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By Linn M. Farish

SOVIET RUSSIA reserves must be stupendous. In 1937 I. M. Goubkin placed the reserves of all categories it approximately 48 billion barren which was about twenty billion horn Is in excel:, of all the oil produced in the world since 1857. It is not unlikely in fact it is probable, that these huge stores of petroleum may ultimately be proven to exist within the present boundaries of the U.S.S.R. The size of the country is almost beyond imagination it is 2.7 times as big as the United States. Great sedimentary basins exist in all its different geological provinces, much of which are entirely untested and barely prospected. Oil in commercial quantities is actually produced from formations in every period from the Devonian to the Pleistocene. In the Emba region alone, 300 salt domes are known with an estimate of 700 still to be found. Only 22 of the 300 have been drilled and all showed oil. Of the 22 domes drilled six are now producing. There are 400 mapped structures reported in Azerbaijan

Jan 1, 1940

Mining executives often have a difficult task determining what the strategic objective of the business should be as this can be impacted by the prevailing market conditions. In addition, they have no mechanism to quantitatively 'test' the impact of this strategic decision on the business and understand the underlying dynamics. During the commodities bull run of 2003 to 2008 the strategic objective may have been to grow the long term value of the business (NPV) through increased tonnage, acquisition and finding new reserves, which all came with an increasing fixed cost base. Now with the financial crisis upon us and the collapse of commodity prices and demand, executives have adjusted their strategies as 'cash is king' and short-term cash flow, in some instances at the expense of long terms value, is the order of the day. For many mining companies, mine closures, reductions in production and cost cutting exercisers are now the focus. In many instances, management do not have an ability to rapidly test different strategic alternatives to 'test' the impact on value, unit costs, reserves and profitability at the operational level and optimize the underlying trade-off variables. Economic modelling of the complete business value chain is a means of linking the operational 'reality' and strategic choices, so that the full impact can be assessed. This paper describes some of the challenges facing mining executives and how economic modelling can be applied to make decision making more rigorous.

Jan 1, 2010

By Charles Camsell

If it were necessary to preface a discussion of the mineral position of the Empire by justifying one's interest in that subject, there are two points that at once suggest themselves by way of vindication. Tremendous Growth of MINERAL Consumption The first of these points has to do with the general question of the world's mineral consumption. Most thinking persons appreciate in a more or less vague way the vital rôle that has been, and is being, played by mineral products in building up the material side of our modern civilization. But, apart from that casual and almost subconscious appreciation, very few have any precise knowledge of the extent to which the growth and the operation of our vast present-day industrial structure has been made possible by, and only by, a tremendous increase in the consumption of mineral products of all kinds. The increasing use of minerals confronts us today at almost every turn. It does not matter in what direction we look-at the expansion and the change in transportation facilities, in the air as well as on land and on sea; at the increasing mechanization, not only in factory and mill but even in our domestic life; or at the constantly widening use of machinery for all phases of farm production-everywhere we meet the same phenomena of rapidly growing uses of equipment produced mainly from minerals. Without resorting to any tiresome statistics, a few figures may suffice to indicate with what enormous strides the world's mineral consumption has been advancing. The figures for recent years may be open to objection on the plea that, ever since the outbreak of the world war, conditions have hardly been sufficiently normal to give us trustworthy data-we have been living under extremes either of depression or of abnormal stimulation. During the last decade before the war, however, from 1903 to 1913, the world was moving along in a quietly prosperous manner; and we have figures, or at least reasonably reliable estimates, as to the growth in mineral consumption during that decade.

Jan 1, 1932

By P. F. Mataich

"Why bother with computer control?" This question and others like it have been heard over and over again by those who have tried to convince operating men that there are sound merits to installing a process control computer. At IMC we have done a great deal of thinking and talking about computer control. In the course of these discussions the operating people have asked a number of questions about computer control. These questions and our answers to them make up the main part of this article. Obviously, the answer as to whether or not to go into computer control will be an individual problem conditioned by your company's circumstances. What I hope to do here is raise some questions, give you an idea of our thinking on the subject, and lay out some general guidelines for you to consider.

Jan 1, 1965

By C Caris, K Fowle, M Schmid, E van Wyk, D Schofield, A Squelch, M S. Kizil

This paper has been written collaboratively by members of the International Mining VR Group. It is the first of a series of papers. Mining in the 21st century is a high technology industry that strives to reduce risk and improve safety through the use of improved processes and procedures. This risk reduction process is aligned with the innovative use of technologies often developed for other industries. Computer-based visualisation systems and their content are such innovative technologies, in particular the use of virtual environment systems and mixed reality. A primary objective of developing virtual environment systems and the mixed reality content displayed in them for the mining industry is to allow mine workers and operators to practice mine processes and demonstrate competency in tasks that will be encountered in day-to-day mining operations at mine sites. It is anticipated that providing easy access to virtual environment systems will facilitate the avoidance of high-risk situations through improved knowledge, skills, understanding and decision making. Via virtual environment systems mine workers will also be able to practice infrequent or emergency events and maintain preparedness for such events. Day-to-day mining practices can also be evaluated. The rapid pace of technology innovation and the decreasing cost of simulation hardware and software present a plethora of technology to the uninitiated. This can be confusing. In this paper taxonomy is presented that classifies hardware, what it can display and also content that can be included or displayed on the various computer-based visualisation systems. The taxonomy provides insight into where technology can and may be implemented in the future as virtual environments are a dynamic and evolving technology. The taxonomy should also assist in the decision making process when scoping or selecting technology for a particular purpose.

Jan 1, 2008

By Arthur V. Petty

The Bureau of Mines has researched the utilization of mining and pro-cessing wastes as raw materials for the production of glass-ceramic pipe. Characterization of various wastes as to occurrence and chemical composition is reported. A computer program was developed and used to identify waste materials and mixes that would result in glass melts from which glass-ceramics could be produced after cooling and subsequent heat treatments. The production of abrasion-resistant pipe from inexpensive and readily available domestic resources could offer an economical substitute for high-alloy steels containing the critical and strategic materials cobalt and chromium.

Jan 1, 1984

By Christopher J. Bise

Traditionally, mine drainage systems have not received the high level of emphasis on careful engineering design which has been rendered to many of the other auxillary operations. This may be due, in part, to the situation-response approach toward dealing with an influx of water. When the installed system becomes inadequate, costly alterations to the pump, such as staging or speed increases, are considered expedient solutions. In order to rectify this situation, computer-aided solutions to mine drainage problems could represent an efficient alternative to the methods presently used. This paper will consider the application of microcomputer technology to mine drainage problems and will show how the relative economy and convenience of microcomputers can make them become valuable analytic tools at any mine site.

Jan 1, 1983

By J. D. Patsey

A computer program has been developed for use by the mining engineer for analyzing drum-type hoists prior to the modification of an existing system or the designing of a new one. Its use permits the preliminary evaluation of a system before seeking the technical assistance of mine hoist designers and manufacturers. Compatible with an IBM-PC, the user-friendly program accepts a variety of data and can analyze hoisting systems for any balance state. The extensive program can be used to: (1) calculate skip capacity to yield a desired production rate; (2) solve for required drum face width; (3) select a permissible wire rope from a menu of 50 available rope types: (4) estimate total horsepower of the hoist plant; and (5) estimate power cost. An example of the model's use in evaluating a hoisting system will conclude the paper.

Jan 1, 1986

By J A. Wells, K G. Thomas, R F. Dewhirst

"One of the contributing factors to the extreme cost escalation in the first decade of the 21st century was the increase in the amount and cost of engineering work that went into studies and projects. Various reasons for this were identified, including unsatisfactory productivity due to a shortage of experienced/qualified engineers, the increased complexity and infrastructure requirements of many projects due to location, metallurgy that is more challenging and increasing environmental and social requirements. These conditions often led to unsatisfactory project results in terms of cost and schedule blowouts and created a loss of confidence – both internally and externally – in the industry’s ability to complete projects on time and on budget.Technical fundamentals aside, the experience and effectiveness of project teams has had, and continues to have, a major impact on project cost, schedule and ramp-up to nameplate capacity and operating parameters. There are unfortunately too many examples of where project teams have not been as effective as they could or should have been, all to the ultimate detriment of the project.Using the authors’ extensive experience on both owner’s and engineer’s teams, this paper discusses some of the main reasons for suboptimal team, and hence project, performance and offers thoughts on how best to build and maintain project teams. The analysis and conclusions drawn are built around the Tuckman model of group development known as ‘forming-storming-norming-performing’, which was first proposed some 50 years ago. Given the importance of good teamwork to project success, understanding how project teams grow and become efficient and productive is an essential part of good project management that should receive more attention.CITATION:Dewhirst, R F, Thomas, K G and Wells, J A, 2016. Building and maintaining effective project teams, in Proceedings Project Evaluation 2016, pp 38–48 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By K. G. Philo, R. C. W. Webber-Youngman

mining, where data-driven decision making optimizes resource extraction, enhances safety, and ensures sustainability. The adoption of digital technologies like artificial intelligence (AI) and the Internet of Things has amplified the importance of digital information. However, the integrity and security of this information are paramount, leading to the exploration of blockchain technology as a potential solution for secure digital value exchange in mining. This research examines blockchain's capabilities, drawing insights from its applications in sectors like banking, government, healthcare, and entertainment, and evaluates their relevance to mining's core value chain processes. The study identifies blockchain's distributed ledger technology, cryptographic security, and decentralization as unique advantages that can revolutionize mining by enhancing transaction speed, reducing costs, and improving supply chain transparency and compliance with sustainability standards. Blockchain's transparent and auditable records can enhance business transparency, fostering trust among stakeholders, including investors and regulatory bodies. The technology's consensus mechanisms and smart contracts further promote trust in collaborative ventures. This research provides a foundational understanding for decision-makers in the mining industry to evaluate blockchain's feasibility and potential return on investment, guiding strategic planning and resource allocation for blockchain applications. By leveraging blockchain, mining companies can optimize operations, improve sustainability practices, and establish a robust foundation for future growth, positioning blockchain as a transformative technology in the sector

Jul 10, 2024

By Thomas T. Read

THE official title of our topic for today is "Resources of Metals and Other Strategic Minerals," but in accepting the invitation to open this discussion I claimed the privilege of being allowed to talk about problems other than resources for the two reasons that a great deal has already been said about resources and because we can never discuss them with the degree of certainty that an engineer likes. Resources are uncertain for many, reasons. One is that we do not know what is in the earth. It is four thousand miles to its center and although oil wells 1 ½ miles deep are becoming common and engineers are now talking of drilling holes 2 miles deep, even when they do they will have advanced only one two-thousandth part of the total distance. Only a relatively few mines are over a mile deep as yet. We know certainly that it is comparatively expensive to work at such great depth, but it would be a very foolish man who would assert it will be' impossible, one or two hundred years from now, for engineers to obtain from great depths mineral supplies that are now being obtained at or near the surface. As long as- I can remember I have been hearing that our petroleum resources were in imminent danger of speedy exhaustion, and yet the yearly output is now of the same order of magnitude as the total resources were once estimated, with ' the cry of over-production the loudest it has ever been. Tapping progressively deeper and deeper sources of supply, has produced this result. Even in the thin layer that we are now working much-exploration still remains to be done. .

Jan 1, 1929

By S B. Sheldon

Wall control programs tend to be expensive and consequently require financial justification in order to get approval for the expenditure required. The difficulty faced in getting this approval is that the outcomes of a wall control program are all subjective – a prediction of wall stability and what the wall would do with and without the program. Determining a net benefit is difficult and often justification of a wall control program is based on gut feel, history and a good selling campaign to build a perceived need.This paper outlines a simple solution to this problem by applying risk management principles to wall control. The process is to identify the risks to the operation associated with current wall conditions and then build a risk database for different potential scenarios for each risk. A financial impact is assigned to each risk scenario to complete the database. A consequence and likelihood analysis of each of the risks is undertaken and a formula applied to estimate the projected cost to the operation for the current risk profile. The process is repeated for the predicted wall control conditions after the application of the wall control program. A successful wall control program will reduce an operation’s risk profile so this projected cost should be less than that calculated for the current scenario. The difference in the two projected costs is the value that the wall control program has produced and this value can be used to determine the net financial benefit potential for the wall control program.This methodology can also be applied to other improvement programs that focus on risk reduction such as vibration control.

Nov 8, 2011

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

By HAROLD VINTON COES

THE motive for merging or consolidation today is conspicuously different from that actuating business men in the late eighties and early nine- ties. Then they combined to secure added productive capacity and to monopolize their respective industries with a view to exploiting the consumer. So flagrant were some of these cases that they brought about their own correctives via retaliation on the part of the public and the subsequent restrictive legislation and legal curbs. The objective of the present-day merger, writes W. R. Hill in Printers' Ink, December, 1927, is summarized as follows : "In the golden days when an industry was being cut to pieces, the prevailing cure was to combine. The reason for such trusts was to strangle competition and by creating a monopoly, dominate the market, raise prices, regardless of economic business methods, and simply force larger profits.

Jan 1, 1930

By R. G. Hall

WHEN we want to interpret some problem which faces us at the present, if that problem be a social or political movement, we turn to the pages of history for 'information. If the problem be one of science or of industry we turn to the library of the subject and endeavor to translate the present from the experience of the past. I wonder if you would bear with me for a few minutes as I look back to the time when I was going through mining school and looking forward with hope, it is true and with confidence also, but still with some trepidation and an occasional qualm, to the month of June when the class of 1897 would be hunting jobs. Those were the years 1893 to 1897. Those years saw the Treasury of the United States so empty of gold that the President had to appeal to financiers to accept the country's promises to pay in return for $100,000,000 in gold. And the invectives that were hurled at both their heads for such a betrayal of the people sound strangely similar to those you read today being daily written and screamed at another President for taking us into the League of Nations or for not issuing bonds in huge amounts for unemployment relief, or for not adopting somebody else's particular specific for the relief of hard times.

Jan 1, 1931

By William Gleason

At 6,898 ft below surface, the historic No. 9 shaft at Resolution Copper near Superior, AZ is now the second deepest single lift mine shaft in the United States and connects to the deepest single lift mine shaft in the U.S., Resolution Copper’s No. 10 Shaft (6,989 feet). The shafts serve as ventilation and access for future underground development of what could one day become one of the most significant copper mines in the United States. It is from the base of No. 9 and No. 10 shafts that hundreds of employees of Resolution Copper, a joint venture of Rio Tinto and BHP, hope will soon be given the go ahead to begin driving lateral tunnels to reach a copper deposit that is estimated to contain 28 Mt or 40 billion pounds of copper. Copper was recently added to the U.S. Geological Survey’s (UGGS) critical minerals list, in large part because of increasing demand. A study by S&P Global Energy & Market Intelligence “Copper in the age of AI: Challenges of electrification” released on Jan. 8, 2025, “identifies a transformative trajectory for copper demand, projecting a surge from 28 Mt (31 million st) in 2025 to 42 Mt (46.3 million st) by 2040 – a 50 percent increase that underscores the metal's pivotal role in multiple technological and economic domains.” The surge in demand is driven in large part by the global energy transition, electrification of vehicles, growth of artificial intelligence and data centers, and most recently robotics. Meanwhile, geopolitical tensions have increased the focus on the need for the United States to secure more of its own mineral supply chain. S&P Global’s report is one of many warnings that while copper demand has accelerated rapidly, future supply is being held back. Resolution Copper stands out as one example of a known mineral deposit remaining locked in the United States’ complex and lengthy permitting slog.

Feb 1, 2026

By Charles W. Perdue

This U.S. Bureau of Mines report considers, from a psychological perspective, the perceptual process by which miners recognize and respond to mining hazards. It proposes that if the hazard recognition skills of miners can be improved, mining accidents may be reduced to a significant degree. Prior studies of hazard perception in mining are considered, as are relevant studies from investigations of military target identification, pilot and gunnery officer training, transportation safety, automobile operator behavior, research into sensory functioning and visual information processing. A general model of perception is introduced, and selected concepts from the psychology of perception that are applicable to the detection of mining hazards are reviewed. Hazard recognition is discussed as a function of the perceptual cues available to the miner as well as the cognitive resources and strategies employed by the miner. The development of expertise in responding to hazards is related to individual differences in the experience, aptitude, and personality of the worker. Potential applications to miner safety and training are presented.

Jan 1, 1995

By Francis Gray

Mr. F. W. Gray: It is not my intention to read my paper as it is too long, so I will touch only on the high lights. The Sydney field is the most favourable example of undersea coal mining that exists, and I have not been able to find anything like it elsewhere. The nearest approach to it is a field in England where the Whitehaven collieries are operating, but it has a lot of faults. The net result of these faults so far met with in the seaward advance of the workings has been to increase, by something over 100 feet, the gain in depth of cover, in a distance of approximately three and three-quarter miles. In the Sydney field there are no faults of any consequence. On the east side, the English measures rise. In Australia the sea bottom fell and the cover became too light. On Vancouver Island the coal ran out, and in Japan the seams are steep and contorted. The Chilian fields resemble our own to some extent. An inundation of two collieries took place there some time ago, due, it is said, to the rise workings being allowed to approach the sea bottom too closely in the vicinity of a fault. The Cape Breton undersea field has been proved over a frontage of about thirty miles and has been attacked and penetrated for a considerable distance along that front. We have passed the prospecting stage and now generally use developed land areas as points of attack to win the undersea coal. Of our mining under the sea, it can be said that, with the exception of No. 1-B and Princess colliery, Sydney Mines, no real attempt has been made to win the undersea coal.

Jan 1, 1927

By William Gleason

The mining industry is at a crossroads. Currently, there is an estimated $25 billion worth of projects around the world that have been stopped as the consequence of a dispute or disagreement with their communities, the government or some other stakeholder. Anglo American chief executive officer Mark Cutifani is one who sees the mining industry in need of change and on Dec. 12, he gave the keynote address for the launch the Kellogg Innovation Network?s Mining Company of the Future Initiative?s Development Partner Framework (DPF). The launch was held at the Ford Foundation building in New York City. The DPF seeks to inspire and support the mining industry to adopt a new way of thinking and a new approach to how it secures, nurtures and revitalizes its social license to operate. Working with a diverse group of people from faith-based organizations, nongovernmental organizations (NGO) and other stakeholders, Cutifani often had the rather uncomfortable position of representing the mining industry in a room full of people who are far from the industry?s biggest fans.

By Mary Ellen Bruce Large

"In partnership with California Department of Transportation (Caltrans), Federal Highway Administration (FHWA), and with support from International Association of Foundation Drilling (ADSC), Deep Foundations Institute (DFI) organized a workshop on quality assurance (QA) practices for acceptance of post-grouted drilled shafts in conjunction with DFI’s 40th Annual Conference on Deep Foundations. The 1½-day workshop was held on October 15-16, 2015 at the Oakland Marriott City Center in Oakland, CA.Post-grouting, in the context of this workshop and report, refers to the alternative design and construction of base-grouted drilled shafts wherein a grout distribution system is installed during construction and used to grout the base under pressure after the drilled shaft concrete has gained adequate strength, resulting in a stiffer axial-compression load-displacement relationship and additional possible ground improvement effects.The primary goals of the workshop were to•?Identify and summarize the state of the practice for design, construction, inspection, verification, acceptance criteria, reliability and performance of post-grouting.•?Identify gaps and needs in quality assurance that should be addressed for successful use of post-grouting.This report is structured to follow the workshop program: workshop presentations outlined the state of practice and views from owners, engineers and contractors on acceptance of post grouting methods for drilled shafts; and subsequent workshop discussions attended by a small invited group of participants focused on identifying areas of agreement and disagreement on post-grouting best practices, acceptance criteria, design and verification procedures, and inspection requirements. A partial list of attendees of the open and closed sessions is provided as Appendix A, and copies of presentations are included as Appendix B.FHWA and Caltrans are the primary audiences for this report, and its content will be used to develop a roadmap for deploying the findings into policy and practice. The secondary audience is the broader industry group, and the report content will be disseminated in a variety of formats."

Jan 1, 2016