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By C. Jack Powell

TVA's involvement in air quality programs is perhaps a bit unique. The Tennessee Valley Authority was established in 1933 as a regional resource development agency and therefore must view clean air and clean water as essential resources for the overall development of the Tennessee Valley region. TVA operates certain resource development and production facilities, including power-generating facilities, which are potential air pollution sources. The remarks in this paper will be restricted to air pollution control technology at power-generating stations. Perspectives of Air Pollution Control The art of pollution control must be viewed from several perspectives: 1. It must be viewed in a time perspective--what is available now for air pollution control, what might be available in the near future, what are the likely technologies for the more distant future, and what the future trends in availability of resources might be. 2. Each air pollution abatement scheme must be viewed in the perspective of its total environmental consequences--not just its ability to clean up the air. The generation of electricity from coal produces waste gases, waste particulates, and waste heat. These wastes must be disposed of either in water, in air, or on land. If the polluting wastes are removed from the gas streams going into the air, then they must be disposed of either on land or in water or, hopefully, converted into a product which has some beneficial use. As an example, removal of S02 from stack gases could be more readily accomplished if one could dump waste sulfur products in water. He would solve an air pollution problem by creating a water pollution problem. 3. Techniques for air pollution control must be viewed in the perspective of regional, national, and world resources with their national security and economic implications. The power industry might reduce air pollution by switching generating plants to burning desulfurized fuel oil or natural gas.

Jan 1, 1972

By Arthur Notman

THE matters I had intended to present to you ap-peared in the March 12 issue of Engineering and Mining Journal over the signature of George J. Young, so that although I should like to talk to you for about three hours on this subject, unfortunately it has all been done before. The subject originally sug-gested to me was the trend in mining methods. You will find that fully set forth much more clearly than I could hope to do, in Mr. Young's article, so that I shall confine my attention to a few points of interest in specific cases. You are undoubtedly familiar with the problem that was presented to the Miami Copper Co. when they had exhausted their so-called high-grade orebody. They had what appeared to be a large tonnage of material which their preliminary development work and such drilling as was done indicated contained one per cent copper or a-little over, and how to mine that profitably by underground methods was the question. It was somewhat complicated by the fact that the nature of the ground made them doubtful of their ability to cave it successfully. It was unquestionably harder ground than that of the more highly mineralized sections of the Miami and Inspiration- ore zone which had been mined. However, they had kept very accurate and complete records of past accomplishments and knew what they had to work with and what modifications with respect to costs would be necessary in order to solve this problem. Under the old method of working, they were extract-ing about 71/2 tons per man employed in the mining department; that is to say all labor, direct and indirect required to put the ore in the mill bins, and this, with the grade of ore which they had, resulted in a satis-factory financial outcome. Under their modified method now in use, they have raised that output per man to 29 tons per man shift. That is almost four times what they were doing with the old method.

Jan 4, 1927

By Charles E. Carlsen

Underground construction involves all the legal problems common to the construction industry and adds a nice little group of its own. Elements which will ultimately affect contractor-owner relationship commence to form almost as soon as the owner conceives of the project. A few of these with emphasis on their application to underground construction will be mentioned. (1) During the design stage, determination must be made as to whether the specifications will be general or restrictive. To what extent will the operations of the contractor be controlled? Can he proceed to use any method of tunnel excavation that he desires and only be responsible for the end result or will specific excavation procedures be required? Can explosives be used? Under what restrictions? Are tunnel supports required? How long can the crown behind the heading remain unsupported? What kind of supports are required? What restrictions on the placement of tunnel-lining concrete will be required? Each of you could extend this list for many pages but these illustrations are indicative of decisions that must be made in advance of bidding, and the ultimate decision on each question can have a significant effect on the legal relationships that exist between the contractor and the owner. The owner wants a good job at a fair price. On the other hand, nothing is worse than having a tunnel collapse during the construction period, with its extra costs, loss of life, and delay to the entire project. If the specifications are too restrictive, increased costs of performance are bound to occur. Owners save tremendous amounts of money by obtaining a contractor who has been ingenious in devising the most economical construction procedure. Care must be taken in drafting the specifications so that the benefits of such ingenuity will not be lost. (2) HOW is the contract to be awarded? Will there be open bidding, a restricted list of bidders, or will there be negotiations with a comparatively few contractors? If it is a government project, whether Federal, state, or

Jan 1, 1970

By John Dorn

THE phenomenon of diffusion, according to the most prevalent conceptions at the present time, undoubtedly played an important part in the formation and distribution of metals and minerals in the earth's crust. Apparently there is good evidence that in the geological rate of cooling diffusion caused numerous materials to separate into individual masses or into duplex structures. As is well known, the early steels were made by cementation; that is, by heating wrought ferrous metal in contact with carburizing materials so as to produce a relatively high carbon content on the surface. If the process was continued long enough, the carbon diffused throughout the piece. A more homogeneous product depended upon further heating and forging, so that the carbon diffused to a fairly uniform concentration throughout the metal. In the modern metallurgical industry, diffusion is the basis for many operations; for example, the production of hard surfaces oil steels by carburizing, nitriding, cementing with chromium, silicon, boron and beryllium. Castings or ingots as they solidify do not have homogeneous structures, but these structures are made largely homogeneous by suitable process of heat-treating and the resulting diffusion. It is in modern physical metallurgy, however, that we become greatly concerned about the mechanism of the phenomenon of diffusion. The rates of diffusion, effect of temperature and time on diffusion, and the relation of diffusion to the many properties of the parent metal and the diffusing metal have become important; also, we are concerned with the diffusion of a single metal into a complex alloy. For example, what is the mechanism whereby carbon and nitrogen travel into steel? What is the effect of alloying elements in the ferrous material on the rates of diffu-sions? What is the effect of simultaneous diffusion of carbon and nitro-gen? How does chromium, beryllium, boron, or the like, diffuse into the steel, and what are the effects of alloying elements in the steel previous to the cementation process? These inquiries are by no means limited

Jan 1, 1937

By John E. Dorn, Oscar E. Harder

The phenomenon of diffusion, according to the most prevalent conceptions at the present time, undoubtedly played an important part in the formation and distribution of metals and minerals in the earth's crust. Apparently there is good evidence that in the geological rate of cooling diffusion caused numerous materials to separate into individual masses or into duplex structures. As is well known, the early steels were made by cementation; that is, by heating wrought ferrous metal in contact with carburizing materials so as to produce a relatively high carbon content on the surface. If the process was continued long enough, the carbon diffused throughout the piece. A more homogeneous product depended upon further heating and forging, so that the carbon diffused to a fairly uniform concentration throughout the metal. In the modern metallurgical industry, diffusion is the basis for many operations; for example, the production of hard surfaces on steels by carburizing, nitriding, cementing with chromium, silicon, boron and beryllium. Castings or ingots as they solidify do not have homogeneous structures, but these structures are made largely homogeneous by suitable process of heat-treating and the resulting diffusion. It is in modern physical metallurgy, however, that we become greatly concerned about the mechanism of the phenomenon of diffusion. The rates of diffusion, effect of temperature and time on diffusion, and the relation of diffusion to the many properties of the parent metal and the diffusing metal have become important; also, we are concerned with the diffusion of a single metal into a complex alloy. For example, what is the mechanism whereby carbon and nitrogen travel into steel? What is the effect of alloying elements in the ferrous material on the rates of diffusions? What is the effect of simultaneous diffusion of carbon and nitrogen? How does chromium, beryllium, boron, or the like, diffuse into the steel, and what are the effects of alloying elements in the steel previous to the cementation process? These inquiries are by no means limited

Jan 1, 1938

By Oscar E. Harder, John E. Dorn

The phenomenon of diffusion, according to the most prevalent conceptions at the present time, undoubtedly played an important part in the formation and distribution of metals and minerals in the earth's crust. Apparently there is good evidence that in the geological rate of cooling diffusion caused numerous materials to separate into individual masses or into duplex structures. As is well known, the early steels were made by cementation; that is, by heating wrought ferrous metal in contact with carburizing materials so as to produce a relatively high carbon content on the surface. If the process was continued long enough, the carbon diffused throughout the piece. A more homogeneous product depended upon further heating and forging, so that the carbon diffused to a fairly uniform concentration throughout the metal. In the modern metallurgical industry, diffusion is the basis for many operations; for example, the production of hard surfaces on steels by carburizing, nitriding, cementing with chromium, silicon, boron and beryllium. Castings or ingots as they solidify do not have homogeneous structures, but these structures are made largely homogeneous by suitable process of heat-treating and the resulting diffusion. It is in modern physical metallurgy, however, that we become greatly concerned about the mechanism of the phenomenon of diffusion. The rates of diffusion, effect of temperature and time on diffusion, and the relation of diffusion to the many properties of the parent metal and the diffusing metal have become important; also, we are concerned with the diffusion of a single metal into a complex alloy. For example, what is the mechanism whereby carbon and nitrogen travel into steel? What is the effect of alloying elements in the ferrous material on the rates of diffusions? What is the effect of simultaneous diffusion of carbon and nitrogen? How does chromium, beryllium, boron, or the like, diffuse into the steel, and what are the effects of alloying elements in the steel previous to the cementation process? These inquiries are by no means limited

Jan 1, 1938

By J Ross

The foundation of effective leadership is communication. You can have all the leadership theories, models and training you want, but in the end it is all about leaders talking to, listening to and understanding the point of view of those below and above them.The foundation of effective safety is peoples’ behaviours. Every incident, every near miss and every safe act comes down to what one person does and how that affects themselves and others. We tend to focus these behavioural considerations on the people at the ‘coal face’, those most in harm’s way. But it is the individual behaviours of everyone in the organisation, particularly those at the top, which are just as (if not more) important. The foundation of effective safety leadership in the mining industry is that it starts at the top, with the individual behaviours of leaders. The behaviours of each and every leader will be reflected in their teams. And where their teams are made up of leaders, these leaders will pass these behaviours on to their teams and so on. It’s the sum total of what people see their leaders do and what they do as a result, that creates the ‘culture’ of the business – and it’s this culture that makes or breaks how safely people work.

Mar 21, 2011

Obtaining financing for mining and exploration projects has been difficult for the last several years, particularly for junior companies. Today, though, the purse strings of investors appear to be loosening, leaving the industry with many questions about financing in the coming years. How have capital markets and exploration spending changed? Are there signs of improvement? Where has capital been raised in private, public markets, stock exchanges, private equity, etc.? What companies successfully raised capital in the last year? How are they spending it? How are traditional and alternative funding sources investing in mining? What are the issues mining companies need to know about when tapping alternative sources of capital? Those were some of the questions that were answered at the Current Trends in Mining Finance conference, sponsored by SME and the New York Section April 26-28. Held in New York City, the conference attracted 115 professionals who work on the finance and economic side of the mining industry. Three of the conference organizers talked with Mining Engineering about the conference and the state of financing in the industry today. Tim Alch (TA) is managing director with Behre Dolbear & Co. Alan Oshiki (AO) is executive vice president with the Abernathy MacGregor Group. Henry Weingarten (HW) is managing director with the Astrologers Fund Inc. Here is what they had to say.

By J Johansson, J Lööw

Attractive mining workplaces are good, safe and healthy environments. They are also workplaces that the workforce of the future wants to work in. As skilled miners and engineers are already scarce, this is important both for today and for the future. However, the future of mining will also be subject to increased international competition. In attempting to become more competitive, many mining companies turn to rationalisation, looking to both rationalise their production and organisation as well as optimise their processes. Work organisation is important in both rationalisation and providing attractive mining work. As a result, this paper investigates a ‘lean production’ (LP) philosophy for the organisation of future mines. The aim of the paper is to investigate to what extent LP can be used to organise for attractive mining. It first defines what attractive mining work is and to what degree it can be influenced by work organisation. A short insight into the LP concept will be given as well as a review of how it is discussed and utilised in mining today. In conclusion, a summary of LP’s potential to realise future attractive mining is given.CITATION:Lööw, J and Johansson, J, 2015. Work organisation for attractive mining – lean mining and the working environment, in Proceedings Third International Future Mining Conference, pp 197–204 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Nov 4, 2015

Most new engineers in the mining industry do not realise the importance of legal obligations. During investigations the first question you are asked is: Do you have any proof or evidence? The smallest detail in an underground notebook or a diary entry is able to be used as your proof and/or evidence. The importance of a paper trail is often undervalued and overlooked when you first enter the industry. As a new engineer, all too often your legal obligations, including your duty of care are not given enough consideration. Whose job is it to inform you of what your legal obligations are and when do they end? Everyone has legal obligations at every level of the industry, from graduate to mine manager. The level of these responsibilities varies depending on the position that you hold. When you first start in the industry you need to understand what your responsibilities are and how you are expected to discharge them, whether they are memos, databases or senior sign-offs, etc. In order to fulfil your obligations you must first discharge your own obligation, which in turn discharges those of your department and ultimately those of the mine. As a graduate engineer in the mining industry what I have learnt about my own legal obligations has come directly from my own experience, which will form the basis of this paper.

Jan 1, 2007

By ALFRED KAUFFMAN

NO matter what position we hold, workman, foreman, superintendent, manager, president, or what not, let us fail to give or to make good products, then see how quickly we'll be called to account for- our work by the buying public. The waves of progress taught us that millions were wasted in unnecessary strikes-we also learned that many losses were due to neglect on the part of manufacturers to give the same consideration and attention to the human element of their factory as they gave to their machinery. The employees learned also that the employer was their agent who found purchasers for the product of their labor. So between the two we learned that many years of labor were needed in order for a worker to recover his wasted savings, or for the manu¬facturer to replenish his loss. Treat 'em rough, and tell 'em nothing, was not very far from the true relationship between management and employees in manufacturing plants in the early days. Today just exactly the opposite views are held by executives whose function is the handling of employees. Men today want to know what it is all about. They are intelligent enough to comprehend the facts, and to use them constructively, and it is good business to give them the information.

Jan 1, 1929

By J. F. Henderson

"IntroductionTHE National Advisory Committee on Research in the Geological Sciences was set up by the Privy Council of Canada in 1949. It was set up because you, the Geology Division of the Canadian Institute of Mining and Metallurgy, asked that it be set up. The Committee is, therefore, to a consider-able degree, your offspring. In the role of good parents you, of the Geological Division of the C.I.M., should be interested in the progress of your progeny. How is the Committee organized? What has it recommended? What has it accomplished? On behalf of the National Advisory Committee, that is what I want to tell you about this afternoon.HistoryYou will remember that, in 1946, the Geology Division of the C.I.M. set up a Committee on Geological Research. This Committee, under the Chairmanship of Dr. J. E. HAWLEY, found ""that there is no national organization interested in surveying, co-ordinating, and implementing with financial help, fundamental and much needed geological research. Accordingly, the first and most necessary step to put the geological sciences in Canada on a proper footing .is the recommendation that a National Advisory Committee on Research in the Geological Sciences be formed"" (l).This recommendation was endorsed •by the President and Council of the C.I.M. in 1947 and submitted to the Minister of Mines and Resources."

Jan 1, 1952

By S. Marion Tucker

THE aggregate number of "papers" read within any one year before more or less bored and bewildered audiences is simply appalling. We have seventy to eighty engineering societies alone, not to speak of the many hundreds of societies of every other imaginable kind. And each meets at least once a year to tell what it has found out since the last meeting. All this is very fine and fortunate, at least in the case of the scientific and technological societies; for if even only one significant discovery, one new truth, one new idea comes out at the meeting, the session has been abundantly justified. To many of us, not scientists or technologists, the scientific and technological societies seem to release by far the most useful and important information. What they have to say is often of prime importance directly to human life and to industry, and is perhaps even more important indirectly in its final influence upon social and economic conditions, thus ultimately determining the course of what we like to call civilization. The paper read by that quiet, unpretentious man on the platform ma; mean the revolutionizing of a great existing industry, the creation of an entirely new industry, the gain of millions of dollars to some persons, the loss of millions to others. But, lamentably,

Jan 1, 1940

By Chris Crowl

Employee involvement does not directly correlate to performance improvement. A key ingredient is the introduction of new Human Resource Systems that promote both performance improvement and employee involvement. Many organizations have tried to use employee involvement as the ''fixer" of performance issues-and seen their performance deteriorate further. They failed to realize that the entire human resource strategy must be connected to the goals of performance improvement and that greater employee involvement is only one tool in that strategy. So what are Human Resource Systems? These are systems that all managers use to get work done. Most of us are familiar with basics such as planning, assigning work, checking progress (auditing), completing assignments. We also commonly think in terms of staffing, training, compensation, or corrective action. All of these are human resource systems. All must be designed to support what you are trying to accomplish with your people. We call that the Human Resource Strategy. Let's examine one part of a total strategy intended to support more employee involvement at Kennecott Utah Copper-the hourly job structure. The design of hourly jobs directly affects how many employees of different capabilities are required to get the work done. It begins to answer some fundamental questions: • What are the roles and accountabilities of each employee? Do they have enough information to make decisions, to take responsibility for their work?

Jan 1, 2004

E. M. BROHL. It seems as though the physicists in this crowd in the case of the cartridge cases have been a little in advance of the chemists in the crowd. What I am curious about here, and the way this appears to me, without too much study, is that in season cracking we get an atomic distortion so that both by sound means and by magnetic means we are finding a reluctance of the atomic planetary system to line up in accordance with the so-called good metal. The point that is brought up, or rather that has not been brought up-and I think perhaps we could think of that from the chemical point of view-is that this season cracking as I am used to the stress-corrosion cracking, appears to act much as though it were copper oxide. You remember when YOU take copper oxide films in which we again use this distortion of the atomic system to allow currents to pass selectively in one direction only, we get results almost identical with what we saw on the oscillograph report. In other words, on the one section of this season cracking we had a trace of one phase and if you notice on the sections three and four of the numbered oscillograph trace we had what appears 180 deg. out of phase.

Jan 1, 1945

By Richard R. Klimpel

In a process-oriented production environment, the first objective of any plant engineering effort is to safely produce sufficient product output with an existing plant layout to provide a profitable return to the plant owners and stable employment for plant employees. In such an environment, the terminology macro-engineering means looking at a plant from a perspective beyond "putting out routine fires" or "keeping the plant running." It means asking questions like: • What are the current equipment bottlenecks in the existing plant? • What portion of the plant is most sensitive to fluctuations in raw feed characteristics or other processing condition changes? • If one had X dollars to spend beyond routine maintenance, how could it be best spent to have the greatest impact on overall plant profitability? • What portions of the plant do we know least about? While these questions may seem obvious, they often go unasked due to time pressures, limitations on people or other resources and poor profitability of the existing plant. Even when the questions are asked, frequently a high level of personal bias or a lack of accurate information lead to less than optimal answers and sometimes a lack of confidence in engineering technology. Therefore, in a majority of process plants, there has been little serious change in the equipment layout or engineering operation practice since the start-up of the original plant design.

Jan 1, 1992

By Robert L. Bates

On April 2 and 3, 1970, more than 100 geologists attended the Sixth Annual Forum on Geology of Industrial Minerals at Ann Arbor, Mich. After this brief appearance, the Forum apparently ceased to exist- but it didn't really, and another spring will see it again in action, in another corner of the country. The organization might be characterized as the country's largest permanent floating conference on the geology of industrial minerals. What is the Forum, where did it come from, and what is it up to? The idea originated in 1964 with a small group in the Department of Geology at Ohio State University, Columbus. This group felt that a forum was needed for the exchange of geologic information on industrial rocks and minerals. They envisioned an approach-which has subsequently been adhered to--that would be dominated neither by geological academics interested in theoretical problems nor by practical engineers concerned with processing large tonnages of rock. It was proposed to focus attention on the middle part of the spectrum, especially on practical problems of geological occurrence and how these problems affect extraction and use. In terms of the standard rock-products flow sheet, which starts with a truck unloading into the primary crusher beneath the words 'from quarry,' it was proposed to focus geological attention on what is beyond the primary crusher, out in the quarry.

Jan 1, 1970

By Joshua Micah Hoffman, Catherine E. Johnson

The recruitment and retention of future talent into the explosives industry is becoming increasingly important. One potential area from which future talent can be recruited is local student chapters. Many of the student chapters are closely connected with engineering programs. While this makes sense and both entities benefit from these arrangements, there is a trend of job placement primarily in the engineering industry. Before the explosives industry can begin to compete with other industries, it should be determined what is drawing the students into these other fields. The work presented in this paper sought to better understand the collegiate student population from which a portion of future explosives professionals will emerge. This was done through the use of an anonymous online survey distributed to the student members of the International Society of Explosives Engineers, as well as, members of SEE student chapters. The survey contained questions about future job and career plans, ideal job placement, and expectations of salary. The purpose of the survey was to determine what these students expect or require from a career in the explosives industry. This information can help steer recruitment activities and job offers. Through understanding what is incentivizing these students who have accepted or plan to accept jobs in other industries the explosives industry can better posture itself to be more competitive in recruiting from the collegiate talent pool.

Jan 1, 2014

By R. G. Coyle

This paper describes a model of operating policies in an underground metal mine. The purpose of the model is partly that the problem of controlling a mining operation in the face of shocks from its economic environment is interesting in its own right, and also as an input to a larger research project on policy-making in mining companies. The model includes, mining, development and milling sectors together with cash flow and finances. In particular, it shows how the policies used to control the various sectors in the face of environmental shocks from metal prices and changing state of the system are connected by feedback loops. The use of feedback theory differentiates the model from 'ordinary' simulation and assists in the design of 'robust' policies which always achieve effective control. This model is the first stage of a major project and approximations have been made, simply to get the model going. The purpose of this paper is to show the kind of output this type of model produces, to lay our explicitly what is in the model and above all, to invite contributions from mining people on what the model should show and what should be put into it. We claim no virtues for this model. It is just a research tool so that later models will be more worthwhile and useable in practice.

Jan 1, 1977

Now you know why there is concern about mine illumination. You have some idea about how the human eye works and about the problems of glare, peripheral vision, and accommodation. And you know that lighting in a mine presents special problems because of the dark surroundings and low reflectance. This chapter describes what can be done to improve conditions. This chapter begins with a short discussion about Federal Standards on mine lighting -- what they are and what is being done to carry them out. The chapter then describes different types of lamps that can be used for mine lighting, and discusses their advantages and disadvantages. Finally, the chapter lists some things that you can do personally to improve lighting, or can point out to others so that improvements can be made. The Federal Government is doing its part to improve mine lighting by establishing regulations. Lamp manufacturers are constantly studying new lamps to provide better equipment. And your company will do its part to comply with regulations. Better lights may not be here yet, but they will be soon. But in the end, you are the one who will be using the lights, and you are in the best position to see the improvements. You are also in the best position to see and tell others where further improve¬ments can be made.

Jan 1, 1976