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By Duk-Won Park

Since geologic anomalies are one of the governing factors of instability of underground openings, it is extremely important to know in advance the locations and extent of these anomalies such as faults and weak zones. At an underground coal mine in the Black Warrior Basin, core drilling was conducted to find a fault in an area where they were planning to locate longwall panels and possibly a shaft. Core logging did not provide sufficient information to delineate the exact location, strike, and dip of the fault. However, a high resolution reflection seismic study successfully solved this problem. This experience proved the seismic exploration technique could be used for premining coal exploration by reducing drilling costs and providing more accurate and detailed information about geologic anomalies.

Jan 1, 1988

By James R. Arnold

Over the past few years several commercial wetting agents and drying aids have been tested in the lab and in the plant at Gold Fields Mining's operations at Mesquite and Ortiz. The major goal was to increase recovery with these surfactants by improving the permeability of the pad and increasing the rate of penetration through the rock.

Jan 1, 1988

By R. H. Murray

The Kamyr countercurrent tower leach process consists of a true countercurrent leach ?with a flocculated ore and fibre mixture entering the top of the tower and a cyanide solution or alternative lixiviant as well as a barren wash solution entering the bottom of the tower. It offers the possibility of including the entire leaching, solid-liquid separation and clarification processes into one unit or tower as opposed to the multiple leach tanks, filtration and clarification sections required in a conventional leach and precipitation plant. The tower process has been demonstrated in the laboratory and found to be effective for leaching gold, silver and other amenable ores. Based on laboratory results, Gencor and Kamyr have jointly constructed a 200 ton per day pilot plant in order to prove the process on a larger semi-production plant scale.

Jan 1, 1989

By Michael Prince

"Managing slurry is a constant challenge for mining operations. Since slurries are not uniform, the challenge is complicated by varying rheology, velocity, temperature and pressure, all of which affect how the slurry moves through the pipeline and how destructive it is to the system it is flowing through. Picking the right equipment from the outset — the right size pipe, the right size pump and the proper valves for the application — allows mines to operate more efficiently. Better valve designs deliver multiple benefits — they can lower the cost of operations, reduce the amount of maintenance and associated downtime required and are better for the environment. Historically, modulating systems have used ball, plug and pinch valves to manage the flow of slurry, but each of these alternatives has limitations. Ball valves require ceramic lining in order to delay wear, and once a ball valve does wear, the entire valve must be replaced. Similarly, plugs in plug valves should be coated to perform in control systems, and whole valves must be swapped out upon wear. Pinch valves are expensive and only require replacement of the sleeve. However, sleeve replacement involves an extremely arduous process in which the valve is completely taken apart.Traditionally, designers have avoided using knife gate valves (KGV) in modulating systems because KGVs have not been able to hold up under the harsh operating conditions. The throttling that is required in some of these processes rapidly fatigues conventional KGVs, rendering them useless and in need of replacement. Fortunately, innovative design changes have the potential to change established views.Breaking new groundRecognizing the need for improved components, Victaulic took on the challenge of designing a valve that could withstand abrasive slurry systems for a much longer period of time. The first step in this process was to talk to miners, maintenance personnel, process engineers and operators in the field about the limitations of current offerings and then determine design specifications for an ideal replacement.Many of the responses to these inquiries were very similar and reflected challenges with current operations; the primary objective was to find a valve that would be lighter and cheaper than the valves currently in use. In theory, a lighter valve would be easier to replace, and since replacements need to be performed frequently, a cheaper valve seemed like the right idea."

Feb 1, 2019

By Russell L. Wood

Introduction It is the morning after and there is one monumental hangover among many, if not most, of the oil companies that invested in mining in the past decade. How an oil company looks at mining depends on the time period. A few years back, around the time of investment, they were probably looking at a balance sheet of their own that was beginning to go wild. Many of their commodity prices already increased two-, three-, or fourfold, with no end in sight. There was a need to invest their earnings someplace before the stockholders or the government got too interested. And that someplace needed to be an industry where their own management skills could be applied. In mining there was an industry amazingly similar to their own. Both worked with nonrenewable natural resources, dealt with the same types of government agencies, and had the same type of critics and pressures from the general population. Oil executives saw mining as an industry that was somewhat backward as compared with their own. They also saw how a generous ration of the capital and management skills, so handsomely bestowed upon the oil industry, could be used to great advantage. But, looking at mining through the eyes of an oil company today, this is what might be seen: • An industry that has been spectacularly unprofitable for the past few years; • An industry of many commodities, any of which can go bad on short notice for protracted periods, for a variety of unpredictable and uncontrollable reasons, or for no reason at all; • A labor-intensive industry, often beset by labor problems. And with only limited potential for further economic mechanization or automation in today's primitive mining environment; • An industry confronted with external, foreign, and political problems, with no reasonable expectation of near-term relief; and • An industry that does not appear to have many "up" periods in its immediate future. And, there is little chance for either big, fast bucks or long periods of large, steady earnings. What Went Wrong? The visions of a few years back seemed as correct then as today's viewpoints seem to be now. What happened to change these views? What went wrong? The simplest and easiest answer is that if the economy was normal back then, nothing would have gone wrong. This is an easy answer but, unfortunately, probably incorrect. Let us take a broad overview. Certain events enabled and prompted oil companies to invest heavily in mining. These same events were major factors in precipitating the worldwide recession that has grievously injured mining and has brought those mining investments into disrepute. Taking a somewhat narrower, but still broad overview, the simi-

Jan 3, 1985

By T. R. Ellis

"Editor’s Note: This is an expanded abstract. The full report is available on SME’s website at http://www.smenet.org/publications-resources/ resources/sme-valuation-standards-tutorials.The author has three goals for this review of mineral valuation standards internationally.1. To place the SME Standards and Guidelines for Valuation of Mineral Properties (SME Valuation Standards) and International Mineral Property Valuation Standards template (IMVAL Template) within the global context of existing mineral valuation standards.2. To review the current status of harmonization of each International Mineral Valuation Committee (IMVAL) member’s mineral valuation standards (or code) with the IMVAL template and suggest remedies for issues found.3. To suggest future enhancements for the IMVAL Template and SME Valuation Standards, and to suggest future roles for the IMVAL and SME committees. From the author’s review, Ellis draws the following conclusions.The SME Valuation Standards comprise a minimum set of principles-based standards and guidelines for developing and reporting valuations of mineral properties (including petroleum properties) for public and private use, subject to jurisdictional requirements. The standards are also designed to provide mineral valuation guidance that supplements application of the International Valuation Standards Council’s International Valuation Standards (IVS) and the U.S. government endorsed Uniform Standards of Professional Appraisal Practice (USPAP), published by the Appraisal Foundation.The SME Valuation Standards is the first set of valuation standards developed by a minerals institute adopting and modifying the IMVAL template. As a result, the SME standards are essentially totally harmonized and otherwise aligned with the IMVAL template. IMVAL was initially conceived in 2012 as a discussion body to aid harmonization of each member’s valuation standards, by modifying to function the same. IMVAL primarily developed the IMVAL template, published in July 2016, to produce an agreed reference framework of essential mineral valuation guidance content as the goal for harmonization of the Australasian Code for Public Reporting of Technical Assessments and Valuations of Mineral Assets (VALMIN Code), The South African Code for the Reporting of Mineral Asset Valuation (SAMVAL) and the Canadian Standards and Guidelines for Valuation of Mineral Properties (CIMVal standards and guidelines). The harmonization would result from each mineral valuation standards committee modifying its standards to operate similarly to the IMVAL template, producing valuation reports with similar content and value for the same mineral property. The template is also available for other bodies to adopt and modify for their regional setting’s needs, as SME did, or use as a convergence goal when updating an existing standard."

Jan 2, 2018

By John R. Marks

Introduction An engineer is a builder and a problem solver. He uses knowledge of the properties of matter and energy to furnish the needs of society. Engineers form the bridge between scientific researchers and the general public, most of whom are technologically illiterate. Mining, metallurgical, and petroleum engineers extract minerals from the ground and process them into usable forms. Then, other engineers further process them into society's needs. Minerals engineers deal with more uncertainty than other engineers. Each ore deposit has its own personality and each ore is metallurgically unique. Minerals engineers, therefore, must be flexible, often applying larger safety factors and contingencies than other engineers, and frequently functioning as a jack of all trades. A minerals engineer can work in coal, oil, oil shale, base metals, ferrous metals, precious metals, industrial minerals, strategic minerals, or in exploration. Other mining jobs include banking and financing, education and research, marketing and sales, and government. As a minerals engineer, you may be among the first to work on the ocean floor or the moon. College Preparation A difference between college and industry is the type of problems to be solved. A typical college problem has an exact answer derived from given information. An industry problem is more apt to have a solution chosen from a number of alternatives. Information required for the solution is not given. It must be measured, calculated, looked-up, estimated, or otherwise derived. Solutions involve trade-offs, economics, and human factors, as well as application of physical laws and theory. When a college problem is answered, you move on to the next one. In industry, however, the headaches may just be starting with the implementation of the solution. Students often complain that they see little use for the theory they are learning. This is valid. A good professor will link theory and practice. Another difference between college and industry is the price of failure. In college, you can make a half-hearted effort in an assignment and take your C or D. On the job, however, poor engineering results in potentially effective projects being rejected and unsound projects being undertaken. Poor performance results in cost overruns, schedule holdups, oversights, disgruntled employees, irate bosses, unsafe structures, and unreliable systems. The costs are time, money, and possibly lives. The student pays the university for his work - not the other way around. So the rewards for good schoolwork often seem nebulous. But education must be viewed as an investment. Working for good grades will help you think better, learn more, receive better job offers, and perform more effectively on the job. There is no substitute for hard work. Avoid taking the easiest electives. If you desire a more liberal education or dislike rigorous physical sciences, mathematics, or engineering courses, change majors. Remember, you are training to be an engineer, not a computer programmer or market analyst. At least one summer of industry employment is necessary for minerals engineering students. The sooner you gain actual experience, the sooner you will know whether to change majors. Most large companies hire students during summer. It is best to send out applications around Christmas break. First and second year students usually work as laborers. Upper-classmen may work as engineering technicians. Students must sometimes choose between returning to a company at a higher position or trying a different company at a lower position, for more varied experience. Both alternatives have advantages. Do your best on these summer jobs. The company is watching. If you do well, the chances are good you will get a job offer when you graduate. Good references are important when you begin job hunting. Interviewing occurs near the end of your school career. The standard procedure is to send your resume with a cover letter to each company you are interested in. The resume for a graduating engineer with little experience need not exceed one page. The cover letter must be written for the individual company.

Jan 2, 1985

By Carrie Smith

Along Michigan’s Upper Peninsula lies the Marquette Iron Range, home to iron mines. Just southeast of the region is the small town of Iron River, where Mary Korpi spent most of her chidhood and early adulthood. Though living in the heart of mining country, the industry did not pique her interest while growing up. As the daughter of two educators, she envisioned a different future for herself. Now, decades after working for one of the largest gold companies, she is gearing up for her term as the Society for Mining, Metallurgy & Exploration’s 2026 President.

Mar 1, 2026

By Richard L. Daley

Today's subject of discussion, "OSHA AND ITS PROBLEMS", must be covered in the time allotted with a slight tongue in cheek approach, for if one is to believe that the "problems of OSHA" can be covered in a twenty minute review, he, himself, has one of three problems: 1. He has residual combat fatigue left over from World War II. 2. He is an egomaniac. 3. He is afflicted with both of the above. Clearly, the difference between divinity and humanity lies in their work. All human endeavor is plagued by errors and omissions, and unless one would be so facetious as to equate bureaucracy with godliness, our government-sponsored ventures seem to receive more than their share of missive missles with which to combat the ills of our society. Coming from an industry known for its undertaking of gargantuan projects, I feel capable of looking at things from the big picture perspective. No one would deny that the massive influx of government, both in the monetary and supportive personnel roles, has accomplished much. But only we, as tunnel constructors, have moved countless mountains of muck, placed endless yards of concrete and engaged the public on numerous fronts and in spite of all, at times have even made a profit! Profit! What a dirty word in our society today. It makes one shrink back from the filthy overtones dripping with the cloying scent of decay. Never shall we judge the success of our government programs with such a slimy yardstick as profit. No, for that which has been conceived in the bowers of Camelot, the measure must be more elevating and inspiring. Something to bring a proud bearing to our efforts! Nothing has helped to alleviate the suffering of man as much as medicine. The eradication of typhoid, polio, and

Jan 1, 1979

By Brian Hays, Victor Mwaba

Optimization of water use has become a top priority for virtually every mining operation. The mineral extraction process typically requires vast quantities of water, which can be particularly challenging when a mine is located in an arid location. Most mining permits have very strict limits on water usage, so tight control of water utilization and extensive recycling are critical to regulatory compliance and profitability. Water management is not only dependent for selecting the right flowmeter for different applications.

Apr 1, 2026

The Coal Utilization review arrived too late to appear in the May issue. Coal utilization technology is improving due to the urgency with the 1990 Clean Air Act and the incentives provided by the Clean Coal Technology (CCT) program. Advances in the CCT are the subject of this report because of their broad industry application, support and involvement. Clean coal demonstration program Projects in the $5 billion Clean Coal Technology program are jointly funded cooperative agreements - not contracts - between government and industry. The industry participant in each project contributes at least 50% of the total cost. The participant takes primary responsibility for the project and is awarded any patent rights for inventions that may occur during the demonstration. The government, on the other hand, ensures that schedules are met, costs are controlled and project objectives are met.

Jan 1, 1991

By P. Anciaux, T. Simpson

The competitiveness of the EU manufacturing industry has come to the forefront of EU politics. The systematic monitoring of developments and the review of the state of the competitiveness of economies and enterprises was identified as an essential component in this process. Work is currently being carried out within Enterprise and Industry Directorate-General in order to analyse the different factors that influence the competitiveness of the non-energy extractive industry. Such an assessment should help to identify policies and actions which could contribute to and enhance the competitiveness of the industry. Assessing the competitiveness and sustainability of the industry implies the need for reliable, consistent data. One important example of how this need is being addressed, is the development of sustainable development indicators (SDI) for the EU non-energy extractive industry. These seek to monitor the industry’s performance and provide a platform for openness and discussion. Work was started on the development of SDIs in 2000, and the first report was published in February 2004.

Jan 1, 2005

By Sakshi Hazuria Anderson, Angela Binder, Oscar Jaime Restrepo Baena, Simit Raval, Sandra Nowosad

As the mining industry faces times of change, new challenges arise to ensure raw material supply for future generations. Different scenarios are currently shaping the way we mine and teach mining engineering. Led by an increasing demand for raw materials, net-zero requirements for improving long-term operation performance, technological advancements such as automation and digitalization, safety improvements, environmental considerations and a need for social acceptance, mining is pursuing to change and adapt to these requirements at a faster pace. Such changing times raise new concerns, one of the most relevant is the lower number of students interested or enrolling in mining engineering and related fields, leaving mining engineering as one of the less preferred career options for students. Nonetheless, it is essential to continue addressing and supplying the skill sets that are suited to the contemporary and future mining industry. To this end, globally, academia is currently undergoing several initiatives such as curricula updates and adaptation, upskilling, improving teaching practices and techniques, including e-learning techniques, enhancing industry-academia and inter-university collaboration, and much more. In countries like Australia, where mining plays a crucial role in the economy, the need for curriculum updates is more pressing than ever. As the mining industry evolves with new technologies and sustainable practices, there is a growing demand for a workforce skilled in these modern approaches. Recognizing this necessity, universities such as the University of New South Wales and Curtin University have taken significant steps to revamp their educational programs. By updating their academic offerings, both universities aim to equip graduates with the necessary skills to drive innovation and sustainability in mining, supporting Australia’s development as a leader in this critical sector. Moreover, the selection of topics that drive curricula update and the focus of the research institutions in mining engineering must extend beyond mere technological and technical aspects to include social and ethical dimensions. In this context, the Universidad Nacional de Colombia, in association with the Colorado School of Mines, has introduced the topic of humanitarian engineering (HE) in 2020. HE is a sociotechnical approach that focuses on developing engineering solutions that promote the sustainable development of communities addressing their basic needs and aiming to improve their quality of life (Menéndez-Aguado et al., 2023; Smith et al., 2023). By focusing on sustainable development, community engagement and equitable resource distribution, HE helps the industry build positive relationships with stakeholders, reduce conflicts and foster social license to operate. As the mining industry seeks sustainable and socially responsible practices, future engineers require training in this area to understand the broader impacts of their work, fostering a mindset that prioritizes community well-being and environmental stewardship alongside technical proficiency. However, developing skills toward humanitarian engineering and sustainable mining among new generations of mining professionals remains a complex task. Integrating the necessary content to prepare future engineers for the multifaceted demands of the industry into a single study program poses significant challenges. To address these complexities, modern educational approaches such as the ones integrated in the mining engineering programs at Clausthal University of Technology can be leveraged to enhance both teaching and learning experiences (Binder, 2024b; Bothe-Fiekert et al., 2023; Nowosad et al., 2024). Innovative teaching methods, such as blended-learning, project-based learning, case studies, scenario simulations and interdisciplinary collaborations, can help bridge gaps by fostering critical thinking, creativity and empathy among students. By embracing modern pedagogical strategies, institutions can better equip future engineers to navigate the evolving landscape of the mining industry responsibly and effectively.

Dec 1, 2025

By Anthony Edey, Leigh A. Readdy, Bruce A. Kennedy

Introduction Very little attention normally is given by the experts, or the public at large, to the fact that the majority of the oil that has been or will be discovered within the U.S. remains in the ground. The inherent limitations of oil production through surface wells, either by primary or secondary techniques, will result in a total of over 300 billion bbl of oil left in the ground after completing production by standard petroleum techniques in currently producing or producible fields. This reserve represents some two-thirds of the original quantity of oil discovered in place. Recent work by a number of groups has shown that there is strong economic justification for extracting this remaining oil by mining and processing techniques. Table 1, taken from 1977 API reports, demonstrates the oil left in place at the end of the con¬ventional petroleum production cycle in then-known fields within the U.S. Possible targets for oil mining operations include (1) oil remaining in place in fields and pools that have reached economic depletion by current petroleum production methods and that are not amenable to economic recovery by conventional petroleum industry techniques; (2) oil-or bitumen-saturated rocks not normally considered by the industry to constitute producible reservoirs, such as shales and diatomites; and (3) asphalt- and bitumen-impregnated rocks. Economically Depleted Fields A more detailed examination of the depleted fields shows that estimates of oil remaining in place after primary, secondary, and nondestructive tertiary recovery can vary widely. There is significant evidence, however, that more than half the estimated original oil in place (OOIP) remains in the reservoir after all petroleum extraction techniques have been applied. If one compares the sum of past oil production and estimated remaining producible reserves with the API estimate of total discovered OOIP as of 1975, it becomes apparent that for the U.S. as a whole, 67% of the OOIP will remain in place at the end of the

Jan 9, 1980

By R. Bouzaiene

In the paper presented by F.W. Brackebusch on the “Basics of paste backfill systems,” paste fill was presented as a backfill process that offers many advantages over other alternatives such as hydraulic fill and rockfill. It was observed, however, that the mechanics of paste-fill transportation in pipelines is not fully understood and that the success of its implementation in practice depends on the precise control of the proportions of fines, aggregates and water in the mixture. The author emphasized the necessity for laboratory and full-scale testing to determine the suitability of a material to be used as paste fill. Although experimental testing is definitely an important operation in the design of a reliable paste fill, advances in the understanding of the fundamental laws that govern paste flow in pipelines are equally relevant. Ideally, the results of such efforts would provide predictive models for the rheology of the paste and the corresponding pumping-energy requirements. In an attempt to achieve this objective, an ongoing research program has been active at McGill University’s Department of Mining and Metallurgical Engineering.

Jan 1, 1995

By William T. Griswold

Few metals or industrial minerals can boast a better growth record over the past fifteen years than the borates. This period of growth occurred before the influence of any large-scale use in plastics or high-energy fuels. These new developments not only provide expanding markets, but the programs related to their development are generating research information that will lead to many other new uses. The most dynamic growth areas for refined products of boron or borates are in the acid, the oxide and the reduced forms, such as the metal and the hydrides. Expanding requirements for these products will modify the emphasis on the use of naturally occurring sodium borates. Any borate from which boron can be economically extracted will become a potentially important ore. This is particularly true of the calcium borate, colemanite. Only one large deposit in the Western World has ever been developed where the principal economic minerals are sodium borates, This factor alone would discourage any exploration program directed solely toward the discovery of these ores; on the other hand, ample exploration opportunities for calcium borates exist in the desert regions of California and Nevada. It is therefore reasonable to restrict a program to this region, in spite of geologically favorable areas in foreign countries such as Turkey, Argentina and Chile.

Jan 1, 1959

Evver since it first displayed an autonomous mining truck at the 1996 MinExpo show in Las Vegas, NV, Caterpillar has been building the blocks to a fully autonomous mine. In May, the company unveiled another block in that progression, the new Cat MineStar System that it says is ?the industry?s broadest, most comprehensively integrated miner operations and mobile equipment management system.? The full system is comprised of five capability sets ? Fleet, Terrain, Detect, Health and Command ? to help operators define the size and scope of their management system based on the needs of their mining operations. Michael Murphy, technology and autonomy manager for Cat Global Mining, explained that the customers were not ready for an autonomous mining truck in 1996, but that many customers wanted the building blocks to eventually get to autonomous mining. After 15 years of work, Murphy said the building blocks have come together in the form of the Cat MineStar System.

Jan 1, 2011

By D. C. Moore

The decision to proceed on a "fast track" construction project is not" without risks as well as rewards. An understanding of some of the risks prior to start of the project will maximize the rewards. This paper describes the research, development, procurement, engineering and construction of the Asamera Minerals cannon Mine concentrator. This fast track project was accomplished in 20 months. Special attention is paid to the risks encountered and the steps taken to ameliorate them.

Jan 1, 1988

By Harry C. Oussoren, James C. Miles

A new seven kilometer long subway line is being constructed through dense glacial soils under a major thoroughfare in Toronto. Eductor, deep well and vacuum wellpoint systems are being used to lower the water levels by as much as 16 metres for the construction of the twin tunnels and associated structures. The design and performance of the dewatering systems will be described. Unanticipated difficulties and their solution will be presented.

Jan 1, 1999

By P. N. Bradbury

The coal companies of today have to make all of their in-the-field managers MAINTENANCE PRODUCTION MANAGERS. By using a computer application to monitor all aspects of the daily production as well as the maintenance, a company can immediately effect a cost reduction by studying the down-time and delay trends on an everyday basis. This paper will outline how a company can use a program to not only put a stop to the increasing supply and maintenance costs but start trimming each of these cost centers while actually increasing the efficiency and productivity of the current work force.

Jan 1, 1991