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The Wednesday morning session was opened by President Stanley Shuhart at 9-30 a.m. He called the Chairman of the Auditing Committee. Kenneth Eaton, to report on the financial statement. Mr. Eaton read the data and asked for its approval. It was made, seconded and approved. John Turner, Chairman of the Resolutions Committee, submitted the following: RESOLVED: Whereas, in the year since the last convention of the Rocky Mountain Coal mining Institute, the Institute and the cool mining industry generally have suffered the loss through death of the services of: Walter M. Bellairs F. V. Colombo, M.D. George R. Delamater J. H. East, Jr. E. W. Felegy Hugo H. Machin Archie M. Morrison George E. Mills Veloy K. Piccioni

Jan 1, 1969

PRESIDENT BOTTOMLEY: Gentlemen, the next order of business, if you wish to discuss it is Mechanical Loading. We still have a little time left that could be devoted to that subject, and the meeting will be open now for that purpose. Where is Mr. Edge- worth? J. E. EDGEWORTH (Foreman, Union Pacific Coal Company, Rock Springs, Wyoming): Here. PRESIDENT BOTTOMLEY: Yon start the ball rolling. Tell us what you are doing in the Rock Springs District, on the mechanical loading. SECRETARY SHURART Mr. Edgeworth is the man at the face handling the coal. He never sees the light of day these late winter mornings.

Jan 1, 1927

By Fredrick D. Palmer

U.S. ENERGY: PUTTING PEOPLE FIRST Assessing Goals, Needs and Resources ?Decision-makers must balance the needs of average Americans with the need for: ?A strong economy ?A clean environment ?A secure nation ?Events of recent years ?terrorist acts, multiple energy crises and a global focus on sustainable development ?magnify the need to balance these principles ?Coal ?domestic, abundant, affordable and increasingly clean ?meets these needs like no other energy source

Jan 1, 2003

Jan 1, 1972

Jan 1, 1948

By J. J. Craron

MR. J. J. CRARON: If Ross Weber rings that bell of his, I think I have a few secrets on him that I will tell. It is not such a long time ago when the sales and executive departments of the coal industry were constantly urging the operating department to increase their output, and this cry for increased production resulted in vast development work and increased capacity to the point where the operating departments are today in position to produce coal upon sudden demand far in excess of the ability of their sales departments to dispose of it. So today our ability to produce coal is away ahead of our ability to market it. There are many reasons, of course, for this condition. First, the present economic situation, which has prevented even a normal consumption of coal. Secondly, the over-development and production of every commodity and industry as the result of war time and post-war time prosperity. Thirdly, the inroads made by competitive fields, particularly oil and gas, because of the desire of the public for automatic heat.

Jan 1, 1934

Jan 1, 1932

Jan 1, 1931

[ACC, Inc. Bucyrus-Erie Company CINCO (Coal Industry Consultants, Inc.) Coal Magazine Colowyo Coal Company Coors Ceramic Company Crane & Hoist Sales, Inc. Cummins Power. Inc. Cummins Southwest, Inc. Cyprus Coral Company Denver & Rio Grande Western Railroad Company Energy Fuels Corporation FMC Corp.- MHE Division Ford. Bacon & Davis Inc. T.J. Gundlach Machine Company Hemscheidt American Corp. GH Hensley Industries Honnen Equipment Company Jennmar Corporation Soy Technologies, Inc. K&P Sales Engineers, Inc. Kennametal, Inc. Kerr McGee Coal Corp. McLanahan Corporation National Mine Service Company Peabody coal Company Pitrsburg & Midway Coal Mining Co. Pyramid Parts, Div. American Alloy Ramsey Technology. Inc. Roberts & Schaefer Company Santa Fe Pacific Coal Corporation Scandura. Inc. Tamarron Resort TIC (The Industrial Company) Tribol Utah Power & Light Western Energy Company]

Jan 1, 1988

Jan 1, 1975

Jan 1, 1956

MR. D. HARRINGTON (U. S. Bureau of Mines) : I happen to be a member of the Safety Committee, and the men on the Committee, I believe are the ones who will find the most fault with the report; but I am absolutely not in accord with the last recommendation. (The use of the "Self-Rescuer.") I do not think it safe. I do not think you are always sure you are going to have a sufficient amount of oxygen; in fact I know there are occasions in mines when there is not enough oxygen to make a man safe in a gas mask or self rescuer. At one mine fire, workers using open oil and carbide lights experienced quick reversal of air which extinguished the lights and one of the workers having carbide light was overcome. It took about 45 minutes hard work with Sylvester method of artificial respiration to restore him to consciousness. Fortunately these men were working close to fresh air but had they been far from fresh air base and relying upon self-rescuers or gas masks they would undoubtedly have perished. I was at a mine fire in Wyoming. A bunch of men were working and the air turned on them, and if they hadn't oxygen breathing mine rescuing apparatus I think there would have been at least a half dozen men killed they would have been killed before you could say, "Jack Robinson." PRESIDENT PRYDE: I would like to ask if the self-rescuers are nut approved by the Bureau of Mines? MR. HARRINGTON: They are not; absolutely not.* Furthermore, the Bureau of Mines' Engineers have opportunities to go around in mines, and in mine cars as much as anybody else in the country, and I have in mind but one who is in the slightest degree in favor of allowing self-rescuers to go in a mine. MR. BEVAN: Mr. Chairman, I would like to ask the Safety Committee if it would be of any use to the fire boss traveling through the mine? PRESIDENT PRYDE: Mr. Chairman, I think we should finish up the discussion on the self-rescuer before we take up any other discussions.

Jan 1, 1924

The Morning Session of the Forty-Eighth Meeting of the Rocky Mountain Coal Mining Institute convened in the Little Theater of the Broadmoor Hotel, Colorado Springs, Colorado, at 9:30 a.m., June 4, 1952, Albert M. Keenan, Chairman, presiding. CHAIRMAN KEENAN: Ladies and Gentlemen, here we have our third and final clay of our program, and I wish to take this opportunity to thank all of you for your attendance, both in the past meetings and this one this morning... I am particularly delighted to see that we are all here this morning after the very enjoyable banquet last night. It is a little difficult to get people gathered up after such an occasion.

Jan 1, 1952

The 75th Regular Meeting of The Rocky Mountain Coal Mining Institute convened at The Mark Conference Center, Lionshead Village, Vail, Colorado, and was in session at 10:00 a.m. Past President, Shirl C. McArthur, President and General Manager, American Coal Company, Huntington, Utah, called the meeting to order. The membership was asked to stand and pledge allegiance to the flag. He introduced President Robert E. Murray, President, Western Division and Subsidiary Companies, The North American Coal Corporation, Bismarck, North Dakota. A biographical sketch follows: Since 1974, Mr. Murray has been President of the Western Division of The North American Coal Corporation, as well as President of The Falkirk Mining Company and The Coteau Properties Company, wholly-owned subsidiaries of North American. Previously, Mr. Murray, who has been associated with North American for twenty- three years, served as Vice President-Operations, Vice President - Eastern Division, and Assistant to the President of the Company. In these positions, he was responsible for North American operations in Pennsylvania, North Dakota and Utah.

Jan 1, 1979

Jan 1, 1956

Jan 1, 1947

Jan 1, 1951

By Richard Woodward

Presentation Outline ?What types of coal analyzers are there? ?What do they measure? ?How do they work? ?How accurate are they? ?Most common applications ?Sorting ?Blending ?Prep plant optimization ?Boiler Control

Jan 1, 2006

By N. H. Wetzel

Railroads, attempting to increase their tonnage without adding new lines, have for some time realized there is a definite relationship between increasd haulage efficiency, and constant communication with each moving unit that operates along their roadbeds. Elaborate radio communication equipment has been devised for this purpose, and is rapidly being installed. Coal mines are faced with similar haulage problems and have sought this constant contact through the use of telephone systems, and dispatcher stations. Often the fixed mine telephone system is unsatisfactory, since the desired person is not present at the phone when needed. Dispatchers lose contact with a motorman as soon as he is out of sight, until he calls in from another telephone. The recently developed frequency-modelated radio phone which makes use of the trolleywire network in a mine as a carrying medium, permits instant and continuous contact between dispatcher and locomotives. The motorman can immediately contact another motor or the dispatcher regardless, of his motor's position on the trollywire system, whether moving or standing.

Jan 1, 1948

By J. J. Welch

The thought and practices in the field of accounting in the past two or three years are undergoing far-reaching changes, but more important than this is the changing viewpoint of business managers toward accounting reports and statistics. Accounting is no longer considered a necessary burden of business, for progressive managers and operating officials everywhere look upon it as a service. A service of supplying operating men and executives with information on their affairs which enables closer and more effective supervision, to the end that business may be conducted more satisfactorily and more profitably. This service is the real function of accounting in business management. Of the many treatises on accounting published in recent years, the great majority deal with principles and procedures, and were written purely from the accountant's point of view, thus they appeal, and are of interest, chiefly to accountants. Recently, however, the interest displayed by the operating man, be he president, general manager, superintendent, mine foreman or potential mine executive, calls upon the accounting department to serve him in furnishing him with figures showing the financial position and economic progress daily. In order to effectively render this service the necessary co-operation between management, operating and accounting -forces must exist. Satisfactory services may be developed only on a basis of close contact and pulling together between these departments. It is not a one-man job, the responsibilities necessarily rest on all. This co-operation contemplates:

Jan 1, 1932