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By William N. Poundstone

What attracts young engineering graduates into the coal industry? What do these young men expect of a career in coal mining? These questions are often asked and debated by mining men throughout the country. In order to present a comprehensive answer to them, an opinion survey was conducted at West Virginia University's School of Mines among the junior and senior classes and part of the sophomore class. The tabulation of the answers showed that the present-day mining engineering student is an older, more mature individual as compared with former years and as compared with other present-day college students. The average age of the country's record-breaking 150,000 college graduates is 24 years. Among this year's mining graduates at West Virginia University, 78% are of this age or older. Over half (54%) of those polled in the survey are married. This is com- pared to 30% as a national figure. Of those married, 38% have one child and over 6% have two children. The entire senior group covered by this survey has averaged almost three years in the armed forces. An article entitled "The Class of '49" in the June issue of Fortune magazine states that this year's class is the oldest, most mature class in history. Our survey indicates that the mining engineering students at West Virginia University are well above the average in this respect.

Jan 1, 1949

By Paul C. Lingo

The title of my talk today might lead you to two logical conclusions: The industry is faced with a problem that requires a solution and after discussing the problem I will offer a solution. The first conclusion is painfully accurate. One need only look at the accident statistics to be aware of the problem. During the eight-year period 1954 through 1962, the United States Bureau of Mines reports that falls of rock and coal accounted for 1,435 of the 2,516 fatal injuries that occurred in underground bituminous coal mines. Some improvement was made during 1962. For the first time since records have been kept, falls of rock and coal accounted for less than 50 per cent of the underground fatal injuries. The 105 deaths recorded in 1962 indicate that a great amount of work remains to be done in this area. As to the second conclusion, let me assure you at the outset that I have no panacean solution; however, I do propose to discuss some aspects of the problem and some possible methods of solution. What methods of solution are now, or have been employed in attempting to solve the problem? More specifically, what methods have you and your associates used? Has it been an orderly well thought out approach to the entire problem, or has it been a somewhat piecemeal approach which tackled the immediate problem and left the total problem for another day? Perhaps a new approach may be in order.

Jan 1, 1964

Sherwood?s Minto Project ? High grade copper copper-gold deposit ? Yukon Territory, Canada ? Development underway ? Permitted ? Production by mid mid-2007 ? 40 40-50m lbs Cu plus Au/Ag by by-products ? Parallel exploration program underway ?Discover more high grade resources ?But what kind of deposit is it?

May 1, 2006

By T. Reed Scollon

Before we can attempt to answer the question of what can be expected from coal research, let us examine why research is done in other fields and what others expect for the money they spend on research and development. Up to 1900 almost all organized research was carried out at universities. Most of the support came from the university, and by present standards the amount of research was extremely small. The motivation for university research was basically discovery of new phenomena, with the objective of advancing knowledge. Side by, side with this organized effort was that of individual inventors who were primarily responsible for applying this new-found knowledge to useful purposes. During this period inventors were rarely supported by anyone, and experimentation was carried out either in their spare time or at the expense of earning a living. Men like Edison, I believe, were the first to demonstrate on a large scale that one could systematically apply newly discovered scientific principles to inventions that would serve useful purposes and would return a profit to those engaged in the effort. The tremendous expansion in research therefore began with the realization and demonstration that the scientific discovered could be applied in such a way as to return a' handsome profit to those who invested in it. The motivation of many of the research personnel however, remained the satisfaction associated with new discoveries, The money to support their efforts came from those interested in a return on their investments. Since the First World War and a rapidly accelerating rate since the Second World War another important motive for supporting research has appeared--the needs associated with national defense; this type of research has been supported almost exclusively by the Government.

Jan 1, 1959

By Carl L. Morris

This short dissertation concerning "what the client expects from the engineer" is directed mainly at the design and construction of metallic ore concentration or beneficiation plants. However, practically the same conditions apply to the design and construction of cement and lime manufacturing facilities, with the exception that the latter facilities reflect the client's and engineer's concepts of customer service and in some cases reflect promotional considerations for the product manufactured and distributed. The client expects his engineering contractor to contribute in an efficient, cooperative, and economical manner current industry-wide know-how and experience to the specific project under consideration through the client's organization

Jan 1, 1969

By H. W. Glen

In the hope of finding out what the readers of the SAIMM Journal want of our Journal, we sent out a questionnaire with the October 1979 issue. The 2500 copies of the questionnaire sent out elicited 228 responses, which represents a return of 8,8 per cent. The number of responses received from overseas was 24, i.e., approximately 10 per cent of the total. The following is an analysis of the responses received.

Jan 1, 1980

By E. C. Skinner

As the program says -we'll he talking about the expectations of the Management of an Industrial Mineral enterprise relative to the activities of geologists engaged in that enterprise. Industrial Minerals is such a large industry both in tons produced and in value of product -and of such diversity and complexity of participating enterprises, minerals and products that I doubt if anyone person can speak for the entire industry as to the expectations of management with respect to the geologist. I'm sure there are major differences in emphasis between segments of management as to the relative importance of the different aspects of the geologists' role in the scheme of things. However, we will try to generalize concerning what we consider to be important factors and to be more specific perhaps of some of the factors with which we have had direct assessable experience.

Jan 1, 1972

By Douglas A. Sloan

"Recently, a number of major mining companies seemed unable to find a president from within the industry, and were searching outside the industry. From this, one could conclude that managers within the industry are either not being prepared or are not preparing themselves for presidential responsibility. Opinions were sought from a number of senior executives, to attempt to define the skills a prospective president should acquire and what actions a company could take or that a prospective president could take to acquire these skills.This paper contains summaries of the opinions obtained, along with the author's comments. The paper also describes the actions some companies are taking and the actions that an aspiring president can take to prepare himself for corporate management.IntroductionA manager is promoted up the management ladder when the manager's superiors believe that he is capable of handling a more senior position. Normally, the manager acquires this credibility by outstanding performance in his current management post, whether it be in a junior management (supervisory) or in a vice-presidential capacity.In most instances, the skills required for promotion can be acquired in the current position or, at worst, the abilities exhibited in a candidate's current role will convince his superiors that the necessary expertise for the more senior position can be acquired on-the-job. This is particularly the case when the new skills are felt to be an extrapolation of the old skills.However, in the case of appointment to presidential rank, there appears to be a need for new expertise which often is not acquired in normal management progression or, at least, boards of directors of some mining companies seem to believe this to be the case. The objective of this paper is to attempt to define the new skills that should be acquired by a manager who aspires to be the president, and to describe what actions might be taken by him to acquire them."

Jan 1, 1982

By P Micale

Geological data provides the foundations for the mining value chain. It is used to underpin the modelling and planning and consequently optimise downstream business decisions. However, it is often forgotten or taken for granted. End users often assume the data to be sound without verification. Geological data can be considered a company’s number one asset. Subsequently, the storage, use and management of this data need careful curation and time invested in preserving and protecting it. An established polymetallic mine with 20 000 drill holes could have a data replacement value in excess of $500M at 2020 prices, excluding labour and salary costs. The Australasian Code for Reporting of Exploration Results, Mineral Resources and Ore Reserves (the ‘JORC Code’) provides guidelines for Public Reporting. Within the code, Table 1 requires discussion around the different types of geological data, its collection and use. What is needed is additional details regarding the validation and integrity of the geological database. A comprehensive guideline specifying minimum geological standards for geological databases has been developed. This expands on the critical points outlined in Table 1 of the JORC Code. This guideline can be used by companies where geological databases are managed in-house or used to assess these services’ outsourcing. This guideline will ensure that geological data is reliable and unadulterated and can be used with confidence. Using this guideline will assist in preserving the investment of geological data in the mining value chain

Mar 22, 2022

By Rossiter W. Raymond

The term " pipe-vein " has recently been applied in this country to certain deposits of lead ore in magnesian limestone. The use of the term has been twofold. It has been revived as a term found in textbooks on mineral veins, with the implied or declared assertion that the ore-deposits thus named in this country are similar to those which have borne the title abroad. It has also been advanced as an appropriate name for a new class of deposits, even if such a class had not previously been recognized. In either case, the assumption is that pipe-veins form a group or class by themselves, and are not merely interior and subordinate features in larger deposits. The peculiar mining law of the United States, which regards " the vein," whatever that may be, as the basis of title, lends a special interest to these claims. But the object of this paper is rather to discuss the subject from the standpoint of geology and technical literature. I shall briefly answer two questions: (1) What are pipe-veins as described in technical literature? and (2) Is the name appropriate or necessary for a new class of deposits ? The term " pipe-ore," as applied, for instance, to irregular, cylin-

Jan 1, 1879

By T G. Vizcarra, B Wong

Optimisation projects are regularly undertaken without knowing the root cause of an issue. It is all well and good to trial a multitude of flotation reagents, change the operating characteristics of your flotation cells, or add more media into your ball mills, but time and again, root cause analysis traces issues back to the performance of hydrocyclones. In JKTech's experience, hydrocyclones are poorly operated and maintained (in both primary grinding and regrind circuits), exacerbating issues that many operations commonly experience.Recent case studies are presented where JKTech has been engaged to improve the process only to discover that the hydrocyclones were the main issue. At one operation it was found that the hydrocyclone feed density gauge was reading significantly lower to the actual density. Following re-calibration of the gauge, and with further improvement of cyclone operational and design parameters using JKSimMet, a significantly sharper efficiency curve was achieved. This resulted in improvements to downstream recoveries while alleviating pumping capacities that were previously constrained by fines and water caught up in recirculating loads.Several other case studies are presented which may seem to be relatively basic, but many basics seem to be getting lost in the day-to-day responsibilities of the modern plant metallurgist. Simple fixes to hydrocyclones can result in significant production increases, but more focus is needed in monitoring these to sustain the benefits.CITATION:Wong, B and Vizcarra, T G, 2018. What category cyclone is devastating your plant?, in Proceedings 14th AusIMM Mill Operators' Conference 2018, pp 665–673 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 29, 2018

By John Reilly

"INTRODUCTION Successful management of megaprojects, meaning delivery within budget, on time and according to expectations, is a fundamental requirement. Many projects have been successful, some have not. This paper reviews megaprojects1, drawn from the author’s projects over the last 50 years, with “lessons-learned” and a summary of recommendations that, if implemented, would improve megaproject management and delivery. Characteristics of these projects are summarized – including outcomes related to key factors such as politics, management, organizational structure, contracting methods, cost estimates, risk and other elements. The projects include the Washington D.C. Metro, Boston Southwest Corridor, LA Metro, Toronto Rapid Transit Expansion Program, BART San Francisco, MARTA Atlanta, London Underground and the Washington State Highway megaprojects – including the SR520 Floating Bridge and the Alaskan Way tunnel. Other projects that illustrate successful, innovative management and contracting methods include the Madrid Metro (low-cost delivery), the Sydney Northside Storage tunnel (outturn cost, alliancing) and the Lake Mead tunnel (working in partnership, risk management). KEY ISSUES A characteristic of megaprojects is that their complexity increases exponentially with size (Reilly 2010, Galloway et al. 2012). These projects are very visible politically, have many stakeholders who must be satisfied and generally span many years and political election cycles. To be successful they must meet expectations, function efficiently, and be delivered under, at or close to budget and schedule. There is a widely-based perception that large, complex projects are always delivered late, over budget and with problems. Specific examples include projects such as Tren Urbano in Puerto Rico – $1.28 billion over initial budget (+133%), the Silver Line Transitway Project in Boston – $286 million over budget (+90%), the London Jubilee Line Transit Project – 2 years late and £1.4 billion (+67%) over budget, the Channel Tunnel Rail Project – £3.7 billion (+80%) over budget, Denmark’s Great Belt Link rail and road link (54% over budget), the 2003 Woodrow Wilson bridge tender in Virginia (72% over estimate) and Boston’s Central Artery Project – several billion (perhaps 100%) over what would have been a realistic initial budget and years late (Reilly 2001c, 2004a; Salvucci 2003)."

Jan 1, 2016

By S. D. Rosenthal

"This paper will share my ‘shift in career direction’ journey from corporate mine engineer, with 31 years of mining various commodities with a wide range of responsibilities in a variety of countries, to the world of academia. There are times in one’s career that a change is required, albeit perhaps not as drastic of a change as moving to teaching. This paper will share how the transition arose, the decision to make the change, the challenges of the first year in academia, and the journey within academia going into the second year. INTRODUCTION As a graduate of the Montana College of Mineral Science and Technology (Montana Tech) with a B.S. Mining Engineering degree in May of 1982, my first job with Utah International in the Farmington area took me back to my home state of New Mexico. Some of you will remember that the early 1980’s was not a period of prolific opportunities for mining engineers; given low commodity prices, especially for copper (for example, Anaconda Company had been taken over by Arco and was in the midst of closing down its Butte operations). Coal was good and the learning opportunities abounded with Utah (which became BHP and then BHP Billiton). Gold was taking off in the mid to late 1980’s thanks to use of cyanide and heap leaching technology improvements, coupled with deregulation of the gold price, so I ventured off to work in the gold industry with a (then) junior Canadian company called Barrick at a new acquisition of theirs known as Goldstrike. That same gold surge was causing a shortage of iron ore mining engineers in Australia so after a few years in Nevada, I uprooted the family and left for a little town in the Pilbara of West Australia, known as Newman, to work in the iron ore industry with BHP Iron Ore. An initial short overseas posting turned into six plus years before transferring to BHP’s Indonesian steam coal mines in Kalimantan on the island of Borneo. BHP was going through a rough period following some ill-fated projects (Magma copper purchase, Beanup and HBI) and was reviewing assets and staffing so internal opportunities became scarce. Employees were encouraged to ‘leave the company and find work elsewhere.’ So, off I go to Argentina to try copper mining in the Andes with Minera Alumbrera. This short stint in South America was followed by a move to another mining town, Morenci, Arizona, and a posting with Phelps Dodge (now Freeport McMoran). After 12+ years without living close to snow we moved to the Denver area in a new position with Newmont Mining Corporation. Along the way I became a Professional Engineer (Nevada) and completed a Masters in Project Engineering and Management. After 11 years with Newmont, I moved to Butte, Montana where I accepted a position as Assistant Professor of Mining Engineering."

Jan 1, 2015

By Douglas A. Anderson

The US Bureau of Mines, in RI 8507, has shown that blast vibrations at low frequency are more likely to cause damage and complaints than those at higher frequency. Since that publication in 1980, the Office of Surface Mining and many state and local regulatory authorities have incorporated frequency in their regulations for acceptable ground vibration from blasting. Even when frequency is not explicitly stated in regulations, it may become an issue in hearings or in court.

Jan 1, 1992

By Pieter de Waal

The beneficiation equipment under the control of plant metallurgists exploits the differences in the physical properties between valuable and waste mineral components. In many cases, laboratory results are too late for process control and can only serve the purpose of "post" reports, the calculation of a mass balance and the issue of a quality certificate. As a result, experienced operators regularly adjust separation equipment based on the colour and texture of the various product streams in the beneficiation plant. Metallurgists quickly learn to recognise the different minerals in their ore body. The stereo microscope has been a valuable tool used by operators to quantify known mineral species. For many years it was the only practical method available for the purpose of process control and even for quality contro1. The modem spectroscope is far superior to the human eye and can rapidly detect a change in mineral composition. New generation optical scanners and digital signal processors can provide useful signals, related to mineral composition that can readily be applied for the purpose of process control. Successful case studies, covering dry in-line and slurry applications as well as in-plant fast spot analysers are presented.

Jan 1, 2014

By Joseph B. Novak

In the last decade or so, the importance of effective preventive maintenance controls and practices has taken on a new and accelerated emphasis. Advances in technology and changes in equipment and product designs impose more precise and demanding standards of quality, productivity and customer service at a very rapid pace. Daily, it is becoming more apparent that in order to fulfill current requirements, existing manufacturing practices and associated control programs must also be upgraded and expanded. This is particularly true in the field of maintenance services. As production and quality standards become more demanding, effective equipment maintenance takes on more importance and becomes more difficult to sustain. In modern plants, the failure of a single equipment component can shutdown a complete production line causing interruptions to operating and shipping schedules that result in costly downtime, dissatisfied customers, and reduced profits. These costly experiences can be minimized with an effective maintenance program that provides maximum equipment reliability and minimum downtime and readily adapts to revision and change. A significant feature of an effective program is the provision of controls over activities generally identified as

Jan 1, 1971

By Eric R. Achelpohl

The paper follows the introduction of a college student into the explosives industry. The opportunity of experiences from classes and work at the University of Missouri-Rolla, along with summer internship experiences are highlighted.

Jan 1, 1998

By Eugene J. Schreiber, F. Newton Parks

Booz-Allen & Hamilton management consultants has recently completed a comprehensive study of Brazil's minerals and metals sectors for 40 leading international and Brazilian companies. The 220-page study describes the activities and Investments under way in 25 key commodities and assesses the current state of Brazil's economy, the impact on domestic minerals and metals industries, and government minerals policies.

Jan 12, 1977

By Don Simon

In the late 1960s the mining industry was in an apparent slump due to a combination of factors. Enrollment dropped significantly at schools offering mining engineering degrees, resulting in a shortage today of experienced mining graduates to staff middle management positions. How has this limited supply affected salaries? Does the shortage impair the mining industry's ability to respond to national energy needs?

Jan 12, 1979

By Jeff Friedman

This paper addresses certain problems to be encountered when a blasting contractor agrees to provide indemnification. Nearly 100% of all blasting work is performed pursuant to a contractual agreement. Whether the explosives engineering firm works directly for the property owner, or for a general contractor by way of subcontract, indemnification agreements are generally required to protect owners, operators, general contractors, and other interested parties in the event there is subsequent litigation. These contractual requirements are typically referred to as indemnification and “additional insured” agreements. We will address the ramifications of contractual indemnification as well as “additional insured” agreements in this presentation. Some of the aspects of this paper will include:

Jan 1, 2004