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By Richard C. Holmquist

Some of you may be old enough to remember -- as I do -- the early days of World War II. A highly prepared, well-equipped Japanese striking force had moved like lightning across the South Pacific islands and Southeastern Asia. As the invasion force pushed its way down the Malaysian Peninsula, Singapore stood serene and beautiful, protected by its natural moat of water, busy as ever with its commercial pursuits. One can see its captains of trade and industry now, sitting com¬fortably on the veranda of the "Singapore Country Club", sipping scotch between cricket games, convinced that the weary, logistically extended Japanese force couldn't possibly cross over to their island which had been so secure for a hundred' years or more. No need to remind you what happened. The brave men in their ships at sea and in the gun emplacements ashore were hopelessly out-gunned and out-maneuvered.

Jan 1, 1979

By Steve Kral

Conference themes are usually chosen by organizers to reflect the current state of the industry. The Colorado Section MPD came up with what may be the most appropriate theme of a mining conference during the last few years. The local SME MPD section’s theme of its 56th annual conference was “The Wild, Wild World of Mining.” The current boom can be felt in all aspects of the industry, including exploration, mining, processing, sustainability, and economic and political issues. Each of the 25 speakers at the conference, held in Colorado Springs, CO, touched on how the boom has impacted each of those aspects. The meeting attracted about 110 people from around the world.

Jan 1, 2006

By J Coombes

"In today’s challenging climate of reduced staffing, limited funding and uncertain markets, we are called on to operate more productively and ‘be more innovative’. As an industry, we are quick to identify our practice areas as a mark of our role in the machinery of the mine value chain. We proudly note our profession – ‘geologist’, ‘mining engineer’ or ‘accountant’ – and demarcate our responsibilities and even our physical space. We even subdivide our disciplines into sacred entities such as ‘logging geologist’, ‘resource geologist’ or ‘structural geologist’ to prevent any blurring as though somehow the confusion will cost valuable disciplinary ground. How can we function professionally to heed the call to be more productive and more innovative?The purpose of this paper is to underscore what is expected from project evaluation, examine the ways in which we work as an industry and explore alternatives used in other industries and environments.The paper begins with a summary of project evaluation expectations and the ways in which disciplines typically interconnect when conducting project evaluations. Next, the paper examines alternative work frameworks and making a distinction between multidisciplinary, interdisciplinary and transdisciplinary frameworks. In-practice examples of these frameworks in alternative industries and contexts provide evidence for application as well as an opportunity to examine their pros and cons.The paper closes with a call to re-examine working practices in the mining industry, with a view to enhancing productivity and heeding the call for greater innovation.CITATION:Coombes, J, 2016. Transcending the mining discipline divide – multidisciplinary, interdisciplinary or transdisciplinary?, in Proceedings Project Evaluation 2016, pp 2–10 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Thomas P. Mucho

Cable bolts are emerging as the newest ?twist? for roof support in U.S. underground coal mines. For decades cable bolts installed in underground metal mines in the United States and Canada used cement-based grouts for anchoring. The cement anchoring process, because of the time and expense for installation, made cable bolts impractical for use in coal mines. Today, the introduction of resin-anchored cable bolts provides a system more consistent with tradi­tional U.S. coal mine roof bolting practices and requirements. Expecta­tions are that the utilization of cable bolts for a number of U.S. mining applications will expand, particularly in coal mining.

Jan 1, 1998

By Bengt H. Fellenius

The design of pile foundations is much more commonly verified by means of a full-scale test, than is the design of other foundation units. The reason is not that our knowledge of pile behavior is more uncertain than our knowledge of other foundation types making the verification necessary, but more that the loads in a structure are more concentrated to single foundations in a structure founded on piles as opposed to structures on footings or mats. Therefore, should a pile cap fail or move, the adverse consequence of this is often drastic, as the piled structure has little freedom to transfer its need for support to other foundation units. Consequently, it becomes important to assure the design of piled foundations. In many, maybe in most instances, the static pile loading test is routine and geared toward determining an at least capacity, only. However, in these times there is an ever increasing liability of the professional, demands for increased economy of the foundation, and frequent lack of the involvement in the test of the experienced old-timer exercising good judgment. Furthermore, modern pile design is leaving the single, simple concept of capacity and requires more information from the test to assist in determining aspects of long-term behavior and settlement. Therefore, even the straight forward, routine static loading test requires improved planning, execution, and analysis.

Jan 1, 1990

By W. H. McAllister

The paper considers the geology and the coalfields that comprise the Scottish south area. It traces the history of known sources of spontaneous combustion and indicates the collieries concerned, with the position of the seams in the geological series where heatings have occurred. The methods of work over the years are described. It relates in detail the circumstances surrounding a fire at Bilston Glen Colliery in the Lothian Coalfield, and the heating at Killoch Colliery in the Ayrshire Coalfield, and the steps taken to deal with them. It also describes some of the difficulties in steep seam working. Methods adopted to prevent spontaneous combustion throughout the area are discussed, and some detail of the UNOR gas analyser is given. Finally, it comments on the present techniques in use in the area, particularly at Bilston Glen Colliery, to prevent spontaneous combustion.

May 23, 1905

By W. H. De Blois

Introduction In the contact process for ?the manufacture of sulphuric acid, sulphur dioxide gas - produced by the burning of sulphur or of sulphur-bearing ores, or as a by-product in the treatment of sulphide ores - is made to combine with the oxygen of the air to form sulphur trioxide, which then only requires the addition of water to form sulphuric acid. The substance, as for example platinum, causing this combination is usually referred to as a catalyst, a convenient term, in the definition and explanation of which many pages have been written. Catalysis is now a comparatively common means of effecting chemical combination, but if the question were raised here tonight as to what actually goes on when this apparently innocent third party unites the parties of the first and second . part, without itself being altered in any way, I am afraid even our most learned members would have to confess their inability to entirely explain the phenomenon; for although the subject is under investigation, there is still much to learn. The contact process, however, is one of the outstanding achievements in chemical engineering. ? From the standpoint of the difficulties involved and the time absorbed in their solution, it probably stands alone in the field of technical chemistry. In fact, the manufacture of sulphuric acid has, from the earliest days, been surrounded with problems which have interested the ablest chemists. The Chamber System Although this paper has particularly to deal with the contact process, it may not be amiss to refer briefly to the chamber system, which was, and still is, a most important factor in the sulphuric acid industry.

Jan 1, 1927

By AIME AIME

T HE new Secretary of the Institute has been asked to address the members through the medium of MINING .AND METALLURGY, and it is perhaps well that he should do this at the first opportunity after his election. The duty of the Secretary, as the present incumbent understands it, is that of attempting to carry on the functions of the Institute in a manner that 'will tend to make it serve its most useful purpose. What is its most useful purpose or purposes? This was concisely answered by Dr. Joseph W. Richards in the June issue of MINING AND METALLURGY under the title "Why is the Institute?" And yet its most useful purposes are not 'fixed ideals or definitely determined things, they vary from year to year, changing with the development of the nation, conforming to needs and anticipating future requirements. Many men of many minds cannot always see eye to eye. The ideas or ideals of one may seem trivial to another, an obvious necessity to one is an entirely useless activity to the minds of others. A number of the activities upon which the Institute is now engaged might have been looked won, a few years since, as uncalled for, unnecessary, and un- desirable. The participation in public affairs was one of these questions. The publication of three volumes in one year may have been a questionable thing to do, but it was an achievement. A monthly magazine that will pay for itself by carrying the Institute's message to its members has its detractors, and yet to many members it seems one of those things that are quite worthwhile. Fortunately, we have a large membership, and fortunately the majority of an intelligent body of such size is apt to have in common many ideas that are right and proper. If these ideas can be ascertained

Jan 1, 1921

Discussions of the papers with a written contribution on Paper No. 11 and authors' written replies. Also brief obituary of Dr. T. David Jones on p146.

Jan 1, 1947

By Kirk Carlton

This paper deals with a group of subjects so familiar to all of us that we might question the need for discussion. Even so, nearly every day's business turns up expensive examples of differences in understanding, misdirected assumptions and incomplete technical purchase documents. As our international activities increase, so do these problem areas. Their expense in both money and embarrassment gives rise to this attempt to focus a little extra attention on technical criteria and specifications. The two terms ?criteria? and "specifications" are, we believe, worth separating with respect to meaning. They should not be used interchangeably, although they often are. Criteria are by definition "standards for judging", whereas specifications are "enumerations of particulars". In relation to plant or project engineering, the criteria are the general rules and data which apply to the whole project and the specifications are the further listing of detailed requirements for specific contractual items or pieces of equipment. We'll look a little more closely at specifications after we give another minute or two to this "criteria" subject,

Jan 1, 1973

By F. G. Hyde

Passage of the Public Utilities Regulatory Policy Act ("PURPA") in I 978 created an entirely new industry that is referred to today as the Independent Power Producers ("IPP"). Requirements of project owners, environmental compliance, project design, the financial community and most of all, the need to be a low-cost producer presented a unique situation for the sourcing and the utilization of fuels. Depending on the specific type of project being developed, (e.g. coal-fired, wood/biomass, natural gas, petroleum coke or a blend of several fuel types) and the type of boiler design, it is important to acquire fuels that will optimize both the project's operating efficiency and flexibility. This paper will focus on the acquisition of fuel for coal-fired projects, but will describe the necessary steps in the sourcing, contracting for, and the utilization of fuels and transportation resources in the IPP industry today.

Jan 1, 1996

By Walter Renton Ingalls

IN SEVERAL papers and addresses during the past two years, I have dwelled upon some of the economic consequences of the war. The fundamental thought that I have sought to convey is that the world became immensely poorer by the war, not only in material wealth and population, but also in the psychology and morale of the people. I do not see how there can be any intelligent dissent from that statement. All the ideas of post-war prosperity were manifestly fallacious, manifestly fallacious from the outset. If there had been any truth in them it would have followed logically that a great war, with all its destruction of wealth, health and life would be a good thing. Therefore, let us have a great war every ten years or so. Such an idea would be both monstrous and absurd. Assuming then the acceptance of my premise, I have tried to show that the losses by the war could be made good in a short time, i.e., in a relatively short time, only by doing things a great deal better than formerly, and that the accomplishment of such a result called for greater transparency in industry, for industrial cooperation, for thinking in terms of industries as a whole, and for the greater exercise of engineering functions. All of this introduced, of course, the position and psychology of labor. I say frankly that I do not look for labor to contribute any constructive thought to the upbuilding. I neither expect it nor hope for it. This is a pity, for it could do so much for its own economic advancement if it would. However, it never has done so, but rather has benefited only from the exercise of the talents of the few, and the main hope now is to bring it into a passive state, dispelling the resistive fallacies that developed during the war. Let us briefly examine the nature of these.

Jan 1, 1921

By S a m u e l D e a n

The author's written response to previous discussion was presented at the North of England Institute of Mining and Mechanical Engineers general meeting held in Newcastle-upon-Tyne, 8 April 1916, followed by further comments by Hare S. in support of his view that the conditions in English mines were the reason for less satisfactory results being obtained with heading machines and brief comments by Greener T.Y., President

Dec 1, 1916

By Eugene McAuliffe

In the year 1581, the counselors of King Philip of Spain suggested to that monarch that a canal across the Isthmus of Darien would open the west coast of the South American continent to Spanish miners and explorers, enlarging and expanding the flow of precious metals then just beginning to trickle across the path cut by Spanish Conquistadors, from old Panama to Puerto Bello on the east coast. The King sent out a party of surveyors and explorers under the command of a young engineer, Savadaerro, who returned after two years, reporting upon a location for a canal which was virtually adopted by the French engineers employed by De Lesseps, who in 1877 commenced the work of constructing the Panama Canal-296 years after Sava- daerro's first survey was begun. The suggestion for an Isthmian canal, made to the king at a time when Spain was a proud, virile nation and when that country was contending with England in the fields of discovery and conquest, represents a measure of vision that has never failed to intrigue the imagination. That the young Spanish engineer recommended an undertaking so gigantic in conception that it took three and one-third centuries for its completion from the time it was first visioned matters little. In the day of Philip of Spain,

Jan 1, 1932

By Nicole Peter

When introducing digital training technology a practical approach helps address cultural concerns.  Solutions to help create acceptance are discussed.  Resistance to change may be deeply rooted in traditional mine training personnel.  Traditional training staff members may consider themselves less digitally-savvy and resist technological methods available to them. A transitional approach intended to help mitigate or resolve resistance is presented as a continuous improvement pathway toward full adoption.  This presentation contends every mine should welcome the benefit of a digitally connected critical enabler.  The adoption of a digitally savvy learning centre is often viewed a disrupter to existing practice.  Given a commitment-driven learning centre model, technology offers the opportunity to transition from a compliance-based training model to one of competence.  Learning and Development practitioners should welcome the latest advances in neuroscience, Bloom’s taxonomy of learning model, and principles which guide mine safety training as outlined by the Lowell Institute for Mineral Resources at the University of Arizona. By employing digital applications to include animation, game-based simulations and immersive Virtual Reality (VR) these technologies create a viable digitally-savvy learning centre. We will outline the ingredients of a digitally enabled, or VR, Learning Centre to offer some observed benefits, successes, and potential short-comings. Much excitement in the industry surrounds implementation of simulation and/or VR headset training.  Given fair consideration of these as a ‘fit-for-purpose’ solution we examine the paradigm shift required to create real results for on-the-job learning.  Interim steps may be needed to meet the cultural transformation.   Simpler forms of VR, in the form of 3D models and VR environments as displayed on a large interactive touch screen, can serve to bridge this challenge and address a group learning environment. Features of the interactive 3D technology and ease of adoption are presented.  Usage of the touch screen is similar to that of a smart phone. It may be implemented as an obvious transitional tool.  To help describe merits of the interactive touch screen the presentation points out these sample underground and surface mine training applications. There are 3-D simulations such as ventilation, emergency response, support installation, and mine cycle and activity scheduling programs. These applications offer the ability to conduct entry examinations, complete digital pre-use checklists, and perform planned task observations in the virtual world of work. The tool may be used to teach the flow of hydraulics and do fault-finding on machinery such as loaders and dump trucks. Learners may navigate in a virtual mining environment to identify hazards, detect and assess abnormal ground conditions, address poor design features, and alleviate traffic constraints. It is possible to use connected physical controls to navigate machinery in the virtual environment. We conclude the presentation with a “compare and contrast” approach to cite potential cultural benefits by adopting a transitional method. 

May 4, 2025

By Sidney Katell

The present report, a continuation of the series of Bibliography of Investment and Operating Costs for Chemical and Petroleum Plants, is concerned with articles published from January 1958 through December 1958. The periods covered in previous reports are as follows: January 1930 - August 1948 I. C. 7516 September 1948 - June 1952 I. C. 7705 July 1952 - June 1954 1. C. 7751 July 1954 - December 1956 I. C. 7847 January 1957 - December 1957 I. C. The following sources were used to obtain the references to and the abstracts of the published articles included in this report: 1. Bureau of Mines Information Circulars. 2. Bureau of Mines Reports of Investigations. 3. Chemical Engineering. 4. Chemical Engineering Progress. 5. Coal Age. 6. Coal Utilization. 7. Cost Engineering. 8. Industrial and Engineering Chemistry. 9. Nucleonics. 10. Oil and Gas Journal. 11. Petroleum Engineering. 12. Petroleum Refiner. 13. World Oil.

Jan 1, 1959

MR. SHUBART: Mr. Miller's paper mentioned the two processes that seemed to be a success, the Smith process and the Piron process. I suppose the main difference is this, that Smith's process is to furnish domestic fuel and the by-products while the Piron process that Ford is installing is for fuel for power plants. I would like to ask Mr. Miller something about the commercial cost of the process. With the briquette you must make it cheap enough to sell. What are the commercial possibilities of Smith's briquette? MR. MILLER: It is pretty hard to say what the cost would be at this time, owing to the fact that slack has advanced double, or even more at the time I was in New York with the plant, but at that time it was costing $1.10 for the operation. You can add to that, of course, the cost of the coke. One dollar and ten cents was the entire cost of plant operation. It takes about one and one-half tons of coal to make a ton of briquettes. One dollar and ten cents takes care of all the material, cost, labor, handling, etc. Labor was much cheaper then. I would say it would cost about $2.20 now. The cost of coal is what you can buy it for on the market. I don't think, however, that the carbocoal process will ever meet with any great favor for the simple reason that it is really a prepared fancy fuel. It is going to be nice for people in offices where they want a grate or for families where they want a nice clean fuel. It leaves no stain on the fingers, no odor to it. It seems in carbonizing coal we change the carbon molecule. For instance, we are all familiar with the diamond. It is carbon, yet it requires a tremendous heat to burn a common little diamond. But you can set a piece of charcoal afire, which is also carbon, with a match. The molecular form has been changed in carbonizing coal, i. e., it is larger. Carbocoal will fire very readily, it can be started with a piece' of paper. I think the Piron process will be the process, i. e., to simply take out the tars and light oils, then fire direct-have the distillate plants right on the job. CHAIR: Can Mr. Shubart tell us something of the mechanical part of the Piron process? MR. SHUBART: The Piron process is of interest because Mr. Ford is taking it up. He has made so few mechanical mistakes it makes us feel that it is a success. Piron is a chemist of high accomplishment and reputation. The thing about the proces is its simplicity. Mr. Smith's is a very elaborate process, but Piron has gotten around all that. Piron feeds the raw coal in at about one-half inch mesh or smaller. He feeds it into a retort about 55 feet long, 16 feet wide over all. He has a hearth about 6 feet wide and the length of the retort. The base of the hearth that carries the coal is a conveyor, a flat cast iron conveyor, a very massive affair, very accurately made, so that there is no loss of coal. Between the upper and lower strands of the ' conveyor is a bath of molten lead which gives an accurate control of temperature. For best results he must have temperature of not under 800 F., not over 1,300 degrees F., about 1,100 or 1,200 F. seems to be ideal for getting greatest yield of oils and the best tars and other by-products. This lead bath has a system of flues running through it that

Jan 1, 1923

By Jeffrey C. Schuh, Logan Bloemer, Daniel P. Dietzler

Over the past 30 years, the authors have encountered numerous projects where recognizing the geology, soil properties and groundwater conditions, and considering alternative construction techniques have promoted efficient and cost-saving construction. The construction documents for these projects, produced by various engineering firms, provided basic information on geotechnical conditions. The authors became involved in each project either because there was a problem during design or construction or, as a contractor, won the project because they saw a value engineering opportunity to take advantage of the geologic setting of the project to design and build alternatives to what the designer depicted. Understanding the geologic setting is critical before planning and designing begins. Being able to work with the geology and the materials on site is preferred before specifying more costly and complex solutions, which often require the importing of materials and adherence to unnecessary and/or inappropriate specifications. Failing to understand the geology or not knowing all the techniques available for construction can lead designers to develop solutions that could be inappropriate. This paper presents several examples of value engineering and project performance enhancements developed through knowledge of basic soil mechanics and implementing innovative solutions. History and Background Most people attend DFI meetings, present their experiences, listen to others, and read articles and papers with the hope they can learn from others. Geotechnical engineers and contractors often interface with others in the execution of projects who have, at best, a rudimentary knowledge of geology and soil mechanics. Of course, there is a need for architects, bankers, and regulators, etc., but they typically do not have much interest in the nuances of geotechnical engineering, which relies on both art and science. Thus, significant time is spent educating counterparts in the need for comprehensive subsurface investigation programs and the intricacies of construction in the “dirt,” as they typically refer to soil and rock.

Jan 1, 2019

By Robert E. Ennis

Several important economic variables must be studied when planning a major underground conveyor haulage system if the objective of tow cost haulage is to be met. The purpose of this paper is to call these economic factors to the attention of the mine planner and encourage their serious consideration. To illustrate, the importance that some of these variables hole for the mine operator who wishes to reduce costs and maintain sound belt haulage practice, these areas of discussion will be covered. 1. Selection of economical flite lengths. 2. Economics of wire rope frame vs. rigid frame conveyors. 3. How idler design affects conveyor costs. 4. Economies in drive design. 5. How speed affects conveyor cost. 6. P.V.C. vs. Neoprene belt - what savings? 7. Maintaining, conveyor investment through maintenance. 8. Miscellaneous factors affecting the cost of belt haulage.

Jan 1, 1967

By M I. Roberts

As Australia’s mining industry painfully retrenches, mining executives and managers strive to remain viable by seeking significant productivity increases directly through process improvement and indirectly by improving leadership and workplace culture, the most powerful determinant of productivity. Culture is the combination of people’s attitudes and behaviour, together with leadership values and focus.Comprehensive new and automated data collection and management systems promise much for improving productivity, yet despite rapid advances in measurement and sharing of data, the use of data can reduce productivity unless behavioural aspects are considered and designed as part of implementation. This is because systems drive behaviour that in turn shapes attitudes to determine culture.Experience from many mine sites and other industries in three countries confirm that the most powerful drivers of people’s behaviour are the Measurement-Analysis-Reporting system and business leadership.This paper discusses fundamentals of practical, statistically valid process measurement, analysis and reporting systems before discussing associated leadership considerations for sustained improvement in safety, productivity, employee retention, leadership, accountability and commercial returns.The key to productivity improvement is improving core processes and important support processes. In turn, the key to process improvement is identifying the major process components and their interaction by measuring and then analysing their variation and level of performance. Understanding variation is often neglected yet is usually highly significant. It is essential that the fundamentals of statistically valid yet practical process and data analysis are understood and incorporated into system design to ensure productive, informed behaviour.The design and use of Measurement-Analysis-Reporting systems influences behaviour most profoundly and determines people’s effectiveness. Behavioural aspects are detailed by focusing on six primary drivers of human behaviour and five basic systems for managing businesses. These are integrated in a seven-step process and productivity improvement methodology that combines statistical, analytical, systems and behavioural factors.The paper includes development, implementation and tracking of a project plan for improving management and leadership systems to drive aligned behaviours. This key leadership responsibility is essential for improving performance to get the most from capital while providing people with the opportunity to develop greater autonomy, which is essential for self-discipline, responsibility, initiative and accountability.CITATION:Roberts, M I, 2015. Integrating measurement, systems and leadership to build safe, productive cultures, in Proceedings Third International Future Mining Conference, pp 73–82 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015