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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

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 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 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

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 George D. Dub

The Bureau of Mines, in connection with the investigations of war minerals it conducted, examined the graphite deposits of this country, studied the methods of mining and preparation used, and sought to devise more efficient methods for the preparation of domestic graphite, and to standardize the quality of the product. The graphite investigations covered three general phases, as follows: 1. An examination of the deposits in Alabama and other States, and a survey of the methods of mining and preparation used. In this connection methods of sampling and analysis were noted and experiments made to determine a standard method of sampling and a, rapid but accurate method of analysis. 2. Experimental work on the concentration and refining of domestic crucible graphite to improve the quality of the product and to lessen waste. 3. Experimental work in crucible manufacture to determine the properties of domestic flake and the maximum proportions that might be used without impairing the quality of the crucibles. This work was accompanied by photomicrographic study of crucible structure.

Jan 1, 1920

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.

Jan 1, 1987

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

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

By Albert H. Fay

The first data compiled by the Bureau of Mines relating to coal- mine accidents in the United States were published in Bulletin 69," in which the total fatalities by years and States were tabulated from 1896 to 1912. Since the publication of Bulletin 69, further research has been conducted, with the result that the bureau is now able to publish for the first time all of the fatal accidents described in the State inspectors' reports by States, causes, and calendar years, from the beginning of inspection service to date. For the anthracite mines of Pennsylvania, there is a continuous record since 1870; the records of the Pennsylvania bituminous mines are continuous from 1877, and, with the exception of one year, the Ohio records are complete from 1874 to date. In fact, the records of all of the States, with few exceptions, are complete; and incomplete data for any year may generally be attributed to the fact that no report was published during that year. The magnitude of the coal-mining industry in the United States is such that too much stress can not be placed on the need of safeguard- ing the three-quarters of a million men employed. Although the figures given herein show an appalling record for past years, they are not published for the purpose of proclaiming the high fatality rate of the past. They are a record of experience covering a period of 45 years, showing causes and results of many accidents in the coal mines of the United States. They represent a diagnosis of the hazard of the mining industry, pointing out the principal physical causes of accidents, and make available a body of uniform facts that will serve as a basis of preventive measures for use in future operations. It is with these great purposes in view that the Bureau of Mines presents the classified data in this report. Classification and study of mine accidents on the basis of number of persons killed is common and very old, but fails to throw enough light upon the problem involved. Many serious accidents in mines have no fatal results, hence in a tabulation of fatalities they are overlooked and the real hazard of the industry is not made clear. An accident does not necessarily include an injury that may result therefrom. Such accidents as the breaking of a hoisting cable, an explosion of powder, gas, or dust, a runaway car or motor are all serious. Although no loss of life results, they should be recorded, investigated, and studied to prevent their repetition. No accurate data for the United States are available showing how far the personal element as related to the miner and his co-worker, the mine foreman, or to the superintendent and others in authority, contributes to accidents. Many accidents are due to inexperience on the part of the miner, his failure to heed orders, a misunderstanding of instructions and last, but not least, carelessness of himself or his fellow worker. A foreman or superintendent may fail to give proper warning regarding the conditions of certain parts of the mine; he may not have inspected certain rooms or entries on the day of a mine accident; the mine may not be properly equipped, or the operator may neglect to comply with the inspector's recommendations. There is, therefore, a personal element on the part of both the operator and the miner that must be considered. Legislation and the enactment of compensation laws will make the operator realize the seriousness of the mine-accident situation, when fatalities and injuries are to be paid for in legal tender of the realm. The miner must be educated and made to realize the dangers he encounters; he must learn that self-preservation and the safety of his fellow workmen should receive his first attention; he should cooperate with his employer, his asso- ciates, and the State mine inspector to the end that the mine hazard may be reduced to a minimum. "Cooperation for safety" should be the watchwords of the operator, miner, State inspectors, and all others in any way interested in the mining industry.

Jan 1, 1916

By John R. Bradley

The object of this paper is to survey and analyze the bearing of economic nationalism, competitive sources of energy, and technologic developments on international trade in coal with especial reference to the competitive position of the leading coal-exporting countries in the Italian market, the largest in the Mediterranean region, and the Brazilian market, the second largest in Latin America. The political, economic, and financial disturbances caused mainly by the World War have resulted in an amazing situation. Especially since 1930 have conditions been complicated.

Jan 1, 1936

By M. Leva

WITH the development of new processes for the production of synthetic liquid fuels, an extensive literature search was undertaken to uncover fundamental relationships between fluid and heat flows and the operating variables of new types of converters. Examination of published correlations revealed that considerable uncertainty existed in the correlation of the operating variables of such equipment with the pressure drops which could be expected through packed and fluidized systems; correlations proposed in the literature differed from each other frequently by as much as 75 to 100 percent. Because new processes, especially more recent modifications of the original Fischer-Tropsch process, must compete with old, firmly established processes on the basis of unit product cost, the pressure-drop correlations in the literature were considered to be too inaccurate for use in calculating the energy required to pass fluids through packed beds. The following study was begun in 1946 to develop correlations that would be suitable for the design of new equipment in which fluids are brought into contact with granular materials. To arrive at general relationships, systems were chosen that did not involve chemical reactions, and a, particular effort was made to give the correlations only in terms of quantities that are ordinarily available from general process and design specifications.

Jan 1, 1951

By W. A. Toohey

Introduction From the earliest times it has been an inherent trait of man to build or create something for his own use or convenience. The need of some form of shelter other than that of the caves led him to bind together stones and other materials to form walls for his abode. Moistened clay which hardened upon drying was no doubt first employed. The Assyrians and Babylonians appear to have employed it or the bitumen found in their country. The early Egyptians and Greeks used some form of lime in their construction work. In addition to these shelters, other structures received attention, and, long before the Roman Empire was established, the Carthaginians made use of a natural cement as binding material. Portions of an aqueduct, seventy miles long, in Northern Africa, built in those early days, are still in use. The Etruscans were the first people in Italy to employ a mortar in their buildings. The Romans, learning the art from the Etruscans, improved the mortar by using a mixture of lime and volcanic ash, called 'puzzolan', and built not only roads but those famous structures, the ruins of many of which exist to this day. The Pantheon at Rome, built by Hadrian about 120 A.D., is perhaps the finest example of the early use of cement in building construction. With the decline of the Roman Empire, the art of making cement seems to have been lost, and for centuries the builders of Europe used only lime mortar. Pure limestones were selected for making the lime and great care was taken in the preparation of the mortar, the supply for one year being made the previous season and left to thoroughly slake or 'ripen' in pits covered with earth. The mortar thus produced gave excellent service above ground or where it was exposed to the hardening action of the air, but would not harden under water.

Jan 1, 1927

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 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 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

By Roscoe W. Stensrud

The Marcona Corporation was established in 1965 to consolidate the ownership and management of the Marcona group operations. This company, with headquarters in San Francisco, has the following principal operating subsidiaries: Marcona Mining Company, formed in 1953, conducts iron ore mining, beneficiation and pelletizing operations in Peru. Cia. San Juan S.A., Panama, which contracts for sale and delivery of iron ore from the Marcona operation in Peru and from Mount Goldsworthy in Western Australia. Sari Juan Carriers, Ltd., a subsidiary of Cia. San Juan which owns and charters vessels for the bulk ocean transportation of iron ore, petroleum products, coking coal, slurry, salt and other commodities.

Jan 1, 1968

By R C. A Minnitt

The Witwatersrand Supergroup is host to the world’s largest gold deposits. The location, quantity, grade, continuity and other geological characteristics of a Mineral Resource are either known, estimated from specific geological evidence and knowledge, or interpreted from a well constrained and portrayed geological model. Establishing such a model is an integral part of the evaluation process in the Anglogold Ashanti (AGA) group, and is referred to as a Geoscience Business Model for the mining operations. The geological model established over the years has relied on detailed descriptions of the mineralisation, and understanding of the regional and local geology of the Witwatersrand sediments, in the West Wits and Free State goldfields. The processes of data collection in regard to underground stope and developing mapping, structural and sedimentological mapping, and the geological inputs to mine planning systems are described, together with aspects of drilling, sampling, grade control, and data management. Anglogold Ashanti’s Geoscience Department employs a complex and unique process to generate the Mineral Resource, including a 3D geological structure model of the orebodies which are usually highly faulted, and a robust mineralisation/facies model on which the decisions about domain boundaries are established. A Mineral Resource Inventory System (MRIS) has a dynamic graphic interface to the resource database that is used for compiling the resource statement. It is also used to determine the gold-called-for, as well as short and long-term planning. A unique estimation process using the extensive closely spaced stope face sampling database and the more widely spaced surface drilling information is used in combination in the Macro Co-Kriging estimation. The use of different support sizes in the C0-Kriging process is preceded by the equally unique ‘clusterisation’ and ‘acceptorisation’ procedures by which the data are quality controlled and assured prior to their use in the kriging process. The Mineral Resource and Ore Reserve estimates are classified according to the SAMREC code through a method that ensures that they are compliant, auditable, transparent and reconcilable with previous Mineral Resource and Ore Reserve statements.

Aug 22, 2011