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By Jesse A. Miller

ALTHOUGH the element titanium was discovered by William Gregor in 1790, over a hundred years passed before it was put to commercial use. The first commercial application of titanium was as an alloy additive to iron and steel, and the first ferroalloys were produced domestically in 1906. Titanium pigments were developed somewhat later and have been produced in the United States since 1918. The use of titaniferous material in welding-rod coatings first gained acceptance ill the mid-30's. The metal titanium has only had commercial importance since 1948; domestic production for that year was 10 tons. The relative importance of these major uses of titanium in various forms may he gaged by the consumption of titanium dioxide (Ti02) for these purposes in 1954. Of a total of 440,000 short tons of Ti02 consumed in 1954, 95 percent of the total was consumed for pigments; 2 percent for welding-rod coatings; 1 percent for non-titanium-base alloys and carbide; and 2 percent for miscellaneous uses. The titanium-metal industry is in its infancy, but it has more than doubled its output every year from 1948 to 1954, reaching 5,370 short tons in 1954.

Jan 1, 1957

By R. M. Whyte

The complexities that exist in the nature of the basic feedstock to the metallurgical process call for a high degree of ingenuity from the extractive metallurgist in seeking the best possible treatment method for a particular ore. Drawing from personal experience the author presents four case studies that demonstrate the value of creative thinking in addressing the challenges typically encountered by the extraction metallurgist. It is concluded that creative expression most often occurs in response to a perceived strong need within an organization. By deliberately laying down meaningful challenges management can stimulate innovative thinking and achieve extraordinary results.

Jan 1, 2009

By Adam Chrzanowski, Eugene E. Derenyi, Peter Wilson

"The rapid growth of the mining industry in Canada necessitates a reevaluation of existing mining surveying techniques and the development of new methods. In this connection, the Department of Surveying Engineering at the University of New Brunswick initiated a research program, and the major points of investigation conducted to date are as follows: 1. Based on practical experience and theoretical studies, all factors influencing classical shaft-plumbing procedures were analyzed. Refined methods were developed to increase accuracy. 2. The performance of electronic and optical distance-measuring instruments in underground conditions were investigated. In this connection, test measurements were made in various mines, employing four types of Tellurometers, two models of Geodimeters and a proto-type optical range-finder. 3. Tests were conducted and methods developed for the mapping of large underground chambers by photo-grammetric means. The aforementioned points are discussed at some length in the paper. The authors have also indicated areas where further research is needed and suggested ways and means to improve and modernize mining surveying as a whole throughout Canada."

Jan 1, 1967

By K. Komnitsas

This paper presents the main environmental assessment techniques and indicators that can be used a) for the establishment of a sustainable development framework and b) for the evaluation of the environmental performance within the mining sector. Reference is made to techniques as environmental risk and impact assessment, life cycle assessment, cost benefit analysis and best practical environmental option assessment that can be used as tools to assess environmental impacts of processes, activities and products in the mining sector. In addition, the issue of environmental indicators, covering operational, management and environmental areas, that provide valuable information regarding both the environmental performance of a mining company and its efforts to influence this performance towards sustainability is discussed.

Jan 1, 2003

By K. F. Bailey

Naturally occurring asbestos in aggregate and other mineral deposits, and the release of asbestos fibers into the ambient environment, is a public health concern. Determining the presence of asbestos in an ore body also presents a considerable sampling and analytical challenge. Improper and inaccurate identification of asbestos can result in unwarranted public and worker panic leading to significant costs to mine operators both in terms of dollars and company image. Some companies have been forced out of business simply because they had the non-asbestiform, prismatic variety of one of the six asbestos minerals. In the late 70’s, asbestos was found as a contaminate in a trap rock quarry in Rockville, Maryland. This discovery led to a massive overreaction by federal, state and local governments. In 1986, the Occupational Safety and Health Administration (OSHA) promulgated a final rule that regulated the common non-asbestiform mineral habits of actinolite, tremolite, and anthophyllite as if they were asbestos. The rule was reversed after a six-year struggle. Recently, the Libby, Montana, W. R. Grace vermiculite - asbestos, as well as the California chrysotile in serpentinite, and the New Jersey Southdown quarry – asbestos events have rekindled the entire issue of naturally occurring asbestos. It is time to get this concern addressed with sound science so that real asbestos is properly identified and controlled.

Jan 1, 2002

By George S. Koch

In preparing diamond-drill core samples for assay at the Homestake mine, Lead, S. Dak., 5-foot intervals of core are processed through three stages, crushing, grinding, and pulverizing, and portions of the core material are discarded after splitting at each stage of preparation. Then two 1-assay-ton fractions are taken from the pulverized material and assayed. This report investigates alternative methods of sample preparation. The consequences of crushing, grinding, and pulverizing all rather than part of the core are appraised through the statistical analysis of assay results from 118 5-foot intervals of core. Evidently, a substantial improvement in precision at small additional expense is obtained by grinding most or all of the core before splitting. Pulverizing all of the core would be desirable only if doing-so would cost less than assaying five random splits from each interval. Graphs and tables detail appropriate procedures to obtain specified precisions. The experimental design and methods can be applied to similar problems in preparing core and other geological samples.

Jan 1, 1972

The history of the industry which recovers rutile and zircon from the heavy mineral beach sand deposits of Eastern Australia began with the initial discovery of zircon in 1895. Whereas a large number of small companies operated during the rutile boom of 1955-57, the industry is now controlled by a few large groups.Mining is mainly by suction dredging. Metallurgical practice is a two-stage process in which a bulk concentrate of heavy minerals, recovered by gravity methods, is separated into its constituent minerals by processes based mainly on surface, electrical, and magnetic properties.Various separating devices using these principles have been developed in the industry and combined in various ways in the operating plants.There is scope for future metallurgical developments.INTRODUCTIONThe existence of deposits of heavy minerals ("black sands") on the northern coast of New South Wales has been known for at least 90 years. The earliest metallurgical operations aimed at the recovery of gold, platinum, tin and monazite. Mainly because of the low grade of these deposits with respect to these minerals, but also due to metallurgical difficulties, such operations were abandoned by about 1895 (Whitworth, 1959). The presence of zircon was recorded quite early (Carne, 1895) but Raggatt (1925) appears to have been the first to report the presence of rutile.The economic exploitation of the deposits was initiated in 1928 when D. H. Newland, State Geologist of New York, made an examination on behalf of The Titanium Alloy Manufacturing Company of America. Developments were then delayed by the world-wide depression, and the first commercial separation of the heavy minerals was made at Byron Bay in 1934 by Zircon Rutile Ltd. using a froth...

Jan 1, 1963

BIBLIOGRAPHY Allen, C.A, Analyses of Utah Coals, United States Bureau of Mines Technical Paper 345, 1925, pp. 90. Allen, J.E. and E.M. Baldwin, Geology and Coal Resources of the Coos Bay Quadrangle, Oregon, Oregon Department of Geology and Mineral Industries Bulletin 27, 1944, pp. 160. "Aluminum Boom Raises Productivity", Coal Age, Vol. 82, No.6, June, 1977, pp. 103.

Jan 1, 1978

By W. L. Honnold

AS BOTH South Africa and diamond mining are unfamiliar subjects it seems best that on such an occasion as this I should endeavor to reflect the atmosphere of the place and to picture the mines from an industrial rather than from a technical standpoint and, because of long absence, my remarks must necessarily be sketchy and in some particulars not up to date. The preferable route to South Africa is via England, direct steamers from America being inferior as to service and effecting no saving of time. The newer boats are of about 20,000 tons capacity and very comfortable. Seventeen days are required for the voyage and only one stop is made-that at the island of Madiera, three days out. Between Southampton, the port of departure, and Madiera the weather may be warm or cold and the

Jan 1, 1925

By R. Venkataramani

Crushed stone operations have become more difficult due to rising costs of labor and equipment, with the consequent reduction in profit margins. Competition from other operators and the encroachment of vertically integrated companies place severe restrictions on available markets. The seasonal demand for stone precludes any definite production level, and changes in productivity have to be accommodated. These influence profitability, and therefore production plans must be continuously adjusted to keep pace with rapidly changing conditions. The basic problem of stone companies seeking to maximize profits is one of balancing stone production costs, costs of inventory holding and stock-piling, marketing costs and any other charges accruing over time against the selling price of stone. Because of high peak demands, slack period production must be stored and then distributed to supplement peak period production. For a multi-plant operation, there is a need to evaluate at the same time the interaction between the plants and the various marketing sectors. In a multi-plant operation with different production capacities and production costs, stone producers are interested in the answers to the following questions: 1. How much stone should be produced at each plant in each time period? 2. What should be the optimum stone shipment from each plant to each market? 3. What are the effects on net returns and shipping plans, if production capacities are altered at the plants? These questions have many different answers that, will satisfy demands. From the point of production scheduling, the minimum production cost may be the objective. From the inventory standpoint, the best solution will be to synchronize production with sales. However, when the transportation of stone is also considered, the desired end is to achieve that delivered cost which maximizes the company f s net return. Besides, only an extremely naive analysis ,wouId attempt to

Jan 1, 1971

By Roshan B. Bhappu

Integrating a research and development department into an engineering company's corporate structure can be rewarding to the engineering division, the R&D group, and, most of all, the company's clients. Actually, the R&D department is a logical extension of the conventional processing group within an engineering organization-but the R&D group provides services as needed to the engineering department while it is carrying out regular testing, pilot plant, and preliminary feasibility studies. Backup Services Provided With an R&D group, the engineering division does not need a process engineering group as such. The R&D group provides project backup services for feasibility studies, preliminary and detailed engineering, construction, and startup. The R&D group, in turn, benefits from its close association with project engineers, draftsmen, estimators, and computer capabilities in the engineering division. The client also benefits from the arrangement because R&D and engineering skills are available to both departments on an as-needed basis without standby eost. To handle the integrated responsibility of R&D projects, as well as conceptual design and preliminary feasibility studies, the R&D staff must be carefully selected. These research engineers should: • have a good background in plant practice as a mill superintendent or chief metallurgist; • be capable of organizing and supervising a testing program or a pilot plant campaign; •be innovative and willing to accept new ideas and concepts; • be able to translate lab test results into a workable flowsheet through sound conceptual design and feasibility studies; and •be able to communicate with clients. In short, the R&D engineer must be a jack of all process-engineering trades to successfully take a project from concept to operating reality. Engineers in a metallurgical R&D organization should have experience in mining and processing all types of

Jan 10, 1980

By Benedicto Hadad Cintra

In an inflationary environment the need for reduced cost is a daily concern of all industries. The Du Pont do Brasil "Expanded Pattern" method has proven to be an extremely effective means of reducing costs in mining, quarrying and construction operations. Over the past years much emphasis was placed on rectangular drilling patterns where the burdens are less than the spacing. The Expanded Pattern method combining rectangular and staggered patterns, was implemented in 1971 in Brazil after extensive trials in close collaboration with numerous explosives users and Du Pont do Brasil Technical Services Engineers. The best multiple row spacing-to-burden ratio (S/B) was demonstrated to be in the 2 to 5 range and the effective spacing to burden ratio (Se/Be) was found to vary from 5 to 11. These ratios are for the interior of the blast pattern and do not hold true along the front row of holes. Geological rock properties, hole diameter and inclination, explosives energy and loading density, explosives characteristics, blast pattern geometry, bench height and delay patterns along with type and size of digging, hauling and crushing equipment must all be evaluated for each and every operation. The integration of these interrelated parameters, together with sound blasting practices are the basis for the Expanded Pattern method. Color slides and documented case histories will be presented.

Jan 1, 1985

By Spooner H. W

The paper describes the search for mineral deposits in an area of 4,500 sq. miles of south-west Tasmania. The area is one of difficult access and the problem of speedy movement and maintenance of field parties was solved by the use of helicopters. The programme has followed a systematic pattern of the aerial photography of the exploration area with the preparation of photQmosaics and topographical base sheets from these mosaics. Geological maps were initially prepared by photogeological interpretation and making use where possible of pre-existing information. The maps produced were later checked by ground traverses. Geophysical maps were obtained by the use of airborne magnetic, electromagnetic and radiometric methods. Geophysical and geological anomalies were checked on the ground by a campaign using ground geophysical equipment in the former case and geological and geochemical work in both instances. Audio Frequency Magnetic and Induced Polarization techniques were used in an area which was covered by several hundred feet of Tertiary sediments.The campaign has reached the stage of the drilling of specific targets.INTRODUCTIONThis paper describes the activities of Lyell-E.Z. Explorations (L.E.E.), an organization which was formed in 1956 by the Mt. Lyell Mining and Railway Co. Ltd. and the Electrolytic Zinc Co. of Australasia Ltd. to explore for mineral deposits in an area of approximately 4,500 sq. miles in southwest and southern Tasmania. To provide the necessary personnel and equipment for this project the exploration resources of both Companies were pooled and augmented and a headquarters was established in Queenstown. The work was directed by a Committee of four made up of officials from both Companies; a review of this structure has recently been presented by Hall (1959).

Jan 1, 1960

By W. D. Monaghan

Flame cutting and welding is one of the major causes of fires and explosions in underground U.S. coal mines. On May 20, 2006, a flame cutting operation at the Darby Mine No. 1 led to an explosion that resulted in five fatalities. On January 22, 2003, another explosion caused by flame cutting at the McElroy Mine resulted in three fatalities and three serious injuries. On June 22, 1999, a flame cutting and welding operation at the Loveridge Mine caused a fire that resulted in sealing of the mine for an extended period. Finally, on March 19, 1992, an explosion at the Blacksville No. 1 Mine that was caused by welding resulted in four fatalities. The National Institute for Occupational Safety and Health (NIOSH) conducted a study on fires and explosions in underground U.S. coal mines that were caused by flame cutting and welding operations to determine the root causes of these types of fires and explosions. The methodology included interviewing mining personnel who perform flame cutting or welding operations in underground U.S. coal mines and visiting mines to observe these operations, and MSHA reports of investigations and accidents statistics were analyzed. The results were used to identify and compare differences between flame cutting and welding practices and techniques in small and large mines, Eastern and Western mines, low seam and high seam mines, room and pillar and longwall mines, and between experienced miners and new miners. As a result of this study, best practices and interventions were developed to reduce the number of fires and explosions caused by flame cutting and welding. This paper provides a summary of this work. Disclaimer: The finding and conclusion in this report are those of the authors and do not necessarily represent the views of the National Institute for Occupation Safety and Health.

Jan 1, 2009

By T. Tholana, P. N. Neingo

"Mining companies globally are currently facing severe economic and financial challenges. In addition to global challenges, the South African mining industry has to face other operational challenges that are unique to the country and which threaten the survival and competitiveness of the industry. Profit margins are being squeezed by rising costs and decreasing commodity prices, while labour productivity is greatly affected by intermittent labour unrest. This paper analyses how the South African gold mining industry has performed pre-, during, and post the global financial crisis of 2008. The competitiveness of the industry in terms of labour productivity and industry cost curve position is analysed for the period 2006–2013 to assess the impacts of both the global financial crisis and labour unrest. An analysis of the South African gold mining industry is presented at company as well as mine level. Productivity measure in this paper is limited to labour productivity, in line with limited reporting on productivity. All the data analysed was obtained from the public domain. IntroductionSouth Africa dominated the world as the number one gold producer until 2009 when China took that position, and today South Africa ranks fifth after China, Australia, Russia, and the USA. According to Statistics South Africa (2009), South Africa still had about 30 years of production in the gold sector, a forecast that fluctuates based on the day’s modifying factors. Although South Africa has a comparative advantage in terms of minerals endowment, there are challenges faced by the mining industry that hinder translation of the comparative advantage into a competitive advantage. The industry continually seeks to address these challenges to remain competitive in global markets while addressing national and community needs.Neingo and Cawood (2014) argued that stakeholders in mining are continually concerned with mine management’s ability to translate use inputs effectively into quality outputs. They further suggested close monitoring of effective utilization of people, materials, and money to obtain maximum production of commodities under given conditions. Productivity is measured in various ways, including unit cost, output per employee, and output per unit capital equipment"

Jan 1, 2016

By Joseph Hodgson

Introduction SINCE about 70 per cent. of the total cost of mining is due to underground work which is out of sight, it is essential that expenditures should be made here to the best advantage. A great many mistakes have been made which were expensive, but perhaps these have not even been detected by mine owners. In the future these may be minimized to some extent, especially if there is cooperative effort on the part of each employee. I have been interested in this subject for some years and have tried to deduce principles and methods. These have proved highly advantageous and may also be of help to others. Some corporations, like the United States Steel, and the Cleveland-Cliffs Iron Co., have done a great deal in this field by having stated meetings of their organizations, with the view to interchanging ideas among their men and educating them along the lines of concerted effort. Since no man knows all about the various branches of mining, it is advisable that frequent meetings of the operating department be held for the interchange of ideas and that all members of the organization have an opportunity to express themselves on the various subjects. It has often been found that in discussions between heads of departments, foremen and bosses, many valuable suggestions may be obtained which promote the best interests of the company. The method regarded as the most conducive to cooperative effort, and pursued by the organization, is to analyze and develope the different phases of various mining subjects at regular meetings.

Jan 5, 1916

By Flanelson Maciel Monteiro, Yago Lutz Castro Pinto, Marcondes Mendes de Souza, Mauro Froes Meyer

This article is based on a bibliographical review of a field work that was done in the Salina São Camilo in the region of Mossoró - RN. The general objective of this research is to present the main exploratory and beneficiation aspects of salt production. Among the aspects of salt is the properties of salt, history and mining, besides the aspects of environment and work safety. However, this research resulted in preliminary data, but it would be interesting to be more thorough so that the extraction of salt in the academic world is disclosed

Oct 3, 2019

This paper reviews the technical advice available to support companies in the delivery of social aspects of sustainable development. It will draw on diverse experience from the sparsely populated plains of the Central African Republic, one of the poorest countries in the world, to the densely populated villages of the Carpathian Mountains in Slovakia. It will review basic requirements for the consideration of social issues, as well as guidance on international best practice. It will review: the legal basis; coverage; consideration of alternatives; scope; inclusive decision-making; indicator development; impact monitoring and evaluation. The paper will discuss the breadth and depth of social issues for consideration, including the realms of responsibility of a company in terms of social development in different operating environments. The extractive industries invest substantial amounts of money which typically dwarfs local development, health or education budgets. Capacity building for local authorities is not directly the role of the company, but when understood as a strategy for risk management, it can play a vital part of sustainable development that benefits the local community and reduces the risk of social problems impacting profits. The paper will argue that social impact assessment is most effective when the outcomes are in line with a company?s principles and support core business practices. It is important that social impact assessment is viewed as an integral part of project decision-making and moves away from mistrusted PR and unsustainable philanthropy toward partnership, which finds suitable and appropriate solutions delivering ?win-win? outcomes. While development should not be seen as a direct company objective, engaging with development actors to better understand the operating context can ensure that social investment complements existing initiatives. The paper will also present different mechanisms for engaging with local actors, as well as developing successful social programmes.

Jan 1, 2007

By D. Harrington

The placing of much, sometimes practically all, of the burden of the expense of mine accidents on the shoulders of the mine operator by compensation laws, and the fact that the problem of protecting the life end limb of workers is now by public opinion largely if not wholly passed to each industry to solve (and present-day thought strongly supports the justice of both of these propositions), are forcing industrial organizations into accident-prevention. Work. This policy is being adopted not alone to protect the companies; in addition, executives alert to their opportunities and obligations are taking part in this work personally to protect themselves. The functions of industrial executives in accident-prevention work are becoming numerous and complex. Executives who are logical in their reasoning, quickly see that before a company can constantly ask or expect the workers to heed safety suggestions, the company and its officials must "put their house in order" by laying down a concrete, definite safety program. For mines this includes primarily adoption of a to a logical mining method, the installation of safe miming equipment and practice the netting forth in definite form (preferably do a printed pamphlet) of the company's minimum safety requirements, and the organization of its operating officials into an accident-prevention body. After the company has its own affairs so arranged that it can go to its workers with "clear, hands" in promoting a safety program, the real work begins; and this is especially applicable in mining.

Jan 1, 1939

By John Hays Hammond

The Transvaal comprises about 120,000 square miles (nearly • the size of the United States Territory of New Mexico). Besides the famous Witwatersrand, which will here be de scribed in detail, there are two quartz-mining districts of some importance, viz., Lydenburg and De Kaap. The Lydenburg district first attracted attention in 1876, when the alluvial deposits of that section began to be exploited. At a later period vein-rnining was started, and at the present time several companies are operating in that district. The product in 1898 of five companies, running 137 stamps, was 154,560 tons of ore, yielding 108,884 crude ounces of gold (an average of 14.09 dwt. crude gold per ton) valued at £392,378. The De Eaap gold-fields were discovered in 1884. In 1898, seven companies, running 200 stamps, produced 89,760 crude ounces of gold, valued at £314,792. I. Mining Titles in the Transvaal. The mining laws of the Tranuvaal are most excellent in char acter, and while the claims cover every square foot of land for an area of nearly 40 miles long by from 2 to 3- miles wide, there have been practically no conflicts over extra-lateral rights. Notwithstanding the change in the political status of the Transvaal likely to follow the present war, it may be coufi dently assumed that the main features of the mining law of the South African Republic will be retained, and certain op pressive featureu of monopolies, etc., bearing with special weight on the mining industry, will be abolished. The dynamite mo nopoly was one that bore most heavily on the mining industry; and, according to the Reports of the State Mining Engineer, explosives, including fuse and detonators, amounted to nearly 10 per cent. of the total working costs of the mines. Further more, it was impossible to obtain the proper quality for the most economical working, and often 80-per-cent. or 40-per-cent. gelatine had to be used- in many instances where 60-per-cent.

Jan 1, 1902