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By Bradley Johnson

Introduction Since its creation in 1910, the Bureau of Mines has conducted a wide-ranging program of research on mining technology. Over the years, the Bureau has perhaps become best known for its accomplishments in mine health and safety technology, a field that has been the object of much public attention. Nevertheless, the Bureau's program in other areas of mining technology has always been strong and remains so today. A distinguishing feature of the current effort is its tendency to concentrate on high-risk, high-gain projects. Throughout the federal research establishment, the Administration's policy has been to phase out short-term research that could be performed by private industry, in favor of long-terms projects that industry cannot usually afford to fund. This tendency is evident in the following account of the highlights of the Bureau's current mining technology research program. Underground Mining Technology Fragmentation. Research studies on fragmentation have focused on nonexplosive concepts. If successfully developed, these concepts would lend themselves to continuous automated operation and reduce time and costs of fragmentation in underground mines. A special laboratory-scale device to investigate ripper cutting was designed and fabricated in 1982. Experiments were conducted with large drag cutters to develop an efficient cutting technique for hard rock. Tests were successfully conducted with 76- and 152-mm (3¬and 6-in.) bits in rocks up to 138-MPa (20,000-psi) compressive strength. Because of the success of these initial tests, larger-scale proof-of-concept tests are planned. To prepare for these tests, a tester capable of cutting a 1.8-m (6-ft) opening was fabricated. This device will allow ripper cutting to be carried out at full scale, and will also allow mucking and holddown requirements to be investigated. Preliminary estimates indicate that this concept has the potential to double excavation rates while reducing costs up to 30%. Mobile Hydraulic Monitor. A mobile hydraulic monitor system was designed, fabricated, and used to mine the St. Peter sandstone at an average rate of 22 t/h (25 stph) from a face in Martin-Marietta's foundry sand mine at Clayton, IA. A slurry transport system worked in tandem with jet cutting, resulting in a continuous mining and transport system. Problems with spray from the jet hitting the sandstone showed that a remote-controlled mobile monitor was needed at a station 15 m (50 ft) from the face, so the operator would have a clear view of the face and be safely out of the backwash. Crushers. Research on crushing systems to improve efficiency in underground mines is continuing. Final testing of a low-profile, portable crusher for underground applications has begun. A system for handling oversize feed to the crusher was conceived and tested. Underground crushing systems, portable enough to be kept near the face, offer considerable improvement in materials handling because main haulage by conveyor is often less costly. Hoists. Research to increase hoisting efficiency and speed and to reduce energy requirements has led to experimental ore skips. The skips feature guide rollers to improve riding characteristics, bearing improvement at critical locations, and weight savings of about 1.8 t (2 st). An experimental aluminum skip was installed last year at Kerr McGee's Church Rock mine. Performance is being monitored under production conditions. A portable service hoist for low-cost, efficient movement of men and supplies in raises between mine levels was designed, fabricated, and tested on the surface. The hoist has maximum equipment payload of 570 kg (1,250 lb) at

Jan 11, 1983

By David L. Rife

Introduction Our society is currently experiencing a change in civil philosophy toward US industrialization. We have become increasingly bent on the pursuit of a nirvanic state of zero risk. The money supply has become inversely proportional to its sources. And most mining companies, traditionally conservative, have become increasingly risk conscious. Rising taxes, high inflation, and decades of a steadily decreasing gross national product (GNP) - coincident with moral decay and disarmament - have eroded America's economic health. Psychology of US metal markets has shifted across the economic spectrum to disillusionment and discouragement. The sagging national economy, expanding governmental debt, and a backward mineral policy in concert with worldwide unrest and turmoil have caused great volatility in the metal markets. Congressional inaccessibility of US resources has contributed to its loss in strategic leadership and dependency on foreign suppliers and the common market. Large scale mining activities are now on the decline. And there is an overall slump in mineral exploration in this country. America now faces the sobering reality of almost total importation of 13 key mineral commodities and total dependence on foreign sources for five of them. There is a growing dependency on 21 of the 34 minerals vital to the US economy. And virtually everything needed can be imported directly from third world countries. Almost 85% of the free world's supply or production of vanadium, chromium, platinoids, manganese, and titanium - an essential to the aerospace industry - comes from South Africa. That country now plays a forefront position in supplying the West with minerals. The Soviets have become increasingly aware of this situation. They have made key moves in procuring for their own purposes major raw materials markets, particularly in South Africa. This is obviously threatening to the US' direction and brings about vulnerability to shortages and cutoffs. In spite of these developments and the overall change in the mining industry, there is good opportunity for growth ahead. The way has been paved for the smaller mining companies, particularly the more bullish of these. Smaller mining organizations possess a tight management and strong sense of direction. They can easily adapt to and cope with change. "Windows" that exist in the industry directly depend on a number of factors. These include the busi¬ness climate, market research and planning, management and human resources, applied appropriate technology, favorable hunting ground, and entrepreneurship. Mining as business Mining (and exploration) as a business is by its very nature highly speculative. It involves greater risk for a longer period of time than most other businesses. The entire mineral estate in the US continues to shrink. This is primarily because of various legislated wilderness measures. Consequently, the probability of finding an economic ore deposit in the US has decayed to less than 1%. Although the risk is high, the stakes far outweigh the gamble and are larger than most other businesses can offer. Mining properties, as investments or business opportunities, can provide effective hedges against long-term inflation because the real price for selected commodities, such as gold, may sometimes rise faster than inflation. Recessionary periods seem to provide the best climate for entering the mineral business or for a particular mining organization to expand its activities. Looking ahead and seizing opportunities during a depressed market will pay off. Property payments and royalties are likely to be lower. And the potential for an upward shift in prices for a given commodity is very positive. The decision to invest in a prom-

Jan 9, 1985

By E. K. C. Chanda

The best use of available reserves to give good metal recoveries relies on short term mine production scheduling.-The aim is usually to produce a plan to guide mining in specific areas that will enable mine operations to deliver the budgeted tonnes and grade to the mill and keep within the long range mine plan. Thus, short term production scheduling is an important aspect of the open pit mine planning function. Since the 60's increased attention has been paid to effective production scheduling as a means of improving the economic viability of existing mines. Hence, mine scheduling scheduling systems have been evolving rapidly during the last two decades. These systems include manual techniques, computer based simulation, mathematical programming and more recently Computer Aided Design (CAD). Some general drawbacks of the current scheduling systems are that firstly, the costs of acquiring and using them are not at all insignificant especially for small to medium sized pits. Secondly, there is an inherent trial-and-error aspect in these systems. Thirdly, they tend to be suited for specific orebody geometries, hence lacking the necessary generality. For instance, the use of computer programs for planning open pits to mine stratiform orebodies raises problems which are not usually met when massive orebodies are considered. There for, a need exists to develop simpler but effective short term pit scheduling procedures suitable for stratiform type orebodies, considering their geometry and geology. This paper describes a PC- based model designed to assist the planning engineer in optimizing the short term production schedule in open pit mines with stratiform orebodies. The model is based on a combination of linear goal programming and deterministic mining simulation. The orebody model is made up of ore and waste mining regions where winning and and/or stripping are taking place. These shovel regions form the basic planning elements in the model. This approach does not require the laborious preparation and use of a regular block model. The computer program consists of main modules: (i) Data capture - processes the raw data into the required format for mine planning. (ii) Precedence mining constraints - checks the status of each shovel .region at the beginning of a given scheduling period with regard to geometrical mining constraints such as undercutting. (ii) LP- Optimization - provides an optimal selection of ore shovel regions which do not violet geometrical constraints for mining in the period, the objective, being to maximize the contained metal equivalent in the blended R-O-M ore and at the same time to minimize deviations in grade and tonnage from the call values. (iv) Post LP-Simulation - enables the user to smooth out the LP solution in order to adjust it to a practically executable plan and simulates mining of ore and waste for the period. Shovel allocation to selected ore and waste shovel regions, unit operations and depletion of reserves are executed in this module. Preliminary testing of the model for monthly production scheduling using data from Nchanga OPen Pit on the Zambian Copperbelt indicates that it can be a useful planning tool and gives acceptable results.

Jan 1, 1992

By Jason Saldanha, Andrew Evans, Jonathan Baber

"INTRODUCTION The need for a new road crossing at Silvertown is the result of three key drivers:- •,Severe congestion and delay at the Blackwall Tunnel and surrounding road network; •,A lack of network resilience and reliability resulting from a lack of alternative road crossings in east London and the impacts of unplanned closures; and •,The need to support substantial economic development in east and south-east London (jobs and homes) These drivers directly informed the main objectives for a road-based river-crossing solution. The traffic-related problems at Blackwall Tunnel are long-standing and before Transport for London (TfL) assumed control for the strategic road network in London in 2000 the Department for Transport (formerly Dept of Transport) had investigated various relief options including a third tunnel bore and new bridge. This resulted in a new crossing alignment being safeguarded (by direction of the Secretary of State for Transport) and this was refreshed in 2001 in favor of TfL. In recent years (since 2009) TfL as part of the East London River Crossings Programme has undertaken detailed optioneering and feasibility work to address the above ‘need’. This led to the conclusion that a new road tunnel would offer the best solution in preference to bridge, ferry or demand management options. In 2012, in response to a formal request by the Mayor of London, the Secretary of State for Transport confirmed a new road crossing at Silvertown as a Nationally Significant Infrastructure Project (NSIP) by Section 35 direction under the Planning Act 2008. This NSIP designation meant that TfL as scheme promoter must comply with the National Rail and Road Networks National Policy Statement (NNNPS) and must seek the necessary powers to build and operate the crossing by means of a Development Consent Order (DCO) under the Planning Act 2008."

Jan 1, 2016

By Scott G. Britton

This chapter discusses the necessary construction techniques for installing coal mine ventilation devices. Included in the discussion are the major air controlling devices called over- casts, regulators, stoppings, and doors. Under-casts, although a valid device, are used infrequently in coal mining and are not discussed here. Typically, coal mines require a great many ventilation devices to control the air movement. Post-I969 mines have had to design their air systems to comply with the Federal Coal Mine Health and Safety Act (CMHSA) as discussed in Chap. 1. Pre- 1969 mines have had to redesign major portions of their systems to comply with the basic components of the law such as separation of air courses, single unit split ventilation, and minimum air quantities. It is not uncommon, therefore, to find a large mine (2.0 Mt/a) requiring several hundred overcast installations (permanent, as well as repeat construction), plus doors and regulators placed among a thousand or more stoppings. When each of these devices is subject to leakage from installation and weathering defects, the importance of effective construction becomes evident. An historic rule of thumb for average mine ventilation says that about 70% of all the air pressure generated by the mine fan is lost between the portal and the working faces. Of course, this rule is subject to many factors, but the message is clear: there is a tremendous inefficiency in controlling leakage through common air devices. This chapter strives to present a standard approach and design alternatives which can go a long way in reducing this leakage, and hence, ventilation costs. Historically, mine ventilation has progressed from natural, or draft ventilation, to fire-induced ventilation (Fig. l), furnace-fired centrifugal fans and finally, to today's modem mine fans. Underground controlling devices have been in use in the coal mines since the late 1600s, but the CMHSA of 1969 was the real turning point for mine ventilation. Minimum quantities and velocities of fresh air were required for mining, forcing coal operators and engineers to reevaluate and improve their systems. As a consequence, the cost for ventilating air increased. Today, companies face a variety of choices among design alternatives, materials, labor, and costs of ventilating devices for their mines. The best approach for any individual company or mine is determined by (1) the needs of the mine, and (2) the local design parameters. In my discussions of ventilation construction I shall be fairly general in terms of device installation steps, where specifics are warranted for clarification, I will include this information.

Jan 1, 1983

By Duane A. Smith

Horace Tabor. No 19th century Colorado mining man is better known but, unfortunately, probably less understood. He is little appreciated for his significant contributions to the industry and the state. A century ago, Tabor was headline news. The legend today, however, has become so all pervasive and so interwoven with fact that the two are hard to separate. For example, he never told Baby Doe on his death bed to hang on to the Matchless mine. Yet this has emerged as staple Tabor fare. So much attention has been focused on his matrimonial triangle that it overshadows the man. Symbol of mining's reward Tabor traveled west in the 1859 Pike's Peak gold rush. In the next generation, he came to symbolize the rewards mining might lavish on an individual. The Leadville Daily Herald (Sept. 10, 1882) could write, without exaggeration, that "the extent which the mining industry of Colorado is under obligation to Tabor cannot be easily estimated - what he has done for Leadville and Denver is patent to all." It had not come easily, nor had Tabor started out a success. His early placer mining at Payne's Bar, near present-day Idaho Springs, CO, had turned no fortune. So in 1860, he, his wife Augusta, and son went south to Colorado City, then over Ute Pass and up the Arkansas Valley to Oro City. Arriving soon after the initial discovery, Tabor staked a good claim. With a sharp eye, he and Augusta broadened their base by establishing a store. Both mining and business would pay dividends in the following years. By the season's end, though, Oro City was already declining. Always on the lookout for a richer district, Tabor and his family moved the next year across the mountains to promising Buckskin Joe. The familiar pattern followed, with the store and post office being the center of their attention. Mining investment and management now replaced the earlier physical panning and sluice operating. Seven years later, the Tabors abandoned Buckskin Joe and returned to Oro City. It had moved up California Gulch to be near the district's best mine, the Printer Boy. Middle class was not enough Middle class respectability, plus a steady income, was the Tabor's by the 1870s; fine as far as it went. But it proved far from the fortune Horace had always been seeking. Oro City languished in the backwash of Colorado mining and Tabor seemed like many men who had drifted around the Territory following the ebb and flow of mining. His faithful wife Augusta had been a steady factor in the success the family achieved. She helped year after year to operate the store and post office. Not simply the happy-go-lucky individual he has often been portrayed, Tabor was a hard working businessman/mine owner. An R. G. Dun and Company agent evaluated him in 1876 "Net worth $23,200. Is a very shrewd businessman and not liable to lose money, has a good chance to make money as he had no competition." Leadville: Tabor's silverlined-fortune After all those years on the Colorado mining frontier, in 1877, Lake County's wealthiest and most respected merchant made another move. It was short in distance, only 4 km (2.5 miles) down California Gulch, then a little north to a new mining camp. This new camp, soon named Leadville, gave birth to the Tabor fortune and legend. Middle-aged (Horace was 47), the Tabors once more set up their general store and found themselves in the midst of the open¬ing of a new district. This time silver beckoned and not the gold that had brought them West 18 years before.

Jan 1, 1989

By Alfred Weiss, Andrew E. Nevin, Thomas J. Neil, O&apos

As Edward E. Runyan, 1983 AIME President, in an interview excerpt in ME, June, p. 607, stated, "...the AIME Transition Committee has recom¬mended to the AIME Board that each Constituent Society be allowed the option of separate incorporation, whereby each could become its own separate legal entity." Background The American Institute of Mining Engineers (AIME) was formed in 1871 by 22 engineers in Wilkes-Barre, PA. Although originally a mining organization, it became a home for metallurgists, iron and steel industry people, and for the individuals in the expanding petroleum engineering profession. There are now four Constituent Societies: Society of Mining Engineers, located in Littleton, CO, 29,000 members; Society of Petroleum Engineers, located in Dallas, TX, 47,500 members; The Metallurgical Society, located in Warrendale, PA, 10,000 members; and Iron and Steel Society, located in Warrendale, PA, 6,500 members. Each of the four groups has grown and continues to serve the specific and/or diverse needs of its membership. As the needs and requirements of their industries and professions change, each of the Societies has perceived and initiated programs that serve their constituency rather than AIME as a whole. Therefore, each Society has recognized an increasing need for autonomy to better augment their own programs. An AIME Ad Hoc Transition Committee, with Robert Merrill, AIME Past President, as chairman, made a number of recommendations pertaining to AIME operations that were approved in October 1982 by the AIME Board of Directors. One of the recommendations was to endorse separate incorporation of the Constituent Societies on an individual-society-option basis. The AIME Board commissioned a task force of Constituent Society representatives to develop specific revisions to the AIME Certificate of Incorporation and the AIME Constitution and Bylaws. This was done to allow separate incorporation and to reflect the decentralized structure of the Institute. The SME-AIME Board of Directors subsequently approved the recommendation of SME Working Party #69 that SME pursue separate incorporation. Meanwhile, Working Party #69 continues to work with the other Constituent Societies and with the AIME Task Force on Reorganization to determine the form and substance of the separate incorporation. Why Incorporate? George Webster in The Law of Associations quoted Chief Justice Marshall's (1819) definition of corporation as: "A corporation is an artificial being, invisible, intangible, and existing only in contemplation of law. Being the mere creature of law, it possesses only those properties which the charter of its creation confers upon it, either expressly or as incidental to its very existence. These are such as are supposed best calculated to effect the object for which it was created." SME-AIME attorneys, Davis, Graham & Stubbs, have pointed out that the status of an organization operating as an unincorporated association is always unclear. At present, SME-AIME administers assets of almost $3.5 million (mainly property and inventory) but technical ownership and ability to enter into contractual relationships resides with AIME. However, the operation appears to outsiders (particularly those with whom SME-AIME does business) to be an independent operation which would be expected to be a legal entity in its own right. Advantages of Incorporation Liability. Because of legal ownership by AIME of all assets of the Constituent Societies, those assets are subject to the claims of any of the creditors of AIME or any of its constituent parts (i.e., the other societies). Liabilities can be those usually encountered in business but also encompass special risks, which could develop if there were a careless and erroneous publication of material that might be used in practice or if standards are improperly established. The recent US Supreme Court decision in American Society of Mechanical Engineers, Inc.,

Jan 10, 1983

By Victor F. Hollister

Introduction Trends of successful discovery technology and psychology emerge from a thoughtful study of various companies' exploration programs. These subjective patterns can be generalized into groups of factors for discussion. Here, for convenience, factors that influence exploration success are separated into management and geologic concerns. Most successful discoveries have a demonstrably favorable management combined with a technically competent geologic input. Both are required. But the management input is decisive. Management factors include the correct definition of management's role; cost of exploration; time needed for exploration; commodity selection; and the fostering of autonomy, creativity, and confidence in the geology department. Geologic factors include imaginative technical competence (field as well as academic), correct development and use of empirical exploration or prospecting models, and dedication. Success comes to those entities that are properly managed and have technological competence. A management team that directs a company's business has been compared to a dynasty. The dynasty lays out policy and follows up with appropriate action. In that management's power is pervasive, the term is appropriate. Management's role is, however, more important. Many examples can be cited where the geologic input was impeccable. But management somehow snatched defeat from the jaws of victory, and the exploration success was turned to a third party's profit. Management Factors Management's role can be broadly generalized to four parts. These are to identify the commodities it seeks, define its part in the exploration process, develop a functioning exploration department, and have the desire to succeed. It must have confidence in its geologists and delegate to them the authority and responsibility they need to operate successfully. Head office management cannot do the thinking for a field staff thousands of kilometers away. There is no substitute for confidence and delegation of authority. Successes came to those who had the freedom to act. Motivation is a management requisite. Management's role is to prevent destructive, internecine political battles within the corporate structure. Most large US mining corporations have well known histories of political strife that have damaged their exploration efforts. Management's role must, above all, include the desire to succeed. There are cases where management has been confronted with a commercial exploration success, but their reaction is to request additional study or exploration. Perhaps the problem of bringing a commercial find into production is beyond their capabilities. But a bona fide discovery sent back for additional work commonly is lost due to that management. The cost of exploration is a factor that management must accept. A variety of studies made during the past 40 years shows the cost per discovery to be $25 million, $38 million, $200 million, or even $290 million. These figures are derived by dividing the total exploration expenditure by the number of discoveries. However, successful management dynasties have a much lower cost per discovery during their management regime. Asarco, from 1948 through 1963, had one of the lowest cost discovery rates in the world. Duval Corp., from 1948 through 1968, had comparably low discovery costs. Placer Development, from 1955, was equally successful. Western Mining in Australia has had one of the longest lived dynasties associated with exploration success. Time is vital in exploration success. Most successful exploration case histories stress sufficient time in project exploration so that the target is well tested. A large target cannot always be adequately evaluated by a few holes (strat or concept testing). Serendipity helps in exploring large targets, but it best operates in a lengthy program. Numerous case histories include pleasant surprises. But these came mostly after the 10th hole. Commodity markets are important factors governing exploration success. Management's decision to explore for a specific commodity can doom its effort if that product suffers from severe oversupply. Unquestionably, progressive copper price increases from 1948 through 1968 helped convert marginal porphyry copper discoveries

Jan 8, 1985

By Herschel H. Potter

While preparing this paper, I soon realized I had a problem in defining what injuries should be classified as "personal." Admittedly, in some cases, falls of persons, sprains and strains, pulling and pushing injuries, and back injuries may have been caused by the individual. But, I believe the number of injuries directly attributed to an individual's carelessness is relatively small in comparison to the total number of injuries in those categories. For discussion purposes, the injuries most often considered to be personal, that is, caused by individuals are those classified as back injuries. My paper will be devoted to back injuries because this category represents the greatest number of injuries occurring in coal mining. A man's best friends are his wife, his back, and his dog. The back, however, has a reputation of not being as faithful as his other two friends.1 "Industrial back injury is one of the major occupational health problems plaguing industry to- day. According to national surveys, back injury accounts for more lost time than any other occupational injury and costs companies thousands of dollars in compensation, medical fees and over- time pay."2 A study conducted by USA Today found that back ailments afflict an estimated 75 million Americans, have totally disabled about 2.5 million adults, lead to as many as 200,000 required surgeries each year, are a leading cause of absenteeism and disability, are the second leading cause of hospitalization, are responsible for 18 million doctor visits a year and cost about 93 million work-days annually. The cost to industry is estimated at $14 billion a year.3 During the past 30 years, a great deal of accident prevention education has been directed toward the reduction of back injuries. However, this effort has not produced any great change in the incidence of the injury. Back injuries should be of the utmost concern to everyone here today. I don't need to tell you what the incidence rate is for back injuries, nor will I use any statistics to inform you of the incidence rate for the coal mine industry or any specific mine. It is only important to know that the number of back injuries is excessive. Back in- juries resulting from lifting have been and continue to be one of the most constant and undiminishing problems in the occupational environment. The fact is, we use our backs to per- form work that the back was not designed to do. Historically, manual materials handling related accidents have consistently accounted for the largest percentage of all industrial accidents. In fact, over 25 percent of all industrial accidents are related to handling of materials.4 In underground coal mining operations, material handling accidents account for even larger percentage of lost time injuries. In 1983, for example, they accounted for 34 percent of all lost time injuries and 32.6 percent of all non-lost time injuries. 5 I want to use one example of a task that will illustrate what I have just said: the building of a concrete block stopping. Each solid concrete block will weigh from 60 to 70 pounds. To build a stop- ping 6 feet high and 20 feet wide will take approximately 80 blocks. On the average, these 80 blocks will be handled at least four times from loading into the conveyance for transportation to being placed while constructing the stopping. This generally requires repetitive lifting from ground level. The next three slides demonstrate the lifts

Jan 1, 1986

By Stanley Dempsey

INTRODUCTION The mining industry has been under- going a significant restructuring for the past several years. Some firms have been liquidated. Some have been merged with other firms. A number of mining divisions of larger firms have been spun off, in some cases in leveraged buyouts by management. Recently, there have been a number of spin outs of gold subsidiaries. There are also a number of start-up situations where new firms are emerging as significant gold producers through mine development or acquisition. This restructuring has created an attractive market for specialized mining finance firms, and a number of firms have recently entered that field in the United States. These firms provide financial advisory and valuation services to mining firms and project developers, and access to venture capital. In some cases, they invest for clients or for their own account. I have been asked to describe how our firm works, and what kind of information we expect to receive when mine developers seek our assistance in financing a project. HOW WE OPERATE Denver Mining Finance works for both mine developers and investors. We also provide expert advice on mining issues to governments and to firms who are in litigation over mining issues. A lot of our work involves valuing mineral interests for various purposes. Our principal expertise is in the technical, commercial, and financial area. We help put mining deals into shape commercially so that they can be financed, and we help investors get into mining deals that are commercially sound. We work on projects, but we also advise mining firms on the structure of their business and how to make the most out of one or several mines that they might own. In addition to our work for clients, we are also prepared to invest in mining projects for our own account, and to recommend gold properties for acquisition by our parent company, Royal Gold, Inc. We are, to some extent, a venture capital firm, in that we sometimes work with projects that are not "bankablerV1 and are prepared to invest in attractive early-stage situations in mining. However, I want to emphasize that our principal focus is on development of commercially attractive mining projects that can be brought into production in the best possible financial terms. If we can make a project qualify for a project loan from a commercial bank, we will not advise the developer to use high cost venture capital. For the purpose of this paper, I will focus primarily upon our functions with respect to development of precious metal projects. In a typical case, a firm with an advanced-staged project approaches us for help with financing the final feasibility study, and construction and operation of a mine. In some cases, the developer has already developed a financing plan and wants only our access to investors. If we agree that the project is sound and that the financing scheme will be attractive to investors, we will help the developer reach investors on a commission basis. In such cases, we are particularly insistent that the financing plan and our participation meet all regulatory requirements, particularly compliance with state and federal securities laws. In most cases, however, the developer asks us for advise both on how to structure the financing, and how it can be implemented. Here we work for fees based on hourly rates for advisory work,

Jan 1, 1987

By C. J. Veal, C. I. House, S. R. Bellamy

INTRODUCTION Coal gold agglomeration (CGA) is a new concept in gold processing. It involves the recovery of oleophilic (oil-loving) gold grains by causing them to adhere selectively to the surfaces of coal oil agglomerates. Under optimum conditions very high recoveries of gold. can be achieved. The agglomerates are recycled to build up gold loading to typically 1000 - 5000 g/tonne. Bullion can be produced by burning the loaded agglomerates with subsequent recovery of gold from the highly loaded ash either by dissolution/electrowinning or smelting. A wide-ranging programme of laboratory testwork has been performed to investigate the response of different ore types to the process. This has shown CGA to be most applicable to ores in which the gold is liberated or easily liberatable, relatively coarse (ca 500 µm) and fine (<5 µm) gold grains being recoverable with equal ease. The best opportunities for CGA seem to be: • placers containing fine gold not recoverable by gravity concentration • low grade gravity concentrates to avoid multiple magnetic/gravity separation stages and amalgamation • free milling ores where the gold can be liberated at a reasonable ore particle size eg >d80 50 µm • tailings past or present from gravity concentration plants. CGA testwork ranging in scale from laboratory to pilot plant on tailings produced by gravity concentration in the 19th century Australian gold rush has already been reported (Bonney, C F, 1988; House, C I, Townsend, I C and Veal, C J, 1988). An economic appraisal for a Canadian free milling gold ore has also been published (Buckley, S A, House, C I and Townsend, I G, 1989). This paper describes results of a detailed laboratory programme to assess CGA as a means of recovering gold from a beach sand deposit in New Zealand. The area from which the samples were taken consists of quarternary interglacial marine, lagoonal, fluvial and eolian deposits. The heavy minerals present are predominantly ilmenite and garnet and small concentrations of gold. In certain locations the sands and gravels are consolidated by a limonitic cement. In the 19th Century some parts of the deposit were mined and the ore processed using stamp milling and gravity concentration. Gold recoveries were low, probably below 50%, due primarily to the fine size of the gold grains, the flaky nature of the gold and also imperfect liberation by the stamp mills. Our laboratory testwork was divided into three parts: i) Preliminary studies on an initial sample to assess the feasibility of treating the ore by CGA ii) Extended studies on further samples from various locations in the deposit to confirm predictions from (i) iii) Conventional gold recovery techniques. EXPERIMENTAL PROCEDURES All CGA tests were performed by agitating a slurry of ore in water in a 0.6 dm3 pyrex beaker fitted with four vertical baffles. When required, potassium amyl xanthate collector was added and the slurry conditioned for 5 min. Coal (ex BP Coal Australia&apos;s Tahmoor Colliery) previously ground to a d80 50 µm was added followed by a commercial grade of gas oil (density 840 kg/m3). The agglomeration time was 30 min. The agglomerates were separated from the tailings by screening, both were then dried and analysed for gold by fire assay. This test procedure provides a reasonably accurate estimate of gold recoveries that might be expected from our 1 tph pilot plant. Ore samples were ground either dry in an agate ring disc mill or wet in a steel batch tumbling

Jan 1, 1989

By Robert Y. Lamarche

INTRODUCTION Production of chrysotile asbestos from the northern Appalachians has been going on for 100 years and, on the basis of known reserves and the present rates of mining, appears assured of continued production for at least another 25 to 30 years. In spite of this, mining companies and government agencies are showing an increasing interest in exploring for chrysotile asbestos throughout this region and elsewhere in the world, implying that increases in the rate of consumption are envisioned. This chapter describes the geologic and tectonic settings surrounding these important chrysotile deposits, with emphasis on those in southern Quebec that yield about 90% of the total production from the northern Appala- chians. Detailed descriptions of a few individual deposits are also given, along with exploration guidelines aimed at facilitating the discovery of additional chrysotile deposits. One section of this chapter deals with the origin and mode of formation of the chrysotile deposits in the light of modern day concepts of plate tectonics. The objectives of this chapter are to give a brief description of the geologic and tectonic settings of the ultramafic rocks in which the numerous chrysotile deposits of the northern Appalachians are found; to describe a few of the individual deposits; to give a few exploration guidelines for those interested in exploring for new asbestos deposits in similar geologic environments; and to propose a new model for asbestos genesis in light of the recently developed theories of global tectonics. As this chapter is based almost entirely on field and laboratory observations, rather than on the study of experimental laboratory models, most of our deductions and suggestions are empirical in nature and may be interpreted in more than one way. The interpretations we have selected seem to offer, we feel, the best explanation of observed geological phenomena (Lamarche and Wicks, 1975). This region had a production capability in 1979 of close to p.5 Mt of chrysotile asbestos with 92% of this tonnage being derived from the deposits of the Eastern Townships of Quebec. With known resources, which now stand at between 36 and 40 Mt of fibers, this production capability seems assured for the next few decades. In spite of all known reserves of chrysotile asbestos, which now stand at between 36 and 40 Mt of fiber in this region alone, mining companies and government agencies are still showing a good deal of interest in exploring for new sources throughout the world. GEOLOGICAL SETTING The asbestos deposits at Baie Verte in eastern Newfoundland, Thetford Mines, Black Lake, Asbestos in southern Quebec, and Belvidere Mountain in Vermont, all occur in partly serpentinized ultramafic rocks that are part of the Lower Paleozoic ophiolite complexes of the northern Appalachians [Cady, Albee, Chidester, 1963, Chidester, Albee, Cady, 1978, Lamarche, 1972,1973, Laurent, 1973,1975, Williams, Hibbard, Bursnall, 1977, Norman and Strong, 1975). The deposits to the northeast of Thetford Mines, on the other hand, are found in a more highly serpentinized ultramafic body known as the Pennington dike, whose spatial, genetic, and chronological links with the ophiolite masses proper have not as yet been adequately resolved. The Appalachian ophiolites are part of an ultramafic belt (or belts), that extends from northwestern Newfoundland, through Quebec and Vermont. Fig. 1, and southwestward as far as the

Jan 1, 1986

By Robert W. Lawson

INTRODUCTION Prior to 1705, underground mining was limited to mineral deposits located above or a very small distance below the water table. The development of the steamdriven mining pump was motivated by the need to extract minerals from deposits considerably lower than the water table. Today, the majority of mine pumps are driven by electric motors, although some small utility pumps are driven by compressed air. Of the numerous types of pumps that might be applied to mine service, the two types used most frequently underground are the centrifugal and plunger pumps. Each of these types has its proper application. In most instances, plunger pumps are best for handling low water volumes against high heads, while centrifugal pumps effectively handle either low or high water volumes against low heads or high water volumes against high heads. This chapter describes pumps applied to underground mine service, where the mine service consists of mine drainage (removing mine water as it accumulates), mine dewatering (removing water from a flooded mine), and pumping for special applications such as hydraulic mining and hydraulic hoisting. CENTRIFUGAL AND PLUNGER PUMPS Modern mine pumps are classified as either centrifugal (kinetic) or plunger (positive-displacement) pumps. The following paragraphs describe each of these classifications. Centrifugal Pumps Centrifugal pumps may be grouped into various types, depending upon their various features: Number of Stages: In a single-stage pump, the total head is developed by one impeller, while a multi¬stage pump utilizes two or more impellers acting in one casing to develop the total head. Fig. I shows a cutaway view of a single-stage horizontal split-case double -section centrifugal pump. Fig. 2 shows a cutaway view of a six-stage medium-pressure split-case diffuser-type centrifugal pump. Type of Casing: A volute pump has a casing in the form of a spiral or volute. A circular-casing pump has a casing of constant cross section concentric with the impeller. A diffuser pump is equipped with a diffuser that converts velocity head to pressure head. Shaft Position: A horizontal pump normally has the shaft in a horizontal position, while a vertical pump normally has the shaft in a vertical position. Fig. 3 illustrates a vertical turbine-type slurry pump. Suction: A single-suction pump equips the first stage with a single-suction impeller, with fluid entering the impeller on only one side. A double-suction pump equips

Jan 1, 1982

By Éder Domingos Oliveira, Carlos Antonio Morais, Ruberlan Gomes Silva

The objective of this work was to assess the influence of parameters such as residence time, solid content, and temperature in a process route towards purified rare earth liquor which could be adequate to produce marketable rare earth products. The steps of the process route proposed in this study comprised water leaching of a sulfated rare earth ore and removal of impurities through the purification of the rare earth sulfuric liquor, which is the product of the water leaching step. The sample used in the water leaching experiments was a sulfated rare earth ore produced by the reaction of a beneficiated rare earth ore with sulfuric acid followed by roasting at 700 °C for 2 h in a muffle furnace and cooling at 20 °C. The water leaching experiments showed that the best condition comprised a residence time of 30 min, temperature of 20 °C, and solid content of 10% w/w, resulting in a recovery of 71.3% of the rare earth elements (REE) and a lower impurity extraction, e.g., only 15.0% of Fe, representing the main impurity in the rare earth ore. Even when presenting low amounts of impurities, the rare earth sulfuric liquor still needed to be purified before it can be used in the production of marketable rare earth products. In the study, the rare earth sulfuric liquors were purified in two consecutive neutralization steps, first by dosing the limestone pulp to pH up to 3.5 and secondly by adding the lime pulp to raise the pH from 3.5 to 5.0. The application of two consecutive purification steps at 20 °C resulted in the highest overall REE recoveries (65.4%) throughout all the steps of the process, being 71.3% in the water leaching, 99.6% in the partial purification with limestone pulp, and 92.1% in the purification with lime pulp at 20 °C. Under this condition, there was a total elimination of Fe, P, and Th and a significant reduction in the Al, U, and sulfate concentrations in the purified rare earth liquor. The purified rare earth liquor attained through the experiment is expected to be amenable to be used in the production of marketable products due to the lower impurities/REO mass ratios.

By George H. K. Schenck

INTRODUCTION Boom-type miners mechanize the cutting and loading of a solid face of rock having a compressive strength as high as 124 MPa (18,000 psi). These machines differ from continuous miners in that they can cut much harder rock for any given cutter-motor power. In addi¬tion, a boom miner is more flexible, selectively cutting any cross-sectional configuration from circular to square arched faces, 1.57-rad (90°) turns, and mixed faces. The basic operational concept of these machines, utilizing a rotary cutterhead mounted on a slewing boom, gained importance in Europe during the 1960s, where, due to their specialized use in roadway development in coal mines, they were called roadheaders. Along with continuous miners, boom miners share the ability to fully mechanize the cutting and loading of rock, while eliminating the need for explosives and the shattering and overbreaking of roof and rib rock that is normal with conventional mining methods. The machines are crawler-mounted and most have a gathering-arm load¬ing system that, moves the cut rock onto an internal chain conveyor, subsequently discharging the rock into a transport device such as a shuttle car or a bridge conveyor. Light- to medium-weight boom miners are cutting softer rocks and minerals successfully, including coal, shale, rock salt, potash, phosphate, weak sandstones (e.g., those associated with uranium ore), and other softer ores such as iron. Heavy third-generation ma¬chines have extended rock cutting to much harder ores such as borate, oil shale, and almost all rock associated with coal seams, except for the harder sandstones and limestones. The mention herein of specific manufacturers, brand names, or models is made by way of example only and does not constitute endorsement by the author or The Pennsylvania State University. All costs cited herein are in 1977 US dollars. TYPES OF BOOM MINERS All boom miners utilize drag bits fixed on a rotary cutterhead that is powered by an electric motor mounted in the slewing and elevating cutter boom. The cutter¬head is either a ripping or a milling type, and the machines have evolved through three generations (Boldt, 1977). As shown in Fig. 1, only one boom miner cur¬rently produced can use both ripping and milling cutter¬heads on one machine. Table 1 lists boom-miner models built in large num¬bers and/or successfully used or marketed in North America. Table I excludes machines of which only a few have been produced and none sold in North America, such as those manufactured by Demag, Eick¬hoff, Paurat, and Thyssen-Rheinstahl. The only Ameri¬can boom miners are the F-16 and Super ROC¬MINER"&apos;, manufactured by AEC, Inc., State College, PA. Machine Generations Three generations of boom miners can be distin¬guished according to their times of introduction, their rock-cutting abilities, and their weight classifications. Fig. 2 illustrates typical best-practice production rates possible from boom miners for selected cutter-motor power sizes (other power figures can be interpolated). Productivity is related directly to the energy applied to the cutterhead and indirectly to machine weight; higher

Jan 1, 1982

By H. M. Conger

I&apos;m really very pleased to be talking with you today about the environmental impacts of gold ore processing as part of this symposium on emerging process technologies for a cleaner environment. But before I talk about some of the newer developments that are coming, I would like to set the stage by reviewing some of the recent past. Over the last decade or so the U.S. gold mining industry has experienced remarkable growth, primarily in heap leaching operations, and not surprisingly there has been parallel growth of environmental regulations. At Homestake, we have had the excitement of bringing on-line a new mine embodying state-of-the-art technology and environmental planning, and during the same period the flagship of our company, the Homestake mine, has been brought into modern day compliance through the application of innovative environmental technology. This has been a learning process; in both cases we found that we had to develop new ways to meet our objectives. At our McLaughlin mine in California a major achievement was pioneering the use of pressure oxidation, or autoclaves, for refractory gold ores, and at the Homestake it was the development of a unique bio-treatment plant for wastewater. These projects were developed balancing operational goals, environmental concerns and costs, and I would submit that being cost-effective is our greatest challenge in the development of new, environmentally sound, process technology. In meeting that challenge, our job has not been made any easier by the myriad environmental laws and regulations that directly affect the design and operation of our facilities. Most of these constraints have evolved through the political process more or less independently, but in their application there often are over-lapping provisions. Adding to this complexity is the fact that action takes place in both state and federal arenas. As a result, state and federal roles sometimes become intertwined, and a good case in point is provided by various cyanide issues faced by gold producers. The vast majority of U.S. gold mining takes place in the so-called "mineral States," the western States that come under the Mining Law of 1872 as amended. This is the basic statute that provides for access and tenure to develop mineral resources on federal lands in those states. There is gold mining outside the defined mineral States, and there is also gold mining in the mineral States on private lands. Our own Homestake mine in South Dakota is one of the best examples of the latter category: located entirely on private land, it is nevertheless subject to at least 13 federal environmental statutes and some 29 federal regulatory requirements. There are also nine significant state statutory and regulatory requirements that apply. On federal lands in the mineral States there are numerous federal statutes and regulations which affect mining, over and above the current Mining Law. These, which are in addition to the laws applying to private land, include the National Environmental Protection Act and the Federal Land Policy and Management Act, among others. Still, those who advocate radical changes in the basic Mining Law would have us believe that sweeping environmental protection and reclamation provisions, not to mention new land use restrictions, are needed. Such changes could effectively prohibit mining on the federal public lands. Strict enforcement of our current Mining Law would have presented most of the abuses cited by the critics but if the Law is to be changed at all, I believe that, at a minimum, the principles of self-initiation and security of tenure embodied in the present statute should be maintained. These are critically important concepts, but there are other statutory and regulatory issues constantly before us as gold miners. Let me cite a few examples: Reauthorization of RCRA There are several bills being considered by Congress to amend the Resource Conservation and Recovery Act (RCRA) that have as their theme

Jan 1, 1992

By R. Kent Comann

Introduction This article describes ways to maximize employment potential for those looking for a job in the minerals industry. Advice on the right way to prepare a resume is followed by tips on where and how to look for a job and ways to make the best of an interview. Information on current salaries is also included. RESUME NAME: Give home and college addresses and telephone numbers, ADDRESS: if still in school. Otherwise, give home address and TELEPHONE: telephone plus business telephone number. JOB OBJECTIVE: What do you want to do? EDUCATION: List degree(s), name of college(s), location(s), and date(s) degree(s) received or to be awarded. Do not list your high school but do include postgraduate education, training, or seminars. WORK EXPERIENCE: List your most recent experience first, and the rest in reverse chronological order. Include dates (month and year) and company names. First show the entire time spent with each employer, then list the various jobs (with dates and duties) you may have had with this employer. MILITARY SERVICE: List dates, branch of service, and duties. If you did not serve, delete this section. COLLEGE ACTIVITIES: Show organizations, sports, and offices held. Only list these if you are a graduating senior, otherwise delete this section. PERSONAL DATA: List age, marital status, height, weight (optional), foreign languages spoken, professional memberships, and health (if good or excellent, otherwise do not mention it in the resume). If you prefer a certain location and would not accept a job anywhere else, list the location desired. Otherwise, do not restrict yourself. Also list special skills, hobbies, or interests that will help sell you to the company. Be brief in this section and use good judgement as to what you say. REFERENCES: Furnished on request. Resume Guidelines There are some things to remember when preparing a resume. These include: • Limit your resume to one page, unless you have a lot of experience. Then it should be a maximum of two pages. • Use 8.5 x 11 plain bond paper, white or off-white. Stay away from colored paper, odd size paper, and cute resumes. They are counter-productive. • Make certain your resume is typed professionally. Be sure to check for spelling, grammar, and typographical errors. • Have your resume reproduced by copier or printing shop. Do not use carbon copies. • Keep your sentences and remarks short and punchy. Use action verbs. • Have a good layout that is easy to read, brief, and uncluttered. Allow some white space in your resume. There are also some things you should not do when preparing a resume. These include the following: • Do not include a photograph or mention your religion, race, or sex. • Do not leave gaps of time unaccounted for in your resume. • Do not include your college transcripts with your resume or list all the courses you took in college. • Do not list all the articles you have written. Only list one or two, if appropriate for, say, a research and development job. • Do not include reference letters with your resume. Any good, prospective employer will make telephone reference checks. • Do not use "Curriculum Vitae," use "Resume." • Do not include unnecessary data such as your social security number, passport number, or PE registration number. If you are a PE or EIT, be sure to mention that in your resume. Do not mention US citizenship or US work permit unless you have a foreign education or are not a native US citizen. • Do not include present salary or salary requirements. This will come out in the interview. • Do not use the word "I" in your resume or refer to yourself in the third person. • Do not lie, distort, exaggerate, or editorialize in your resume. • Do not have your resume prepared by an outside resume service. This is unnecessary, costly, and generally not effective.

Jan 2, 1985

By I. S. Parrish

Locating and defining an ore body with minerals or metals that can be recovered at a profit is the objective of minerals exploration. Direct exploration involves examining and sampling rocks either in outcrop, underground exposure, drill core, or cuttings. Indirect exploration infers the measurement of some physical, chemical, or biological factor that reflects the possible presence of the metal or mineral of interest, or a structure that may act to collect, concentrate, or otherwise favor the presence of the desired commodity. Included here are all forms of geophysical, geochemical, or geotech-nical prospecting. In recent years, indirect exploration has given rise to an impressive number of specialists and a variety of techniques. Less impressive is the success rate or productivity of the modern explorationist. Exploration Productivity Losing Ground Judging from the low number of mine openings or mine discoveries in recent years, the exploration industry is not as productive as it once was. Many will take umbrage at this judgment, but a review of the literature will support this statement. In Canada, from 1951 through 1960, there was an average of 5.6 discoveries a year. From 1961 through 1976 there were only four a year. This nearly 30% reduction occurred despite a massive increase in exploration funding. From 1950 to 1955, the Canadian mining industry spent $5 million (1975 dollars) for each minable deposit found. During the period 1970 to 1975, the cost was $25 million for each one found. The industry was spending five times as much and finding 30% less than a generation earlier. This is not indicative of a productive endeavor. The loss in productivity is even more apparent to explorationists who wander the western US, and are awed by the thoroughness and discovery rate of those early prospectors who explored from 1850-1920. The "old-timers" missed very little. They used pans and crude chemical tests in place of plasma or X-ray fluorescent assay techniques. But, they found ore bodies that led to mines. Today, the best prospecting areas are pockmarked by the hand dug pits, trenches, and shafts left by our predecessors. The success or productivity of the old-timers may be attributed to any or all of several factors. Granted, they were looking at virgin ground and at deposits that in many places were exposed. The factor most critical is, however, that they employed direct exploration methods. They walked over areas of interest, traversed swamps and mountains, and followed "colors" in stream gravels to their source. They also chipped rocks, dug pits, trenched along structures, and followed the "leads." Many of today&apos;s explorationists, on the other hand, adopt a more sophisticated approach. A geologic model is conjured up so the exploration team "knows" models, but the model should be applied at a later stage in the exploration effort. J. D. Ridge has written an excellent article on the role and timing of models. Geologists should collect and assemble data, facts, and observations and fit these into a model and not conceive a model and seek data to prove their vision. Further, many exploration managers are adept and talented at devising exploration programs. They can program and use modern exploration techniques and tools. They can apply these and their modeling capacity to assemble a glittering array of targets. It would appear that in all too many instances, creating targets has been equated with and is considered being productive. As noted, finding ore bodies is being productive in exploration. Creating targets may or may not lead to ore bodies. As an end result, locating targets is not productive exploration. How then does one foster productivity in exploration? Some suggestions are to increase the use of direct methods, follow the methods and philosophies of old-timers, look at more rocks, do more field work, use foot traverses, and do more drilling. It may be argued that this is what the old-timers have done and we would then be hoping to find

Jan 11, 1983

By Michael Chender

The rapid and continuing expansion of computer and communication capability is giving birth to profound changes in the business environment. Some commentators hold that the basis of the world economy has already shifted from industry to information. Regardless of the overall implications of these changes, it is now clear that every company potentially has both access to and a need for much more information for decision making than was the case a few years ago. The importance of information to the mining industry has been underlined by the rash of unexpected economic and political developments and by the accompanying market volatility that have marked the past decade. It should be abundantly clear to even the smallest mine operator that the price for his output can be instantly affected by unexpected developments halfway across the world. Nevertheless, many mining companies still are much less sophisticated about information than they might be. For many, the historical feeling that information is an unnecessary luxury for a production-oriented business still seems to linger. On the other hand, the overwhelming volume of source material, uncertainty as to its accuracy, and the problems of finding relevant material when needed, presents stumbling blocks to viable systems of information management. Introduction When a company needs certain information, it has two basic alternatives. It can either research and develop the information in-house or pay for someone else to do it. Few mining companies have the in-house capability to assemble information needed for careful planning. On the other hand, companies often engage consultants to find information that is in fact easily accessible. All too often companies give up on procuring needed information because of the frustration of not being able to find it, and of not wanting to pay seemingly exorbitant sums for someone else to produce it. The result is poor planning. This article addresses two aspects of the information problem-finding the right sources and then accessing the particular information desired, especially as it pertains to nonferrous metal exploration and development issues. In the first section, major English-language sources that report on exploration and development (excluding primary sources of geological information, such as technical journals) are discussed.* In the second section, some available techniques for efficiently accessing this information are presented, focusing on the new MINESEARCH database system. Part One: The Information Following the News The most obvious way to follow exploration and mining developments from a distance is through regular mining media. Many active mining districts have local newspapers, usually published in the district&apos;s major towns, that give extensive coverage to miningrelated activities. For instance, to follow activities in Idaho&apos;s Coeur d&apos;Alene silver district, one might subscribe to the Kellogg Wardner News and/or the Wallace Miner. Similarly, one might get the Sacramento Bee for news of current mining developments in north-central California. The American Metal Market, published in New York, is the daily newspaper that covers the metals industry as a whole, both in the US and abroad. Its coverage is weighted towards the refining, manufacturing, and consumption end of the business, but it frequently carries stories on mining activity, company dealings, and market outlooks. For news of major mining companies, the daily Wall Street Journal provides occasional coverage of North American companies, while the Financial Times of London serves as probably the best single source for worldwide company information. International Coverage There are three metals industry weeklies that have broad international coverage and readership. These are Metal Week, Metal Bulletin, and Mining Journal. Each has its strengths. Metals Week, a McGraw-Hill newsletter, focuses primarily on news of the metals markets, concentrating on those developments that are seen to most directly affect the price of nonferrous metals. Metals Week is strongest on North American news. Metal Bulletin, published in London, is particularly strong on

Jan 4, 1983

By Joseph L. Walker

INTRODUCTION In looking over the diversity of the papers that are being presented during this meeting on The Industrial Practice of Fine Coal Processing one cannot help but be impressed with the progress the industry has made in beneficiating fine raw coals, and in the number of innovations that are under study to increase recovery and to improve the quality of the finest size particles produced at a preparation plant. Those who are not in our industry, who look at the technical program, might be confused, when they see that the papers include such topics as cleaning to zero and heavy media cyclone cleaning 28M x 100M; application and performance of fine coal jigs, tables, hydrocyclones, spirals, and flotation; filtration, dewatering and thermal drying; and ancilliary aspects such as fines handling, instrumentation and process control plus screening and liberation. This is an observation and not a criticism of the diversity of papers being presented. The program fits within the parameters of fine coal preparation as the term "coal preparation" is defined, but perhaps not as the term "fine coal" is defined. Admittedly these definitions are sometimes loose. However, each should be made more definitive if a meaningful fine coal preparation overview is to be possible. COAL PREPARATION DEFINED In the opinion of the writer, the term "coal preparation" should be defined as including all work activities that are performed on all components of a run-of-mine coal from the time it leaves a surface reserve or an underground portal, until all components are either ready for shipment or are stowed on, or in the earth in an environmentally acceptable manner. This definition excludes the work that is performed to improve coal quality or handleability inside the mine or pit. This work is commonly called "face" or "pit" preparation. FINE COAL DEFINED The term "fine coal" means different things to different people. In the past, anthracite finer than No. 3 Buckwheat (3/16 in.) was considered fines which often were discarded from the breaker as an unsalable by product; and bituminous coals finer that about 1/4 in. (slack) were either discarded or sold at cost to prevent an accumulation of "no bills" which referred to a product having no immediate sale. Although a standard definition of "fine coal" is yet to be accepted by the industry, a designation of coals by particle-size range has evolved through the wide use of three-circuit flowsheets, wherein the optimum size range by washer type determines the size fractions: a coarse-coal circuit for the plus 3/8 in., a -11- coal circuit for the 3/8 in. x 28 Mesh, and a fine-coal circuit for the remaining 28 Mesh x 0. Logically, the term "fine coal" should refer to some resultant size fraction or some top size by zero. This definition should include a 28 Mesh x 0 feed to a flotation cell but should exclude a 28 x 100 Mesh size fraction fed to a heavy media cyclone. Failure to include the resultant sizes in the definition precludes accounting of the full range of particle sizes present in the feed to the plant. Since the 28 Mesh x 0 fraction is treated in the final circuit of the three discreet washing circuits, now almost always used in U.S. commercial applications, and since it contains all of its resultant sizes, in the writer&apos;s opinion, it should be designated "fine coal". FINE COAL CLEANING Cleaning coal fines, which in the past was at best marginally profitable, is now an essential part of coal preparation strategy for a number of reasons : 1. Raw coals now cost more to produce and

Jan 1, 1988