Search Documents

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 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 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

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 T. M. Storer

Much has been written and many discussions held on the virtues (and evils?) of a Company-owned motor fleet. Almost invariably these dialogues take a generalized form and thereby lose something since the individual circumstances, geography and philosophy - particularly in diverse industries, is never quite the same. In considering the nature of my remarks today, I felt a departure from the general approach might be in order, and in lieu of that, will attempt to present a concise picture of how we in the Lehigh Portland Cement Company view this problem and the steps we have taken in our efforts to solve it. At the outset a word may be in order about the Lehigh Company itself, what we do, and the problems that confront us specifically as well as the cement industry at large. We are primarily a manufacturer of portland cement operating 10 plants with a total annual capacity of about 23,000,000 barrels. We market this material in 30 states, shipping both from the plants directly as well as through a system of 18 distribution terminals. About 150,000 truckloads of cement are shipped to customers each year.

Jan 1, 1969

By Cleland N. Conwell

APPLICATION of seismic methods to the location of buried channels in placer mining is fairly common knowledge, yet some of the facets of seismic refraction surveys have remained obscure in their application to mining. This description by a member of the U. S. Bureau of Reclamation team investigating bedrock at the Oso Dam site, may offer a lead to wider application of the method for bedrock determinations in engineering of mine and mill plants, tailing disposal, and water supply. It may also offer assistance in planning geological exploration in areas covered by overburden. Pertinent, and perhaps more than passingly significant, is that the seismic survey of the Oso dam site started at noon and was completed the afternoon of the next day. Location Oso dam site is on the Navajo River, Archuleta, County, Colo., 30 miles southeast of Pagosa Springs, Colo., 10 miles northwest of Chama, N. M. Bedrock at the proposed dam site is Mesa Verde Formation, Cretaceous age sandstone. The nearest good sandstone exposure is about 5/8 of a mile upstream from the location of the seismic determinations. The material above bedrock is sand and gravel with sandy loam soil covering benches above the river. The site appeared favorable, after a geologic and topographic reconnaissance, but overburden thickness was unknown. Exploratory drilling was not contemplated in the near future so a short seismic investigation was selected as the most suitable method of determining depth to bedrock. Field Procedure Geophysically, a seismic depth investigation is simply the measurement of depth from ground surface to the top of a layer which transmits seismic waves at a higher velocity. In this case the high-velocity seismic layer tentatively correlates with the Mesa Verde sandstone. Field procedure required a seismic explorationline or "spread" with 12 geophones set at measured intervals. Explosive charges were buried at few feet in the ground and detonated at shotpoints near the ends of the spread, and at intermediate points. The time of travel of the seismic waves from the shotpoints through the ground to each of the geophones along the spread was measured and recorded photographically with equipment housed in a field truck. The seismograph on each spread provided a time-travel graph. From it were computed the speed of seismic waves in various layers below the surface and depth to each different seismic layer below the shotpoint. In the case of the Oso dam site it was possible, in addition, to determine the depths below certain geophones, because there were only two seismic layers involved. Interpretation In seismic exploration waves are refracted from the top of layers which often correspond to divisions between subsurface formations. When drill holes are available the geologic logs offer a means of correlating stratigraphic breaks with seismic layers, improving reliability of seismic interpretation in terms of depth to bedrock or other geologic terms. There were no drill holes available in the case of the work at the Oso dam site. Geologic conditions appeared favorable for seismic technique because of excellent contrast in seismic wave velocity between the overburden and the Mesa Verde formation. The upper layer had a velocity of approximately 2500 fps and was interpreted as overburden, the lower layer had a velocity of approximately 9000 fps and was assumed to be the sandstone. These velocities are of the order expected in these materials. The seismographs obtained at the Oso dam site were excellent. The energy from the shot came in strongly at each geophone, giving an easily read record. Time-travel graphs plotted from wave arrival times were uniform and made interpretation comparatively easy. In Spreads 1 and 2 near the river the lower velocity layer was 12 to 15 ft deep. For the spreads on higher ground, or the bench south of the river, it was from 15 to 29 ft deep.

Jan 1, 1952

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 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 J. R. Heberger

"The Safety Pays in Mining web application, developed by the National Institute for Occupational Safety and Health (NIOSH) Mining Program, helps mines determine the potential costs associated with mining injuries. This web app groups injuries by type, either by the cause of the injury or by the nature of the injury. When the user selects one of over 30 common types of mining injuries, the app provides information on the distribution of costs of workers’ compensation claims for that type of injury. Based on other user inputs, Safety Pays in Mining will estimate the total costs of the selected injuries, including an estimate of additional indirect costs, the estimated impact of total injury costs on mining company profits, and provide some examples of other items (services, equipment) on which companies could spend the savings that result from the prevention of injuries. This paper reviews the Safety Pays in Mining web application by discussing the development of the app, how it is used to show the true costs of mining injuries, and how mines can benefit from using this app. INTRODUCTION Injuries on the job cause pain and suffering. They can also profoundly affect profits and daily operations. In addition to paying direct costs or increased premiums for workers’ compensation insurance, a company might need to pay overtime for other workers to fill an injured worker’s job role, cover training costs for a replacement worker, or divert administrative resources in the wake of an injury. Safety Pays in Mining is a web app that estimates the distribution of these injury costs and assesses the impact that occupational injuries have on a company’s profits. The costs of specific types of occupational injuries in mining are not readily available as mining and insurance companies don’t usually share this information. As a consequence, companies only have cost information based on previous experience with their own employees. Therefore, if a mine never experienced a finger amputation for one of its miners, it would not be aware of the possible costs associated with this type of injury. In addition, injury costs are unique in that the cost distribution is so wide — with half of the injuries in our dataset having mean costs higher than 90th percentile costs — just using the average cost of a specific injury type does not provide adequate information. Some injuries involve immensely high costs, and even though the risk of these high-cost injuries occurring is low, mines need to be aware of their potential impact on their company’s financial health."

Jan 1, 2018

By Arthur L. Crawford, R. E. Head, Glen Burgener, F. E. Thackwell

"INTRODUCTION This report embodies the results of a detailed statistical microscopic examination of the ore and the mill products of the Silver King Coalition Mines Co., Park City, Utah.The study was conducted under the joint auspices of the United States Bureau of mines is cooperation with the University of Utah at Salt Lake City, Utah. The work was done in the cooperative Microscopic Service Laboratory, which was equipped by contributions from the following companies: Utah Copper Co., International Smelting & Refining Co., American Smelting & Refining Co., United States Smelting, Refining & Mining Co., Tintic Standard Mining Co., Silver King Coalition Mines Co., and Park Utah Consolidated Mines Co. The salaries and the other costs involved in operation of the laboratory were met by contributions from certain supporting companies. In addition to the regular personnel of the laboratory the Bureau of Mines contributed the part-time services of a microscopist-consultant to direct and assist with the technical work.ACKNOWLEDGEMENTSThe authors acknowledge the courtesies extended by the Silver King Coalition Mines Co., through its general manager, M. J. Dailey, in furnishing the various ores and products on which the study was made, together with general information concerning the problems encountered or recognized in connection with the milling of the Silver King ore."

Jun 1, 1934

By G. B. Gould

THE softening temperature of coal ash, as determined in the labora-tory, has been used for years as an indication of the tendency of coal to form clinker and slag. It has not, however, provided an index of unfail-ing and complete reliability for forecasting the relative performance of different coals, even in the same plant and under the same conditions of operation. A large amount of investigation has been done in attempts to account for this, but practically all of this has been in the direction of studying the chemical constitution of coal ash. Much has been learned, but without much progress toward a better practical application of knowledge to the selection of coal. There has always seemed to be an important factor that eluded discovery. It has long been recognized that the ash-softening temperature as determined in the laboratory had one weakness, in that it represented the temperature at which a thorough mixture of the whole ash of the coal would melt, the mixing having taken place before the heat was applied. This does not, of course, simulate what takes place in practice. With certain exceptions, which will be noted later, almost all of the investiga-tions that have been made, especially the chemical studies of coal ash, have likewise dealt with a mixture of the whole ash in the coal. The present investigation differs from these fundamentally in its approach to the problem. It started from the observation that some clinkering and slagging obviously takes place in a boiler furnace at tem-peratures below the laboratory-determined ash-softening temperature of the coal. Knowing that coal as it is shipped to market is a hetero-geneous mixture of diverse mineral substances, each of which may act independently of the others in the initial stages of clinker and slag formation, it seemed logical to investigate separately the softening tem-perature of the ash in physically separable portions of the coal, and to determine the relative quantities of ash contributed by each portion.

Jan 1, 1940

By Michael Weaver, Dale Ramsey

Description of Project: The National Gateway Clearance Initiative is an improvement program to achieve a minimum of 21 feet of vertical clearance along CSX Transportation Inc’s (CSX) rail corridor so that double-stacked intermodal railcars can be transported between mid-Atlantic states and their ports to midwest markets.

Jan 1, 2014

By R. M. Becker

As part of the Bureau of Mines program for examining the Nation's iron and titanium resources, magnetic, gravity, and geologic surveys were made to permit an estimate of the extent and magnitude of the Iron Mountain, Colorado, titaniferous magnetite deposit. Gabbro is the dominant rock type of the area. Within the gabbro are lenses of titaniferous magnetite, 5 to 25 feet wide and as much as several hundred feet long. These lenses comprise a zone which has scattered occurrences of magnetite for 2,200 feet. To the west, the gabbro grades into a strip of pyroxenite that in turn borders a large monzonite mass. A wedgelike broadening of the pyroxenite with depth accompanied by little or no increase in the titaniferous magnetite is considered a reasonable interpretation of the field data. The iron deposits appear to be limited and discontinuous.

Jan 1, 1961

An incremental analysis based stope design optimization method was developed at Exodus, an underground project located 30 miles north of Carlin, Nevada. Traditional underground stope design methods, by manually drawing stope shapes, are typically very time-consuming and lacking of consistency and accuracy. For quick reserve calculation and economic analysis, a new method named '3D Incremental Analysis based Stope Optimization' was created for mine wide stope designs at Exodus. With this unique but practical method, multiple options of mine designs were completed within a short period time, which allowed us to select the optimal cutoff grade and best stope design option for the project.

Jan 1, 2012

By Llewellyn A. Rubin

ROUTINES AND SUBROUTINES A- 1 Wait Loop (Wait) A- 2 Receiver Processing (RCVP) A- 3 Control Panel Sequence (CPNL) A-4 Interrupt Routine (INTRP) A- 5 Math Processing Routine (PROC) A-6 Input Constants for Math Routine (CONI) A-7 Angle Conversion Routines (LVERT) A- 8 Display Routine (DSPY) A- 9 Message Print Auxillary Routine (MESSO) A-10 Auxillary Subroutines (AFUTC and AGETC)

Jan 1, 1973

By Casters B. Foster

The U.S. Department of Energy has undertaken, in a cost sharing partnership with industry and utilities, an extensive coal-oil mixture (COM) combustion program in a number of promising applications. One of these is the injection of COM through tuyeres into a blast furnace in lieu of oil. From work done previously, it has been established that COM can be burned in existing oil, fired facilities. The issues being addressed by the current DOE program are: 1) determination of best available technology to achieve environmentally acceptable operation, and 2) determination of applications for which COM can be utilized economically.

Jan 1, 1978

By Kevin Telmer, Daniel Merino, Scott Smith

El Aglomerado de Carbón y Aceite (COA) es un método práctico, eficiente y fácil de utilizar para la recuperación de oro libre; el método destaca por el bajo costo y fácil acceso a los insumos utilizados, por eso es considerado una alternativa limpia para el beneficio del oro sin uso de mercurio. El método se basa en la formación de aglomerados o pellets compuestos por carbón, agua y aceite, los cuales capturan partículas de oro libre. Esto ocurre gracias a las propiedades hidrófobas/oleófilas que tiene el oro, que permite adherirse a los aglomerados; el aceite actúa como líquido puente entre el carbón y las partículas de oro, facilitando su unión.

Sep 29, 2023

By R. Bruce Thorndycraft

Pinson Mining Company was formed to develop a gold orebody located in northern Nevada near Winnemucca. A feasibility study was undertaken in 1979 by a consortium of three Toronto-based mining companies and a Reno-based exploration company. The study indicated a viable project with gold priced above $225 per ounce. A project manager, and mine and mill superintendents, were hired in late 1979 to expedite the development of a 1000 ton per day mine-mill complex. Plant design engineering was contracted with Industrial Design Corporation in Salt Lake City. Three experienced plant metallurgists representing Pinson were stationed in Salt Lake to guide the work of Industrial Design. Among the many design criteria spelled out by Pinson, foremost were bringing the mill on line as quickly as possible at minimum capital cost. Fourteen months after the beginning of design engineering, the completed Pinson mill became operational. Total capital cost, including mine development, was $18 million. The Pinson project has proved to be far more than viable; the entire capital cost will be recovered within 18 months of the mill start-up.

Jan 1, 1982

By Deborah A. McCombe

"There are a number of important dates that must be disclosed when a Qualified Person (QP) is preparing a technical report for securities purposes. The dates are discussed in NI43-101 and the Form of the Technical Report, NI43-101F1. •,Effective date of the technical report •,Possible revision date of the report •,Effective date of mineral resources and mineral reserves •,Date of the personal inspection (site visit) •,Signature date of the date report (execution date) •,Date of the certificate of the QP •,Date of the consent of the QP The effective date of the report is basically the cut-off date for the information that is included in the technical report. The effective date should be close to the signature date. If there is too long a period between these dates, the QP runs the risk of new material information becoming available and then the technical report would no longer be current. The effective date is disclosed on the title page of the report and on the signature page. If a technical report needs to be revised to correct problems or disclosure deficiencies identified by the regulators, the QP will normally need to include a revision date on the title page of the report to distinguish the revised version from the original version. In these circumstances, the regulators will request that the original date of the report remain on the title page and the revised date will be below it. When a technical report must be revised, the QP must resign and date the signature page of the report and provide a new certificate and consent."

Jan 1, 2003

By A. S. Macfarlane

The introduction of new technology into mining operations is seen as a strategic necessity by many mining companies, in order to improve safety and to improve operational effectiveness. Many attempts have been made in recent years to introduce new technologies into mining operations in southern Africa. Amongst these are noteworthy successes, as well as some disappointing failures. Often, the reason for failure does not lie with the technology itself, but with the work system into which the technology is introduced. Such failures may come with a significant opportunity cost, and have a detrimental effect on future development, simply because the system has not been adequately engineered, and the risks have not been adequately assessed and managed. This paper examines the reasons for such failures, and proposes a methodology to be followed to ensure successful and sustainable implementation of new technologies, such as to reduce technical and financial risk to the company, and to energize the workforce into ensuring the initial objectives of the project are met. The paper also focuses on the application of appropriate technology, and the development of technological applications which are commensurate with the level of development of the work environment into which it is introduced. The paper therefore focuses on the application of risk management, change management, systems engineering and feasibility analysis as being key elements of a successful and holistic technology implementation programme.

Jan 1, 2001