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By Edward Hart

THE specimen of glazy iron used for analysis was highly characteristic in appearance. It was made at one of the furnaces of the Glendon Iron Works, working a light burden of ore with a highly silicious cinder. There are very few records of analyses of this variety of iron. I have been able to find but the two given by Bell, and I add these to my analysis for comparison.

Jan 1, 1877

By Eugene McAuliffe

MANAGEMENT and control of any body of workmen can be effected through various - well-known methods ' though many managers hold certain personal theories of control that range from an absolute dictatorship to what might be called the principle of laissez faire, or the "let alone" method. Managements of many mines, factories, smelters and refineries have been compelled in recent years to accept certain restrictions in hours of labor as well as in methods employed, imposed either by federal or state laws, or by labor agreements. Broadly speaking, regulations of the above character were brought on the industry by managers who failed to recognize fully the rights of their employees to proper sanitary, safe, and compensatory working conditions, as well as working hours that were proper and just. As an example of poor management and worse psychology, we have only to hark back to the days when many bituminous coal operators maintained an inadequate number of pit cars for the number of miners or loaders employed, or if the pit cars were available, the haulage facilities

Jan 1, 1934

By Tilden Cummings

The extractive mineral industries share a number of common characteristics and basic problems which are completely different from those associated with manufacturing and mercantile operations. These industries now supply about 95% of the inanimate energy consumed in this country, and share with agriculture in providing virtually all of our basic raw materials. Mineral producers, like farmers, are subject to the economic hazards of fluctuating markets and prices. Unlike farmers, however, they cannot renew the productivity of the earth, but must seek continually for new sources of supply. The necessity for exploration and development of new reserves, to replace those used up by production, introduces additional factors of economic risk. These operations require the expenditure of large amounts of capital, often well in advance of any assurance of profitability. Commercial banks that understand these special problems can provide a variety of constructive financial services to the mineral industries. The history of cooperation between banks and mining enterprises has yet to be written, but there is every indication that it would encompass a period of hundreds of years. Records refer to depository and lending services by the early European private bankers involving precious metals and jewels. Many of the exploratory voyages to the Far East and the New World were organized with the financial backing of wealthy syndicates, some of which also provided banking services, in the hope of finding new sources of gold and other precious minerals. In the United States many large banks are closely identified with the development of some of the larger mineral deposits such as the Mesabi Range and the gold fields of California.

Jan 5, 1965

By J. Ostachowicz, B. Holynska, M. Lankosz

The paper presents an analyzer and the method for the continuous determination of weight percentage of ore grains with diameter smaller than 75 pm in mineral slurries. The method is based upon the measurement of characteristic x-rays of copper excited by primary radiation of two different energies 16.5 keV and 60 keV from Pu238 and Am241 sources respectively. Additionally the backscattered primary radiation is measured in order to correct the variations of the solids content in the slurry.

Jan 11, 1979

By Chas. F. Jackson

IN these days the headlines and spotlight have been focused largely upon the new processes developed and new plants erected to meet the multiplied demands for mineral products required for prosecution of the war. By comparison, the less spectacular achievements of the miner, who is meeting the demand for raw material without which these processes and plants would be useless, have received little attention. Attendance at the mining meetings here reported was small, averaging about 35 to 40, but interest was as keen as ever, and evidenced to your reporter that the miner is no less on the job than is the metallurgist. It is evident that the mine operators are not neglecting any improved methods and practices in their struggle to produce more in the face of diminishing labor supply.

Jan 1, 1943

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Jan 1, 1907

By R. S. Dean

JUST as the mineralogical name bauxite has come to include several minerals not known at the time the name was first applied, so the concept of bauxite as the one source of alumina must be enlarged during the war period to include the production of alumina from other, low-grade sources. Speaking in a narrow mineral logical sense, there is no such thing as bauxite, and similarly there is now no one source of alumina, and no one process for its extraction.

Jan 1, 1943

Jan 1, 1952

By Joseph Domenico

AMONG others, one of the most important duties of the accounting department is to disclose to the management the cost of production accurately and as quickly as possible after the ore has been produced and treated. A report is issued daily showing man shifts and the cost of labor, supplies, power, and miscellaneous charges to each department of the operation: mining, crushing, milling, packing and loading, and general expense. Mining costs are broken down into stoping, handling, development, exploration, and miscellaneous, and each of these subdepartmental costs are further broken down into the branches making up the subdepartment. Costs of crushing, milling, packing and loading, and general expense are detailed in the same manner. With such a detailed daily report as this, the management is able to keep in close touch with the efficiency of the entire operation. Because no expense items are deferred or spread over a period, and so that the report does not lose its comparative valve, appearances of unusual charges are explained.

Jan 1, 1946

By Jack White

This paper gives details of the results of careful testing carried out on two types of ball mills, conical trunnion overflow and cylindrical grate discharge, on identical ore. The object of the test work was to determine which ball mill was the most economical to install for future extensions to the Mufulira concentrator.

Jan 1, 1950

Jan 1, 1930

By Betty L. Gibbs

A company must have an organized approach to effectively sort through the profusion of available software and hardware and find the programs and equipment which fit defined needs. The selection process must build a complete compatible system which includes hardware and software. The methodology presented in this paper helps identify some of the more important considerations. The steps needed for an organized approach to software/hardware selection are: •All involved staff should contribute to an assessment of current computer capabilities and projection of future needs. •Alternatives are analyzed to determine what software and hardware is available and how selections may possibly be merged into the existing computer system. The evaluation process focuses on details of program capability and hardware compatibility. Analysis must be done to determine how closely individual programs fit the established requirements. The final decision is often a balance of needs between program capabilities and hardware availability. Any programs selected must be able to run on existing and newly purchased hardware. Any additional hardware selected must be capable of meshing with the available computer system.

Jan 1, 1983

In preparation for the 118th meeting, New York, Feb. 17 to 20, 1919, the following committees have been appointed: Committee on Arrangements ALLEN H. ROGERS, Chairman. W. S. Dickson, Secretary. J. E. JOHNSON, JR. F. T. RUBIDGE. H. C. PARMELEE. FOREST RUTHERFORD. P. G. SPILSBURY. Committee on Annual Dinner Committee on Luncheon F. T. RUBIDGE FOREST RUTHERFORD, Chairman. E. B. STURGIS. E. MALTBY SHIPP. Committee on Patriotic Meeting H. C. PARMELEE, Chairman

Jan 8, 1918

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