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By David R. Maneval

At the turn of the century the keys to industrial success were coal and iron. At that time, Pennsylvania was the ranking mineral producer among the States and close to 90% of the Nations energy output was generated by coal. The growth of this Common-wealth into the greatest industrial State in the nation has been due to the huge resources of easily accessable coal found by the early settlers. It was the development of these deposits that provided the United States with a new source of fuel energy. For nearly a century, the Commonwealth was the chief powerhouse of our nation and the chief source of its industrial blood and bone. In 1928 it was truly said that coal was king in Pennsylvania. Pennsylvania that year mined a billion dollars worth of coal. A single train carrying this output would reach more than twice around the world at the latitude of Pennsylvania. Coal formed nearly 67% of the freight of Pennsylvania and was responsible for its four billion dollar iron and steel industry. Coal was the real reason why Pennsylvania although 32nd in size was second and not tenth or fifteenth in wealth, population and industry. Pennsylvania was slow to take-up her heritage as the greatest coal producing State in the union. But the knowledge that coal was present was not slow in accumulating. In fact the Indians were aware of its existence long before the white man arrived. They knew that many of the hills were underlain with black stones that would burn. It is reasonably certain that Arnold Viele, the first white man to cross the mountain in this State saw coal in them in 1692. But awareness was not enough. The population in these days was confined to southeastern corner of the State and the population at this time had little need or interest in the resources further inland. Pennsylvania anthracite was discovered in 1762 but was first regarded only as a curiosity. Commercial productions started in 1820. This stimulated the development of many native industries and extensive canal system and afterwards an elaborate net-work of railroads were constructed at great costs to bring the products of the hard

Jan 1, 1971

By W. J. Gibson

"This paper will provide a general assessment of the differences in construction and industrial labour relations. From this outline will come a detailed examination of labour relations in the construction industry and then specifically as related to the construction of mining projects, with emphasis on projects in isolated areas. Development of manpower forecasts, manpower availability, wage escalation formats, working rules, training and recruitment programs, and safety - as related to construction labour relations in the mining industry - are topics which will be dealt with."

Jan 1, 1972

By D. Harrington

This paper is a revision of Information Circular 7380, by D. Harrington and J. H. East, Jr., published in 1946, entitled ?Safe Storage, Handling, and Use of Commercial Explosives in Metal Mines, Nonmetallic Mines, and Quarries.? Issued soon after the close of World War II, this earlier circular described the unprecedented increase in the production and use of commercial explosives during the war as a result of expanded industry and the tremendous demand f or metals and minerals. In the years following World War II, the production and use of commercial explosives in the United States have continued to rise. Hence, the Bureau of Mines presents these revised figures through 1952. In rewriting this Wormation circular, most of the text prepared by Harrington and East has been retained, with newer statistical information compiled by Seth T. Reese, Accident Analysis Branch, and V. E. Wrenn, of the same branch.

Jan 1, 1954

By Thomas H. Sheldon

IN the zeal for opening up new ore-bodies, or for. extracting the ore from attractive bodies gal ready opened up, we very often lose sight of the fact, that, after all, the operation of a mine is a business proposition, pure and simple; and for the best working-results should be treated upon a strict business basis. Of course, in every mine of consequence a record is kept of expenditures and receipts, and such glittering generalities as "gross receipts," " net receipts," " mining expenses," .and " per cent. profit," can be told to the cent; but does this . record show economy of management, either as compared with the same record of other months, or as compared to the record of other mines of the' same class ? Moreover, if such a record shows that the cost of mining is high, does it in any way en¬able the manager to put his finger on the leakage? Does it necessarily follow that a mine which makes a profit of, say, 40 per cent on 25-dollar ore, is doing less economical mining than one which saves 60 per cent on 80-dollar ore ? Of course the figures in the latter case look the more attractive, but when it comes to a point of saving everything which can be saved, and of cutting down expenses to the lowest possible cost of operation, the former mine is doubtless on the most firm and economical financial basis. But as the relative merits of the system of mining in the two cases, nothing could be decided without a basis of detailed comparison ; if one system is more economical than the other, why is it so, and wherein does the advantage lie ? This can be shown only by keeping accurately the cost of each mining operation. And no matter how dissimilar two mines may be in character and operation, yet there are a few general heads common to all mining operations. In the first place, it is necessary to break the ore from the solid ground ;

Nov 1, 1905

By B. C. Darst

Developments in the agricultural use of potassium (K) have been based solely on the essential role K plays in crop production. Crop plants cannot complete their normal life cycle if K is deficient or absent. In fact, no essential plant nutrient other than nitrogen is required in greater quantities. Table 1 shows the amounts of K some crops take up from the soil. Although the exact functions of K in the plant are not well known, its primary role seems to be tied to plant metabolism. Potassium is vital to the process of photosynthesis. When K is deficient, photosynthesis declines, but respiration increases. These two K-deficient conditions. . . reduced photosynthesis and increased respiration ... lower the plant's carbohydrate supply, the end result being poor agronomic crop production. Potassium is also essential to several other plant functions, including the following: 1) Protein synthesis. 2) Water use efficiency, through the influence of K on stomata opening and closing, to maintain the turgidity in plant leaf cells. 3) Translocation of heavy metals such as iron and zinc. 4) Ionic balance. 5) Control of enzyme reactions within plants.

Jan 1, 1985

By John A. Mathews

D R. CHARLES W. ELIOT, the great educator and philosopher-he of the five-foot book shelf-recently gave expression to a thought I had long been cherishing as a private opinion, when he said: "It is obvious that standardization has become a dangerous adversary of progress in both education and industry." This idea must have been more widespread than either of us knew, for some five years ago a writer of verse for one of the comic papers dealt with it at great length. I will quote only a few of his stanzas to illustrate his understanding of "A Standardized Existence" : A visitor at large, I stand Beneath a standard sky- Where everything is standardized To please the standard eye. Each tree is of a standard height, Each building is the same; Each man is uniform in height, And has a standard name. Above there is a standard star Beside a standard cloud, And a standard weather here prevails To please a standard crowd. With standard joy, and standard gain, The standard people live; And if there is one bit of pain T?is such as standards give.

Jan 1, 1926

"The Code was developed in 2004 through the Collaboration Agreement between Institution of Mining Engineers of Chile (IIMCh) and the Ministry of Mining (Chile) in Dec 2002. It is an amalgamation of current practices with respect to standards and procedures for exploration prospects, mineral resources, and reserves for the purpose of public reporting. Certification is required to prepare and issue information on mineral assets according to the guidelines that regulate the technical, economic, and environmental aspects that satisfy the conditions set by the Chilean capital and financial markets.The Mineral Resources Committee of the Instititution of Mining Engineers of Chile (IIMCh) is pleased to introduce theCode for the Certification of Exploration Prospects, Mineral Resources and Reserves which is the result of a Collaboration Agreement between the IIMCh and the Ministry of Mining established in December, 2002.This code synthetizes the present practice of the mining industry in regard to standards and procedures applied to exploration prospects, mineral resources, and reserves with the purpose of reporting publicly on financial instruments based on these mine assets in the capital markets. These standards follow general criteria already adopted and applied by capital markets in those countries characterized by a very dynamic and well developed mining sector such as Australia, Canada, Southafrica, United Kingdom, and others. The work done by the Mineral Resources Committee of the IIMCh has had the recognition of the Combined Reserves International Reporting Standards Committee (CRIRSCO) that leads the establishement of an international code in these matters. CRIRISCO is an entity formed by representatives of the countries previously mentioned, a representative of the Society of Mining Engineers of the UStates and a representative of the IIMCh. The Institution thanks the Ministry of Mining, the representatives of these Ministry in the Mineral Resources Committee, and specially the Minister of Mining, Sr. Alfonso Dulanto Rencoret due to the genuine support given to the IIMCh in the preparation of this Code.The Institution also thanks the Superintendencia de Valores y Seguros (SVS) because of the help given continuously to the Committee as well as by the interchange of opinions and suggestions received during the preparation of this document."

Jan 1, 2003

By Ben Habermann

"The object of the work described in this paper was to increase the understanding of the relation that capillary pressure of a rock, hydro-dynamics, and accumulation of oil in stratigraphie traps have to one an-other. The hydrodynamic oil-water tilt equation is derived by considering the two vector gradients involved: (1) buoyancy of oil in water and (2) hydraulic gradient.Recent theories show the necessity for oil to have a continuons phase in the reservoir rock in order to mi-grate; this fact applies to hydro-static as well as to hydrodynamic conditions. Hydrostatically, the displacement pressure of the rock deter-mines the amount of oil that can be trapped behind a permeability barrier. If the buoyancy of oil in water exceeds the displacement pressure, oil will migrate up-dip; an oil trap will be formed where displacement pressure is greater.In stratigraphie traps the pressure drop caused by moving water is positive when its direction is down-dip, helping accumulation; and it is negative when its direction is up-dip, forcing the oil into the tighter section of the reservoir. Theoretically, pro-vided we have data such as: (1) the displacement pressure of an up-dip permeability pinchout, (2) density difference between the oil and water in place, and (3) the direction and magnitude of the hydrodynamic gradient (if any), the possible extent of a stratigraphie oil accumulation down-dip can be predicted.To test the above theory sample cores from three wells in the Denver Basin were analyzed and the oil column that could be held under hydro-static conditions was calculated. After the hydrodynamic influence was considered, the results were compared with actual field data.The significant fact shown by this investigation is that the calculated oil column in one reservoir very closely approximates the actual extent of the oil column in a well. Also in accordance with the theory, the capillary pressure caused by the buoyancy of the oil column exceeded the measured displacement pressure on core samples from another productive field. For very tight shaly sand and questionable oil shows, the interpretation of data is very critical, as shown by experiments on core samples from a third field."

Jan 1, 1960

By A. Tobey Yu, W. Joseph Schlitt, Alfred Weiss, Frederic L. Kadey, Louis Kuchinic

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-

Jan 6, 1984

Project managers must juggle many aspects to bring their project in on time, on budget, and in accordance with the aims of the project owner. Whether the project is a mining feasibility study, a technology implementation or a construction project, it falls to the project manager and his or her team to deal with risk from two standpoints, which may be at odds with one another. First, a project team must deal with risks to the project itself û that is, risks to on-time, on-spec and on-budget delivery against the value promise made to the customer. Second, there is the management of risks within the subject matter of the project, undertaken on behalf of the customer. The project manager cannot dodge this responsibility; yet there is a tendency (particularly in smaller, in-house studies) to avoid digging too deep, possibly for fear of what may be uncovered! This paper investigates the responsibilities of project teams in regard to risk management and reporting. It examines ownership of project risk; the nature of risk management activities undertaken by the team during the course of a project; and outlines some controls to ensure that the two opposing arms of project risk are reconciled for the benefit of both the project team and the project owner.

Jan 1, 2007

By D. E. Sullivan

The Bureau of Mines investigated the availability of potash from 68 mines and deposits in 12 market economy countries (MEC's) containing, at the demonstrated resource level, approximately 11.7 billion metric tons (mt) of potash in assay terms of contained K2O; K2O as used by industry as a standard of comparison for the different forms of potash. These resources include almost 190 million mt in the United States, 9.63 billion mt in Canada, approximately 430 million mt in Western Europe (France, Federal Republic of Germany, Italy, Spain, and the United Kingdom), 1.24 billion mt in the Middle East (Israel and Jordan) and over 220 million mt in other countries (Brazil, Chile, and the Congo). This analysis his determined that future production of potash in MEC?s will most likely continue to be from the large resources associated with producing operations in Canada. Based solely on the demonstrated resources included in this study, potash mining in the United States would decline while overseas production from MEC's can continue into the next century at near current production levels. However, timely development of new or inferred resources would offset any such decline. Producing mines in Canada have the resources to increase and maintain increased production well into the next century. For U.S. potash users, Canada is a long-term stable and secure source.

Jan 1, 1986

By F. B. JEWETT

TWENTY FIVE years of doing, finding, and encouraging others to do scientific research in' industry, and of organizing the machinery for the` smooth 'and effective conduct of such research, have left me with a feeling that so far as this branch of human activity is concerned the problems in 'essence are- not, materially 'different from those met elsewhere. Years ago, in a less mature period of life, I may have thought that the effective industrial research man was a being somewhat different from his fellow workers in adjacent 'fields, but I have long since 'changed my views. The rank and' file of the modern industrial research organization are relatively easy to find, though some¬times difficult to get in sufficient numbers. Mistakes in choosing them are not particularly serious to the or¬ganization, however unfortunate they may be for the misplaced individual who persists too long in the wrong environment. The reason for this is obvious from the fact that, taken by and large, the work of the rank and file is at best necessarily a work of detail done under guidance of the more experienced. In this respect the situation of the rank and file in an industrial research organization is not different from that class in any other group activity, whether concerned with industry, the university, or the church. This does not mean, however, that we are not all anxious to have the best possible material obtainable in the rank and file, or that we are indifferent to the utmost of encouragement and stimulation to its individual members.

Jan 1, 1929

By E. L. Bohnet

The purpose of this paper is to translate a mining company's "Corporate Objectives" into usable and practical guidelines for long term mine design and production scheduling. These guidelines are required to ensure that both operating and development properties are designed and economically ranked on the same basis, and with the "current" Corporate Objectives in mind. Secondly, if both management and mining engineers have a better understanding of the cause and effect of corporate policies, then penalties and risks associated with various Corporate Objectives can be put into better perspective for management. Corporate Objectives, relative to usable guidelines for either short and/or long term mine planning, could be defined as one or more of the following four objectives: 1) Maximize the recovery of the economic portion of the defined geologic resources, and hence, maximize total non-discounted project cash flows and profits (most common approach in mine design), 2) Maximize the Net Present Value (NPV) of the after-tax cash flows from each existing or proposed project, either on an individual basis or in concert with other projects, including downstream processing facilities (primary method used to judge relative investment merit of a proposed development or operating concept), 3) Limit short and long term capital expenditures to a defined ceiling, 4) Maximize product output for the existing facilities in the short term, or conversely, keep commodity production at a constant level for a series of years.

Jan 1, 1994

By H. B. Hill

The discovery of the Oklahoma City field and its .rapid development into one of the major oil-producing districts is an outstanding epoch in the history of the petroleum industry not only of .Oklahoma but also of the United States. The relatively great depth to which the wells were drilled and the large initial production of high-gravity oil are of special significance. The field has boon under proration almost from the time that its development began, and many new production problems have developed out of the changed conditions of operation. The discovery well was first tested in December 1928 at a depth of 6,402 feet, with an initial production of 4,847 barrels of 38.5° A.P.I. gravity and several months later was completed at a depth of 6,624 feet. The large initial production, the high pressure, and the large gas volume in the different horizons of the discovery well suggested the potential possibilities of gas and oil, production in formations of Pennsylvanian and pre-Pennsylvanian age.

Jan 1, 1933

By Richard V. Ageton, Harry E. Tufft, E. A. Holbrook

When an underground excavation is made, the rock surrounding the sides and top of the opening is deprived of its natural support and tends to fall. Whenever caving takes place, the time and extent of the caving depend on the character and condition of the rock. In strong homogenous rock, such as solid granite, even a large chamber may stand indefinitely, whereas a soft material, such as clay or a loose material like unconsolidated sand, falls immediately if not supported. Weaknesses in the rocks induced by structural features, such as joints, :fissures, bedding and cleavage planes, and fractures produced by blasting, will cause the falling of insecure blocks or slabs unless means are provided to support these in place. In an unsupported mine opening, as a tunnel, the first slight settling or adjusting movement of the rocks (the "initial creep" or "set") is caused by the great weight of overlying material pressing down the rock masses above and around the roof and sides of the opening until they key together in roughly the form of an arch. The rock, after it has adjusted itself to this shape, becomes. selfsupporting. Timbering is necessa.ry in all mining only to support, therefore, those comparatively small blocks or pieces of rock which tend to loosen from the top and sides of the opening during or after the formation 'of the natural rock arch, and which lie between this natural rock arch and the opening. This statement, of course, has its limitations. For example; a layer of strong rock, like limestone, may act as a beam; then only the material under the limestone will need support. Timbering is not, as is commonly supposed by the layman, used to supp!ort the huge mass of rock between the back (roof) of an underground opening and the surface. It would be impossible to place enough timbers in a:ny underground opening to support such a mass. This fact is not'·perceived by all miners.

Jan 1, 1923

By Paul Eimon

The 1981 Fall field trip of the Denver Region Exploration Geologists' Society focuses on Creede. That is appropriate - because significant mining history has been made and is being made in this off-the-beaten track, high-country mining district. Creede is one of the few Colorado bonanza towns which was big in the 19th Century, had its ups and downs, and produced almost continuously since its discovery. Creede is important to geologists for its: precious and base metal production, current exploration activity, and research into near-surface hydrothermal systems. United States Geological Survey research and field geologists zeroed in on Creede some 25 years ago and their steady, consistent work is now being spotlighted and appreciated.

Jan 1, 1981

By A. J. Kraemer, O. C. Blade

This report on the properties of motor fuels sold through service stations in the United States is a continuation of a series of reports made in accordance with a cooperative agreement between the Coordinating Fuel Research (C. F. R. ) Committee of the Coordinating Research Council (C. R. C.) and the Bureau of Mines of the United States Department of the Interior . The first of these reports contained data on motor gasolines sold during the winter of 1935-36 and further reports on motor gasolines sold during the succeeding summers and winters to the summer of 1941

Dec 1, 1943

By Ignacio Salazar

Somebody sure gave me the wrong title. I can talk much more freely about the impact of the anti-nuclear movement on the DRILLING industry in New Mexico. In a word, it is being "clobbered." It doesn't seem like very long ago that my brothers and I were busy trying to find enough new equipment (and trying to talk bankers into lending us enough money) to keep up with drilling work we could get. Seemed like no matter how hard we worked, and how much money we borrowed, we were always one step behind where we wanted to be. We had so many holes to drill that all our crews were working three shifts a day, and over several states. The nation needed energy, and we were ready to help supply it. Exploration and development drilling jobs were all going full-blast. We had trouble keeping up with them. With luck, we figured we'd be able to get all our equipment out of hock before all the necessary uranium mines were developed.

Jan 1, 1979

By Gian San Ana d Ávila, Rodrigo Marcelino Guilherme, Bruno de Alcantara Monteiro, Rafael César de Souza, Denilson de Souza Braga

O Objetivo deste trabalho é apresentar a implantação inovadora de testes das proteções intrínsecas nos Gasômetros de gás de Alto Forno (BFG) e gás de Aciaria (BOFG) denominado de "Testes Espoleta", no qual são realizados testes a quente de todas as proteções existentes, estando os gasômetros em operação normal e conectados ao processo produtivo. Estes testes foram idealizados a partir de benchmark com empresas do setor siderúrgico em função do acidente ocorrido com um gasômetro em 2018 no Brasil, e principalmente durante os trabalhos desenvolvidos por um grupo de trabalho multidisciplinar em conjunto com a consultoria especializada em Análise de Riscos de Processo (ARP). Como resultado deste trabalho, foi definida uma recomendação de testes no sistema de proteção após classificação de grau de risco 1 (Gravidade/Probabilidade) do perigo de explosão / incêndio em caso de falha nas proteções dos Gasômetros e as redundâncias existentes.

Aug 1, 2019

By B J. Wilde

Evaluating the resources and reserves in a mineral deposit requires many interdependent subjective decisions. The decision of stationarity is arguably the most important. This decision includes: the choice of domains that subset the entire deposit, modelling the boundaries of each domain, and understanding and considering the nature of the contacts between domains. Reasonable choices are made in consideration of the geological context, the available data, the goals of the study and the available resources for the study. This paper reviews aspects of the decision of stationarity in modern resource assessment with a focus on quantifying uncertainty and using numerical/statistical tools to help the geomodeller. The use of volume/distance functions to quantify uncertainty in domain limits is particularly important and is presented in detail. The use of contact plots provides help with the continuity of grades across domain boundaries. Realisations are not assembled as a branching combinatorial of all possibilities, but as a set of realisations that provide a measure of uncertainty. This paper amounts to a definition of stationarity for modern resource assessment.

Sep 26, 2011