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By Bernard Lewis

During the past 10 years the technical investigations conducted by the Explosives Division of the Mine and Explosives Bureau of the Bureau of Mines have been described in a series of summarizing reports prepared by Wilbur I. Huff, consulting explosives chemist of the Bureau. These reports covered the…

Dec 1, 1947

By Claude P. Heiner

While the title of this paper embraces the entire West Coast, the author, in the interest of simplification. has confined the discussion to California-particularly the central section. California's population has, risen 45 pct since 1940. Its electric requirements have also increased, not only because of the growth in industry and population but also because of the widespread tendency of all types of electric consumers to use more electricity than ever before. The growth of California's electric utilities is shown by published data covering operations, of three of its large systems and is given in Table 1.

Jan 1, 1949

The 32nd annual American Hall of Fame Awards Banquet and Fundraiser, sponsored by the Mining Foundation of the Southwest (MFSW), will be held at the JW Marriott Tucson Starr Pass Resort & Spa on Saturday, Dec. 6, 2014. Each year, one living Hall of Fame inductee, up to three Medal of Merit recipients, honorees from mining?s past, and recipients of an Industry Partnership Award and a Special Citation are recognized for their respective contributions to the mining industry. Armine Frederick Ban?eld Jr., past chairman and founder of Mintec, Inc. located in Tucson, AZ, will be honored as the 2014 Hall of Fame Inductee at the awards banquet. Banfield founded Mintec from his Tucson apartment in 1970 and expanded it to a global operation. Under his guidance, Mintec won the 2013 President?s E-Award for Exports ? the highest recognition any United States company may receive for making a significant contribution to the expansion of U.S. exports. Medals of Merit will be awarded to Corale L. and James A. Brierley, founder and principal of Brierley Consultancy LLC; David Nicholas of Call and Nicholas Inc. and Scott M. Shields of Joy Global. The Brierleys are being recognized for their true scientific partnership with parallel achievements in academia and in business development. Nicholas is being recognized as the co-founder of Call & Nicholas and for his noted expertise in mining geotechnical engineering. Shields is being recognized for his innovative work with GPS integration and for playing a key role in laying the foundation for autonomous mines of the future. As representatives of mining heritage, the Hall of Fame will induct Patrick E. Connor, ?Father of Utah Mining,? for pioneering mineral exploration efforts in Utah; Earl Tappan Stannard, president of Kennecott Copper Co., for transforming Kennecott in to one of the largest U.S. copper producers; Arthur Barrette Parsons, mining editor and author, for his book ?The Porphyry Coppers in 1933,? a seminal work detailing the history and technical information regarding major porphyry copper deposits and Ernest R. Dickie, general manager of Bagdad Copper Co., for his foresight in converting the mine from block caving to open pit. The Industry Partnership Award will be presented to Empire Southwest, a third generation family owned dealership for Caterpillar which consistently ranks among the top Caterpillar dealers worldwide. A Special Citation will be presented to employees of Rio-Tinto-Kennecott Bingham Canyon Mine for their speedy recovery from the massive Manefay slope failure in 2013.Early sponsors include Ames Construction, Asarco LLC; Brierley Consultancy LLC; Caterpillar Inc.; Click Automotive Team; Deconcini McDonald Yetwin & Lacy, P.C.; Empire Southwest; Florence Copper Inc.; Freeport-McMoRan Copper & Gold Inc; Independent Mining Consultants Inc.; Joy Global Inc.; Komatsu America Corp.; Liebherr Mining Equipment; Lowell Copper Ltd.; M3 Engineering & Technology; Modular Mining Systems Inc.; MWH Global; Newmont Mining Corp.; Ram Enterprise; Rio Tinto/Kennecott, Sonoran Process Equipment Co.; Southwest Energy LLC and SRK Consulting. MFSW is a nonprofit organization and its mission to promote the value of the industry to our community and profession to ensure its future success. Funds raised from its annual banquet are principally designated to support the foundation?s education program, a partnership with the Lowell Institute for Mineral Research at the University of Arizona.

This report summarizes the work performed and results achieved in the period from 18 June 1971 through 18 October 1971 under Phase I (Task 1: Literature and Industry Search; Task 2: Conceptual Design and Evaluation; and Task 3: Concept Selection and Preliminary Design) in substantiation of the drill/impregnation machine concept recommended for detailed design in Phase II. Also included as Task 5 are recommendations for an experimental investigation to be conducted during Phase II. The report is submitted for approval and authorization to proceed to Phase II.

Jan 1, 1972

By G. E. Wittur

"The twenty-one members of the Organization for Economic Cooperation and Development, comprising eighteen western European nations plus Canada, the United States and Japan. account for two-thirds of world steel production. The Special Committee for Iron and Steel was formed by the OECD to study trends and problems in the steel industries of member countries. The paper begins with a summary on the Organization, including an historical sketch, its structure, member-ship and objectives. The steel industry of the entire OECD is briefly described before proceeding to a more detailed discussion of various aspects of the steel industries of European OECD members, emphasizing practices and conditions that differ from those in North America. Benefits to Canada of representation at meetings of the OECD Special Committee for Iron and Steel are described."

Jan 1, 1967

By Finlay Campbell

Nickel laterite pressure acid leach plants and reduction roast plants have had a checkered history in their engineering, construction, startup and operational reliability. Many potential projects have been the subject of detailed studies over the last thirty to forty years but relatively few have advanced to commercial production. Four reduction roast plants are currently operating, an additional one was partially constructed but never completed, and another was started up in 1974 and shut down after 12 years operation. Three acid leach plants have been built and commissioned in the last five years, trying to follow the example of the Moa Nickel plant in Cuba. An additional acid leach plant project is currently on hold, following limited construction work, its future subject to review by the owner because of potential cost over-runs. This paper attempts to discuss difficulties that may be encountered as a project is developed and will address factors which may affect production ramp-up schedule, long term production performance and overall production success. Comparisons are made with ramp-up performance at other large metallurgical plants that employ some comparable unit operations. Keywords: Caron, PAL, nickel laterite ore, ramp-up, reliability, process development, equipment design, step-out, commissioning, startup.

Jan 1, 2004

By V. L. SKITSKY

Geophysical Abstracts are published by the Division of Geophysical Explo- ration of the U. S. Bureau of Mines as an aid to those engaged in geophysical research and exploration. Inasmuch as geophysicists in the field may have little opportunity to consult libraries, the policy of the Division is to provide abstracts suffi- ciently informative in themselves to keep readers abreast of literature and patents published in the United States and abroad. - DISTRIBUTION. Abstracts 1-86 were issued as Information Circulars by the Burca of Mines; Abstracts 87-111 appeared as Bulletins of the Geological Survey; Abstracts 112-127 have been published as Information Circulars by the Bureau of Mines; succeeding issues will be resumed by the Geological Survey.

Jun 1, 1947

Researchers, medical organizations, statisticians, and others often use data on the nature and rate of occurrence of occupational diseases in directing their efforts and plans. Very often this information is developed from the reports of the States which describe the nature of work¬men's compensation claims and awards and the frequency with which they are made. To be meaningful, the statis¬tical information must be viewed in the context of the State laws involved. There is considerable variation among the laws of the different States. The Bureau of Mines has responsibilities for protecting the health of persons employed in the mineral industries and for the development of useful mineral products. To assist the Bureau in the accomplishment of its objectives, this compilation has been undertaken. For the benefit of the mineral industries, and any others who may have a similar interest, this volume is made available. An earlier compilation of the Bureau of Mines on this subject was published in 1952.4 However, during the intervening years, sufficient changes have been made in State laws to warrant completely recompiling the information. This publication includes the laws of the States, the District of Columbia, Puerto Rico, and the Virgin Is¬lands through 1964. Only those portions of the workmen's compensation laws which apply to or as ' related to occupational diseases are presented, and in each case enacted additions to and deletions from the basic law have been incorporated into the text of the law, thus snak¬ing it unnecessary to search out the various amendments made each year.

Jan 1, 1967

By G. E. Norman, A. L. Mckague

"The new smelting process commenced operation in 1978. The pelletizing and sinter plants were replaced with slurry-fed roasters and the blast furnaces with electric furnaces. The existing converter aisle and matte handling facilities remained unchanged.Process DescriptionNickel-copper concentrate is partially roasted in two slurry-fed fluid bed roasters. After gas cleaning, the sulphur dioxide gas is transferred to the acid plant. The roaster product is conveyed to two electric furnaces for smelting to produce a waste slag and furnace matte. The slag goes to the disposal area and furnace matte containing the metal values is processed in the converters for further removal of iron and sulphur.The final matte containing about 75 per cent metal values is shipped to the refinery in Norway.The commercial smelter was designed for 2135 tonnes per day of concentrate, with an availability of 85% . Roasters and electric furnaces were sized at 117 per cent of design, or 1250 tonnes per day on each of two lines. Concentrate storage capacity in the plant is sufficient for two to three days' plant operation.The new smelting process will be discussed under the following headings:Concentrate Slurry HandlingFeed PreparationRoaster OperationRoaster Gas CleaningCalcine TransferElectric Furnace Operation and Process Control Converting and Matte HandlingUnder these headings, process control , equipment changes, and plant performance after three years' operation is reviewed. A brief discussion of accident prevention , and working environment is also included ."

Jan 1, 1984

7133. Clewell, D. H. The Gravimeter. Prec. and Trans. Texas Acad. Science 1941, Austin, Tex., vol. 25, 1942, pp. 86-88. Static gravimeters, unastatized and. astatized, are considered to be the most practical for oil exploration. One gravimeter is described using a beam whose moment about a pivotal axis is elastically balanced. Magnetic or electric fields are deemed unsatisfactory for balancing gravitational force because they cannot easily be kept constant. The gravimeter described is capable of detecting a change in altitude of 3 inches and a change in latitude of about 150 feet. V. S.

Jan 1, 1944

G. A. Moore—The tin-fusion method has been a very favorable possibility for many years. The authors apparently have settled the question that delayed the method for a long time by showing that no hydrogen is absorbed in the tin. This, of course, is very important. I want to make a few remarks concerning the absolute accuracy of analysis, which must be the final basis for deciding among the various methods. From the figures in the paper, there seems to be some re-maining slight discrepancy on the actual amount of hydrogen present in various samples which may be presumed essentially identical. (This is of the order of the precision of individual analyses but appears in averaged results.) From the analyst's viewpoint, the tally of hydrogen content can be regarded as occurring in three portions. First is a large portion which comes off easily and automatically during sample storage and later on heating in the apparatus. This is fairly easily analyzed. Second is an item which may be either positive or negative in the tally sheet. In warm or hot evolution, this is a portion which, in practice, can never be re-

Jan 1, 1951

By J. E. McConnell

No. 1 Electric Furnace and Billet Casting Shop, located in Plant No. 4 adjacent to our new 12 inch merchant bar mill, represents Inland Steel Company's first venture into both electric furnace steelmaking and continuous casting. Construction of the shop began in September, 1968 with excavation and foundation work, followed by awarding of general construction and major equipment contracts from December, 1968 to April, 1969. The first heat was tapped from No. 90 furnace on December 18, 1970, and the first cast attempted on December 29, 1970. The rated shop capacity is 500,000 tons per year of semi-finished billets and blooms, and was justified on the basis of approximately 85 percent of the product mix falling into the special bar quality category of steel grades. Auxiliary equipment has been designed into the shop to pursue free machining steels, including leaded and tellurized grades. The start-up and operation of the shop for the first year was essentially based on a two-part philosophy: 1. Initially operate with the "open stream" casting technique to accomplish machine shakedown and operator familiarization and training. 2. Operate with special bar quality, or "submerged casting", practices, make necessary refinements and gain customer acceptance

Jan 1, 1972

By Dupuy. Leon W., R. T. C. Rasmussen, W. A. Calhoun

"INTRODUCTION For many years it has been known that low-grade manganese deposits occur in the bluffs along the Missouri River Valley. Frequent attempts have been made to develop the ore and to produce a marketalble commodity but they have had little success. Under pressure of the war emergency and the shortage of manganese, the attention of the Federal Bureau of Mines was directedtoward the deposits.Manganese-bearing shale occurs from a point near Pierre, S. Dak., down the river to the Rosebud bridge near the Nebraska line (1).5/ The Bureau of,confined its work to the more accessible central portion of the deposits near Chamberlain, S. Dak. The ore occurs principally as concretionary nodules in the form of iron and manganese carbonates (manganosiarite and perhaps some manganocalcite; rhodochrosite has not been identified). At the surface the carbonate is often broken down so that the oxide of manganese gives the nodules a black The matrix or host rock is generally known as Pierre shale, composed of ""interbedded layers of bentonite, an altered volcanic ash, and dissemi¬nated bentonite particles,"" (2) and montmorillonite-beidellite clay minerals (3). The shale weathers to the very sticky gumbo characteristic of South Dakota and well-known to hunters and travelers in the area.The area selected for the experimental mining and pilot-plant work discussed in this report lies about 8 miles westerly from Chamberlain and is a few hundred feet north of U. S. Highway,16, on land owned or controlled,by M. Q. Sharpe of Kennebec, S. Dak., and the General Manganese Corp."

Feb 1, 1946

By M. Bunch

"THE SUPER CYCLE IS GONE The utopia of the rising sales volume, for mining companies from 2002-2011, was entirely due to rising production volume and prices. The Australian mining sector experienced an 18 percent annual growth rate in revenues, and 11 percent growth in prices. (1) However, EBIT remained flat during the same time period. In addition, Australian mines saw a 7 percent annual decline in both labor and capital productivity. (2) Mines in the U.S. and Canada produced similar results, whereas the world-wide mining industry has seen a productivity drop of 40% since 2001. (3) The decade “Bull Run” of rising prices was trashed by companies that chased low-quality assets while increasing debt on their balance sheet. It seemed everyone believed the “super cycle” would last forever, while completely ignoring the history of cycle downturns. Worldwide mining operations are as much as 28 percent less productive today than a decade ago, according to new McKinsey research. The results from McKinsey’s new MineLens Productivity Index (MPI), which adjusts for declining ore grades and mine cost inflation, show that the pronounced decline in productivity is evident across different commodities and is seen in most mining players and geographies. (4) McKinsey sees three important areas of focus to address the root causes of productivity decline. 1) Embed effective management operating systems at mines 2) Prioritized operational excellence and capabilities development 3) Focus on innovation Reality has now settled back in and companies are struggling to make ends meet. The basic management staple of controlling costs and improving the production/productivity that was lost in the excitement is now back in play. Traditional cost-cutting approaches, such as across-the-board spending cuts, layoffs, and hiring freezes are only short-term initiatives and will not permanently improve a company’s cost structure or improve long- term competitiveness. This can only be accomplished by engaging front-line employees and empowering them to make necessary improvements in their daily work. It is time for leaders to lead and develop cultures of continuous improvement within their organizations in order to sustain their mining project to the end of mine life. Successful operating managers require two different skill sets of Leadership and Management; knowing how to lead people in their organization and how to manage the work they do."

Jan 1, 2016

The mining industry has expanded significantly in the Pacific Region over the past two decades through a mix of new developments and brownfields expansions of existing operations. Despite this overall success there are also a number of well publicised examples of less than successful minerals ventures. These problem developments highlight the fact that success cannot be taken for granted and that rigorous planning and attention to detail is essential. The dominant growth has come through expansion of existing businesses, notably alumina, iron ore and coal, achieved through both efficiency gains on existing plant and step change capacity additions such as new mines and/or expanded processing plant. This expansion has largely been linked to increased market opportunities. The major issues are the quality and extent of the host resource, achieving the market targets, and the efficiency of the expansion effort. There can be also a range of site specific issues which need to be addressed. The development of new greenfields operations is often more complex as it can bring a wide range of new issues. Depending on the nature of the development, and the companies involved, these can extend from initial financing through to obtaining a market position. Incorporating major new technology and/or establishing infrastructure and attracting staff to remote locations can also add significant challenges. This paper outlines many of the critical factors which need to be considered prior to proceeding with major expansions or greenfields developments. These will be linked to a number of developments in the region over the past decade.

Jan 1, 2004

By P Mesquita, A Nolan

Using a scientific-principled definition of global socio-ecological sustainability can be a useful basis for planning precious and base metal mining projects. The mining industry faces key challenges of; viability of the minerals industry; the control, use and management of land; national and local socio-economic development; environmental management; materials stewardship; and access to information. Using a framework for strategic sustainable development to assess the current reality of mine project development has resulted in identifying areas of strength and opportunities for improvement between current best practices and a desired vision of sustainability constrained by science based principles. These gaps indicate opportunities to strengthen current strategies, tools, and actions with a deeper understanding of socio-ecologic systems and a first-order, principled definition of sustainability, enabling success in moving towards achieving a sustainable society, ie sustainability. Evaluation of mine project development and their impacts on ecological and social systems using a systems perspective which recognises the underlying principles of operation, delays, feedback loops and response to change highlight specific opportunities to create value for social, economic and ecologic systems. Envisioning this future for mining projects within a sustainable society can be done by evaluating their development and operations guided by the sustainability principles. Performance indicators play a key role in measuring progress towards achieving sustainability goals yet it is necessary to consider whether indicators capture the whole systems perspective. Connected to this broader view, indicators can contribute much value to the mining industryÆs sustainability journey. This paper examines how current processes for mining projects can be developed using a whole systems perspective and measured using holistically designed performance indicators.

Jan 1, 2009

Jan 1, 1987

By E. C. W. Perryman

Materials research and development has played an important role in the commercial success of the CANDU- PHW nuclear reactor and in the production of heavy water. Both capital investment and energy conservation demand very high component reliability in such systems. The interactions among reliability, plant performance and economics will be discussed in relation to materials research and development. Likely materials requirements for the nuclear industry over the next twenty five years will also be discussed.

Jan 1, 1977

Anaconda Aluminum Co. began production from a new 60,000-ton-per-year potline at Sebree, KY, which brings the total capacity of the plant to 180,000 tons per year. A strike by workers at Alcan Aluminium Corp. primary aluminum smelters at Arvida, Que., Isle Maligne, Que., and Beauharnois, Que. shut down the plants and the company announced force majeure on part of its ingot supply commitments. Kaiser Aluminum and Chemical Corp. announced plans to increase its price for primary aluminum from 60.0 cents per pound to 63.0 cents per pound effective July 1.

Jan 1, 1979

By D Bruce

OZ Minerals’ Carrapateena mine is a Sublevel cave mine located in South Australia, approximately 160 km north of the regional centre of Port Augusta. Carrapateena commenced underground development in 2016, with production commencing in 2019 and ramping up to 4.25 Mtpa by December 2020. In pursuit of continual improvement, the Carrapateena mining team sought to identify how it could better interrogate its current productivity levels and its drivers (root causes). During this process the team were confronted by a disconcerting number of different opinions (which often conflicted) on our actual productivity performance which led to a need for review. Although reliable data and a well-designed time utilisation model (TUM) existed, it was still unclear what actions needed to be put in place to improve productivity. This was for the following reasons: • Data sources were disparate unless significant effort was applied to compile them. • Data sources were not available in a format that could be easily viewed or analysed. • General understanding of the data which was collected and how it could be used was poor. • Process of regularly analysing performance and forming tangible actions to improve was lacking rigour. A project was then started with the goal to fix the areas stated above. An initial requirements gathering exercise was undertaken to identify key data sources for site which returned a staggering 42 known systems which were then shortlisted to the key systems that contained operational data and could generate tangible improvements when analysed. This paper discusses the approach to selecting the OZ Minerals Insights Hub as the chosen platform, and the effort and collaboration between cross-functional departments that was involved in transforming the data so it could be displayed in a useful way. The data sources identified included a fleet management system, two planning databases, a control system historian, and a mobile fleet machine data system. New processes were also introduced to digitally capture daily commentary; this was achieved utilising SharePoint Forms. Data pipelines were then developed in the Insights Hub platform to automate the ingestion and transformation of the raw mining data into curated data models for end user consumption. Tableau dashboard packages have been created to support facilitation of short interval control, daily review meetings, and weekly review meetings as well as data analysis of key equipment and locations. These dashboards visualise the mining data models in a form that provides the user a clear picture of what has occurred, why it has occurred, and where to focus improvement efforts. This has resulted in a team which is more accountable, more equipped to assess the root cause of performance, and more regularly able to make data driven decisions. The next step? To build this out from Mine to Mill and create a data indexing tool which will drive self-service reporting, a data agnostic platform and predictive tools that help our people continue to be one step in front.

Mar 29, 2023