automation). Dragline automation will be discussed, however, this paper will focus more on the æhuman factorÆ and how to establish a dragline with minimum variability between operators.

Jan 1, 2005

By Joseph Pogue

IN 1920, 531 million barrels of crude petroleum were consumed in the United States. As imposing as this figure is, the fact that the domestic consumption of crude petroleum has increased at an average rate of 10 per cent. a year for the past decade is more striking. Will this rate of increase in demand continue? If so, the year 1930 will call for 1260 million barrels of petroleum-a staggering volume. On the other hand, may we expect the demand for petroleum to grow as rapidly as it did when the automotive industry was having its most phenomenal expansion? If not, to what extent will the growth of oil requirements decrease? When and to what degree will the petroleum industry become affected by the economic law of diminishing returns? Obviously, this matter requires careful analysis, especially as both national and industrial planning must be predicated upon present estimates of the requirements of the future. The purpose of this paper, accordingly, is to project, as closely as present limitations of knowledge permit, the course of the demand for petroleum in the United States over the next ten years. At first, the problem of estimating the future of a demand as complex as that for petroleum might appear insoluble. Fortunately, however, there are several scientific methods of approaching the problem, centering around a study of rates of industrial growth, which lend considerable hope that the requirements of the immediate future in this field may be approximated with sufficient closeness to have practical value as a basis of action.

Jan 3, 1922

By Larry M. Southwick

The smelting of copper and other non-ferrous metals have made considerable advances over the last 125 years. Many of the ideas and processes currently in use were attempted early in the history of smelting and were unsuccessful. Often the cause was incomplete understanding of the metallurgy involved, inadequate refractories, poor materials of equipment fabrication or trying too many new ideas at once. With time, these problems get solved and the technologies become commercialized .These were processes whose time had not come when originally proposed, but did eventually. On the other hand, there have been some concepts whose time will never come. They were impossible then and they are impossible now. The people that dream these up were either crackpots (they didn't know what they were doing, but thought they did), or charlatans (they knew they didn't know what they were doing, but didn't care). Both rely on bad science to propose metallurgical absurdities. These too have their place in the development of technology, though mostly negative, and several examples will be discussed in this paper. Three from around the turn of the century will be covered, as well as one from this decade. The last demonstrates that the art of creating absurdities has not withered, even after ninety years of scientific sophistication, and some can even be patented. The first three reached field trials due to the gullibility of company management. The last arose from a fortuitous mis-operation of a plant which solved a problem, but the explanation and patent which arose are metallurgically impossible.

Jan 1, 1999

During the past decade, since the appearance of Popoff's (1966) review of grade tonnage calculations, it has become evident that defining a new method which could be followed step by step by a technician and which would improve reserve estimation was not a simple thing to do. Some concepts have emerged though, and most definitions of ore reserve now require a statement of reliability (USGS, 1975; and Zwarten-dyke, 1976). Exactly how the reliability should be computed is not a straightforward process. It also became apparent that not only was reliability a requirement but that additional questions such as how to predict mining re- serves from geological reserves were to be asked. In fact what became obvious is that specific models have to be designed for each type of mine and for each type of question which is asked. Most methods can be encased within a unique general geostatistical, model, but it takes considerable custom tailoring, and there are still questions that are left unanswered. In this chapter, before giving techniques, we intend to first review what should be required from a grade tonnage calculation done at the exploration stage. If the final objective is still to specify a tonnage and grade, with eventually a reliability, many qualifications have to be made before quoting, and of course, calculating these two numbers. Then the currently avail- able methods will be reviewed and future trends will be shown; finally a few case studies will be given and recommendations about the choice of a model will be made.

Jan 1, 1979

The Bureau of Mines has reviewed those portions of the "Tariff Schedules of the United States Annotated 1963" that are of interest to the minerals industry. This study shows to what extent rates of duty were altered (increased of decreased), and provides a bridge where possible from the old Schedule A classification system to the new TSUS system of statistical reporting of import data. In general the new tariff has corrected previous classification defects and inconsistencies, but the rates of duties have not been materially changed.

Jan 1, 1965

A comprehensive analysisof rock structures in non-oriented (axially oriented) drillcore is now available (Laing, in press). The system embodies new concepts which better equip the geologist and engineer to deal from the outset with optimising the acquisition of structural information in drillcore, logging, interpreting, and graphically presenting the results. The few existing techniques for determining orientations of structures are augmented by a wide range of new techniques, and all are brought together into two solution types by considering the underlying Euclidean geometries. Analysis of these solution types in terms of what data are required to implement each solution and what assumptions need to be made, leads to strategies which facilitate intelligent design of different drilling programs for blind and outcropping situations. Drillcorc is variably structurally fertile, depending on the number of different structures present. This concept fosters the selective logging only of the more fertile core. Drillholes are also variably fertile, depending on their orientational relationship to the structures in the host rocks. Structural parameters are either vectorial or non-vectorial. Vectorial structures parameters comprise normal structural orientations plus polar vectors like vergence, younging, shear sense and so on. They can be determined by one of two solution types: external solutions, which use an external reference structure to fix the drillcore and thus permit orientation of all structures within that core, and internal solutions, which use orientational data from a selected structure at three or more different drillhole orientation to determine the unique orientation of that structure, without reference to any external structure.

Jan 1, 1990

By C. R. Lattanzi, M. J. Davie, L. D. Smith, J. R. Goode

"The feasibility study determines the technical and economic viability of a project at the level of accuracy required by the owner to make an investment decision. The economic analysis usually includes calculation of the discounted cash flow. Key components of the cash flow include the project capital cost, the operating costs, construction schedule, production rate, product prices and financial details.This paper examines the feasibility study for a typical mining project. The paper discusses acceptable methods for the determination of the geological and mineable are reserves. The prerequisites for the development of suitable designs, and the calculation of capital and operating costs for the mine, processing plant, and infrastructure are reviewed. Important features of the cash flow analysis and its interpretation are presented.IntroductionThe commercial development of a mineral deposit invariably requires the investment of capital in preparing the deposit for production. It has always been necessary, therefore, to demonstrate to the investor of capital that production of a saleable commodity is both technically feasible and economically viable. The instrument typically used to make these determinations is the feasibility study .Traditionally, mining companies have been rather conservative in their approach to financial management. Until about thirty years ago, the capital required to develop a new mine was most frequently provided by internal corporate cash now and virtually all of the necessary technical and economic studies were performed 'in house'. Under these circumstances, there was little standardization as to what constituted an acceptable feasibility study, and even less as to what constituted an acceptable measure of economic viability."

Jan 1, 1991

By C. Ottergren

A process does not have higher capacity than what can pass through its bottleneck. Acknowledging this, and with the goal to optimize production at a minimum investment, one can use existing equipment, modify the process flow and make a few strategic capital investments. Automatic setting regulation is a technology that allows balanced crusher performance matching minute changes in feed material characteristics. The system makes it possible to utilize the crushers fully at all times. It also continuously and completely compensates for manganese liner wear.

Jan 1, 1999

Technically competent, skilled and efficient people are often promoted into management and leadership positions, climbing through the ranks to senior positions without training or direction in soft skilling. These soft skills are what really motivate teams to achieve business goals. This paper looks at the three key soft skill areas that compel teams to follow leaders, namely manners, mentoring and motivation. Our manners control our behaviour and attitudes and operate at a subconscious level. The manners that æmaketh the manager worth followingÆ are discussed with the express purpose of bringing these to our consciousness. When we recognise those behaviours that alienate or inspire we can consciously behave in ways to lead our teams towards our goals. Our attitude to mentoring and developing people around us speaks of our commitment to our people and our industry. Surprisingly, the more we give the more we get. Mentoring gives us an opportunity to leave a legacy, inspire commitment and build support within the mining community. How do we as managers provide mentoring within our teams? What are the mentoring behaviours that inspire learning and commitment to a managerÆs goals? When managers can identify an individualÆs unique mix of motivational drivers, they can understand how to motivate them. And motivated people are more likely to be retained and work towards the managerÆs goals. The soft skills used to understand and motivate within the three core motivation drivers (competence, expression and treatment) are presented. This paper is designed to share straightforward soft skills for managers who have tread the technical route.

Jan 1, 2006

This paper reviews recent positive developments in Europe on the regulation of gold mining. However, it also examines the problem that while gold projects may be bankable and technically and environmental defensible, the odds tend to be stacked against granting of an environmental permit. The historic background to this situation is examined and current developments and initiatives are critically analysed. Standards and benchmarks for the industry have been established across the community and these have a strong influence in European Union accession (and aspiring) states as well. While this is welcome in regard to improving environmental performance, it also represents a significant milestone with mining (and particularly gold mining) now æon the mapÆ as a legitimate enterprise, a situation that was patently not the case prior to 2003. At the project level, very frequently, the difficult biophysical problems are addressed and satisfactorily dealt with according to the new regulations, but still there are problems regards trust and acceptance that underpin a æsocial licenceÆ. What goes wrong and how can companies deal with the social/environmental issues that lead to entrenched views and concerns, irrespective of any amount of demonstration of good practice and corporate social responsibility? What is the role of the non-governmental organisation (NGO) and are they as accountable and responsible as they should be? The findings presented draw upon recent experience with the environmental permitting of projects in Spain, Greece, Romania, Bulgaria and Serbia on behalf of Australian, Canadian and British companies as well as international funding institutions.

Jan 1, 2007

By Paul D. Tomlingson

World class performance is the ultimate objective of many maintenance organizations. It marks the organization as a leader in its industry and sets it apart as the ultimate achiever. But what is a “world class” standard and how can it be achieved? Is there a yardstick by which an industrial organization can measure the relative performance of its maintenance activity and compare it with performance levels that universally identify “world class” status? Are there financial formulas, achievements, evaluation techniques or indices that provide this yardstick?

Jan 1, 2006

By Leith Sharp

I was confronted with a profound dilemma as an undergraduate engineering student at the University of New South Wales in Australia in 1992. I had been taught that our planetary life-support systems were in a state of alarming decline by an institution that operated as if what the faculty was teaching was irrelevant. Lights were left on in empty overcooled classrooms, recycling bins were nonexistent, lawns were maintained using pesticides and herbicides, diesel trucks spewed fumes as they passed on their way to drop off chlorine-bleached virgin paper. This disconnect was very alarming to me. While it was obvious that universities should play a leading role in teaching and researching sustainability issues, I wondered how it could be possible to make widespread institutional changes to meet the demands of environmental sustainability when it was not even being done in the very university sector where these ideas were being promulgated. If universities would not change, then who can and who will, I wondered? To a growing number of people, the idea of teaching sustainability without demonstrating it is highly problematic. It is also widely believed that the ability of the higher education sector to reform its own practices is an important indicator of humankind?s ability to address the global environmental imperative across all sectors of society. These sentiments have helped fuel what is now referred to as the campus sustainability movement, a movement dedicated to transforming our campuses into living laboratories for the demonstration and practice of environmental sustainability.

Jan 1, 2010

In some parts of the world explosions in mines are more commonplace events. Even in the more developed nations explosions have occurred in recent times. In some cases these mines have significantly lowered their lost time injury frequency rates and as such considered themselves to be ?safe? operations. The consequence of these explosions has been devastating. It is not just the loss of those underground, but also to the families that have lost people in them and the broader community that has lost friends, income, business opportunities, and in many cases support and sponsorships. It begs so many questions, ?What went wrong??; ?Why were the circumstances not foreseen??; ?What could have been done to prevent it??; ?How is it that no one stopped it, reported it, fixed it etc.??. Being held accountable for negligence, should not be overlooked, however this may not aid the processes required to find all the answers. If the nature of explosions is understood, the circumstances and tools to prevent them are readily available then the occurrence and reoccurrence are due to weaknesses or inadequacies of the systems of work or in the implementation of them. This paper restates the fundamentals of gas explosions, examines the options to control the underground environment through ventilation, gas management and monitoring, education and training. Case studies have been used to examine systematic failures in ventilation management. In some of these cases it is not so much, the system that had been developed, but the interpretation and implementation of the system that resulted in the failure and subsequent loss.

Aug 1, 2013