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By Junhwan Lee

Pipe piles can be either closed- or open-ended piles. Pile load capacity for a closed-ended pile consists of the shaft and base resistances, while, for an open-ended pile, it consists of shaft, soil plug, and annulus resistances. In order to investigate the pile load capacity of both closed- and open-ended piles, two field pile load tests were performed. For the open-ended pile, the fully instrumented double-walled system was used to separately measure all the components of the pile load capacity. The soils at the test site were predominantly granular soils with relative densities varying from loose to dense with increasing depth. The incremental filling ratio (IFR), which affects significantly the load capacity of open-ended piles, was also measured during pile driving. The test results indicated that the total load capacity of the closed-ended pile was higher that that of the open-ended pile, mostly due to the difference in shaft capacity. The shaft and base load capacities of the open-ended pile were 44% and 20% lower than the corresponding values for the closed-ended pile.

Jan 1, 2003

By C. A. Johnson, K. F. Unrug

The identification of the major subsidence areas in the Eastern Kentucky Coal Field has been made to distinguish the subsidence phenomena on the basis of geographical location. Further, this identification process is based upon selected critical geological, topographical, and mining features in the coal fields. The proposed identification of the regions is derived from a comparison of the subsidence potential in a particular area. The most likely severe subsidence areas are compared to those with the probable low subsidence severity. The combination of certain geological and mining parameters involved allows for the derivation of a classification of the subsidence potential.

Jan 1, 1986

By James M. Baugher, Donald W. Conrad, William J. Wiehagen

This report describes a process for quickly developing information that is useful for skills training. The process is called job training analysis (JTA). Its main use is to structure skills training at the jobsite. JTA supports structured skills training by identifying the job duties, tasks, and steps and the reasons why those job components are important. The outcome of the JTA process is a worksheet—a training outline based on the knowledge and expertise of experienced workers. Time invested in developing a JTA will result in significantly more time saved when it is used appropriately by skilled trainers. Like a roadmap, JTA saves time and energy. Experimental work at several mine sites helped document, refine, and validate the JTA process. JTAs for two mining jobs—roof bolting and lift truck operation—at two different mine sites are used to illustrate some of the concepts and the specific JTA process described in this report. The work at these two sites was influenced by cooperative work between the Mine Safety and Health Administration (MSHA) and the National Institute for Occupational Safety and Health (NIOSH) at several other mine sites and prior collaborative work with the U.S. Navy. The mining JTA process is grounded within the military research on the design of instructional systems. MSHA and NIOSH worked to simplify and apply the military training development model for mining industry use through collaborative work at several mine sites. The JTA process involves three activities: (1) planning, (2) a 1- to 3-day workshop where the JTA is developed using facilitated work with subject-matter experts, and (3) followup. Guidelines and considerations for each of these activities are included. Results indicate that the JTA process has been well received and valued by mining industry participants. It blends aspects of health and safety, production, maintenance, and crew coordination.

Jan 8, 2006

By T. Tholana, P. N. Neingo

"Mining companies globally are currently facing severe economic and financial challenges. In addition to global challenges, the South African mining industry has to face other operational challenges that are unique to the country and which threaten the survival and competitiveness of the industry. Profit margins are being squeezed by rising costs and decreasing commodity prices, while labour productivity is greatly affected by intermittent labour unrest. This paper analyses how the South African gold mining industry has performed pre-, during, and post the global financial crisis of 2008. The competitiveness of the industry in terms of labour productivity and industry cost curve position is analysed for the period 2006–2013 to assess the impacts of both the global financial crisis and labour unrest. An analysis of the South African gold mining industry is presented at company as well as mine level. Productivity measure in this paper is limited to labour productivity, in line with limited reporting on productivity. All the data analysed was obtained from the public domain. IntroductionSouth Africa dominated the world as the number one gold producer until 2009 when China took that position, and today South Africa ranks fifth after China, Australia, Russia, and the USA. According to Statistics South Africa (2009), South Africa still had about 30 years of production in the gold sector, a forecast that fluctuates based on the day’s modifying factors. Although South Africa has a comparative advantage in terms of minerals endowment, there are challenges faced by the mining industry that hinder translation of the comparative advantage into a competitive advantage. The industry continually seeks to address these challenges to remain competitive in global markets while addressing national and community needs.Neingo and Cawood (2014) argued that stakeholders in mining are continually concerned with mine management’s ability to translate use inputs effectively into quality outputs. They further suggested close monitoring of effective utilization of people, materials, and money to obtain maximum production of commodities under given conditions. Productivity is measured in various ways, including unit cost, output per employee, and output per unit capital equipment"

Jan 1, 2016

By Allan E. Koski

Ceveland-Cliffs uses a specialized software package in mine planning at the Empire Mine, an iron ore mine it manages on Michigan’s Marquette Iron Range. The application puts together years of mining experience that began in the early 1960s on the eastern end of the Marquette Range. The Empire Mine is in its 38th year of production. It uses the software to model a complex and highly variable low-grade magnetite ore body, capturing the economics of mining and processing to the final product. With special attention given to geostatistical methods, the software is used for all geologic modeling, ore reserve estimation, ore control, pit design and short- and long-range planning.

Jan 1, 2000

By J. L. Collins

"Une recherche debutee en 1987 tente de cerner divers éléments ayant un impact sur la productivite miniére, de facon à améliorer la planification des operations souterraines. II a été possible de recueillir jusqu'à trente variables dans sept opérations minières differentes du Nord-Ouest québécois. Cette présentation rend compte de quelques résultats préliminaires obtenus à l’une d'entre elle. Entre autres, elle montre comment une association entre une analyse de régression multiple et un logiciel d'optimisation (OPTIMUL) peut servir à une application particulière de la planification d'une opération minière du Québec. Plus spécifiquement, la présentation montre comment une quantité appropriée de ANFO et de TOVEX peut maximiser la quantilé de minerai cassé, minimiser les couts de sautage ou encore minimiser les coûts d'explosifs par tonne de roche cassée, en se basant sur une série de contraintes réalistes provenant de la mine.ABSTRACTA study, underway since 1987, tries to evaluate factors affecting mines' productivity. Information has been collected from seven underground mines in Quebec and this paper shows preliminary results from one. In particular, it shows how a combination of multiple regression analysis, mathematical programming and a set of realistic mine constraints can be used for a particular application of mine planning. More specifically, the paper shows a parallel between maximizing production of tons of broken are, minimizing explosives costs or minimizing the costs of explosives per ton of broken are by an appropriate selection of ANFO and TOVEX quantity of explosives. Finally, the paper shows that minimizing the costs of explosives per ton of broken are is the best alternative to follow providing a special optimization program can be set up."

Jan 1, 1990

By Kobayashi M, Kametani H

Particles of nickel flash furnace malle (45 per cent i) were oxidized in a dropping-particle furnace. The particles melted and the molten drops simulated those produced by the atomization of molten matte. The partly oxidized droplets were quenched and then reacted with silica flux to form high-grade matte (70 per cent i) and a fayalite slag. This paper describes the experimental equipment and deals with chemical aspects of the investigation such as volatile impurity distribution and thermodynamic considerations. The overall behaviour of minor elements such as Cu, Co, As and Pb was similar to that observed in conventional converting.

Jan 1, 1986

By H. Sis, D. Dahlin, S. Chander, C. Summers

Bench-scale selective-flocculation tests were conducted on samples of Florida and Western phosphate process tailings. Physical, mineralogical, and surface characteristics were determined for both types of samples. The flocculation tests investigated dispersant and flocculant types and doses, pH, and slurry percent solids, while other parameters were held constant. Where selectivity was achieved, phosphate minerals remained dispersed, whereas silicate minerals flocculated and settled. In single-stage tests, flocculants having low to medium anionic character effectively upgraded products at moderately elevated pH. Multiple-stage tests, and tests in which flocculants of lower molecular weight were used as site-blockers, gave improved results.

Jan 1, 2002

THE solid nonmetallic inclusions present to some extent in all commercial steels have been variously designated. In early references they were usually called slag inclusions, and this terminology is still retained to some extent. On the premise that all nonmetallic matter produced in a metallurgical process is slag, this can be justified. We have come to think of slag, how- ever, in a more restricted sense, and calling these particles slag inclusions is further objectionable because it fosters the erroneous concept that they are actually incorporated portions of furnace slag. Rarely is this true. The term sonims (coined from solid nonmetallic impurities) was proposed many years ago but never came into common use. In general, the term non- metallic inclusions seems to be satisfactory and adequate. NATURE AND CONSTITUTION OF NONMETALLIC INCLUSIONS From the standpoint of origin, inclusions fall naturally into two classes: (1) those occurring as a result of reactions taking place in the body of molten or solidifying metal and (2) those resulting from mechanical incorporation of refractories or other materials with which molten steel comes in contact. The former are by far the more numerous and have been called indigenous, natural, or native inclusions. The latter are by their very nature sporadic in occurrence and have been called exogenous, accidental, adventitious, or foreign inclusions. They are often referred to as the "slag-stringer" type, though here also the material is not likely to be furnace slag. Substances Found in Inclusions. Nonmetallic inclusions are composed principally of oxides and sulfides but carbides and nitrides sometimes play an important role. In the case of indigenous inclusions the reactions by which these particles are precipitated from molten or solidifying steel may be caused by: (1) oxidation such as may occur during refining or during tapping and teeming, (2) deoxidation by added alloys, (3) change

Jan 1, 1951

By Fuzail Siddiqui

"The SIDMIN program aims at filling the mineral processor’s need to know the deportment of ‘minerals of interest’ not just ‘elements of interest’ that pass through the processing plants. Generally, chemistry is used as a tool of routine monitoring on site. Mineralogy, which is relatively much slower, is used more as a tool of research and post mortem investigations and these services are usually provided by a distant facility. The SIDMIN program enables site management to receive chemical and quantitative mineralogical reports on their critical samples daily, simultaneously and affordably.The author developed the SIDMIN program at ZCCM Nchanga Division where it continues to be a powerful tool for monitoring the efficiency of operations. Outlines are given of procedures for quick sample preparation and quantification of significant minerals in process samples. A specimen report is presented, which shows the format of reporting the contributions of individual minerals to metal losses at critical stages of the circuit. It is shown that SIDMIN provides timely information to management, about trends and abrupt changes in the quality of ore, and its processing, in a way never achievable by chemical analyses alone. This greatly helps in resolving the age-old problem of ‘bad ore’ or ‘bad operations’ on a day-by-day basis. For example increase in copper mica in the feed indicates excessive ore dilution during mining. Increased loss of free sulphides was traced to insufficient reagent conditioning time at the Concentrator. Persistent losses of leachable oxides at the Tailings Leach Plant were traced to inadequate leach residence time.SIDMIN is affordable because it can be implemented using basic optical microscopes, minimal quantities of micro-chemical reagents and custom trained site staff who demonstrate good colour perception and an ability to follow laid down procedures consistently."

Jan 1, 2000

By P N. Holtham

Magnetic separation is routinely used in the processing of titaniumminerals, and the efficiency of these operations can be determined bymeasuring the magnetic properties of the process streams. The valuable components in the feed to a titanium minerals plant have specific magnetic susceptibilities ranging from -10-9 m3 kg-1 (zircon) to 10-6 m3 kg-1 (ilmenite). However, in an industrial environment, in which the mineral temperature may range from 20 to 120¦C, it is difficult to measure susceptibilities lower than about 10-7 m3 kg-1. Hence laboratory testing of spot samples from magnetic separators is currently required to obtain accurate performance data. This is an inherently slow process and where feed grades are variable, optimum performance of magnetic separators is generally not achieved.This paper describes the development of an inductance-basedinstrument for measuring very low levels of magnetic susceptibilityon-line. The signal from the instrument can be used for process control purposes to maintain optimum magnetic separator performance.A prototype instrument has been installed in the zircon scavengercircuit in an Australian titanium minerals plant. The circuit consists of a roll magnetic separator treating a feed consisting mainly of monazite and stained zircon. The monazite-rich magnetic fraction is returned to the mine site for disposal, while the non-magnetic fraction is recycled to the zircon wet circuit. Splitter positions in the separator are adjusted when the final zircon product fails to meet specification, or the magnetic fraction contains more than 30 per cent zircon. Weekly composite grain counts show that sub-optimal operation of the magnetic separator results in significant zircon losses into the magnetics fraction.Using the instrument, the zircon content of this stream can now beaccurately determined from the measured magnetic susceptibility,provided a correction for the effect of mineral temperature is applied using the Curie - Weiss relationship.

Jan 1, 2001

By Alan J. Lutenegger

Some years ago, a method was developed to incorporate a grout column around square-shaft helical screw-piles and anchors to increase shaft buckling resistance under compression loading. An additional benefit of this grouted shaft is to increase the load capacity in both compression and tension, depending on the geometry of the lead helical section and the soil conditions. Because of the unique construction procedure, the contribution of the shaft to the total capacity has largely been unknown. The behavior of grouted shaft helical anchors in clay was investigated by performing full-scale axial uplift (tension) load tests on a series of anchors installed at the University of Massachusetts Geotechnical Test Site. In order to isolate the contribution of the grouted shaft to the total load capacity, anchors were installed with a wooden dowel connection between the lead helical section and extension sections on three of the four anchors so that only the shaft resistance would be measured during the load tests. The grouted shafts ranged in length from 10 to 30 ft (3 to 9 m). Initial tests were performed approximately 5½ months after installation. Nearly four years after the initial tests were performed, the tests were repeated to evaluate any significant change in capacity with time and/or repeat testing (preshearing). The soil conditions at the site are presented along with the load-displacement curves for both the initial and repeat teats and a discussion of the analysis of the results. Repeat load tests showed an increase in capacity from the initial testing, however the percent increase was not the same for all depths. The results demonstrate that considerable shaft resistance can be developed in clays from the grouted shafts as might be expected. Depending on the L/D ratio of the shaft and the contribution of the lead helical section, at working loads the shaft capacity can dominate the behavior.

Jan 1, 2011

By E Skinner, G Lane

Project delivery strategies are determined by project context, business case requirements, scale of project, market conditions, ownerÆs capability and preference, contractorÆs experience, resource and skill availability, project location and type of project or facility.Successful project management requires the setting of coherent, effective and realistic business objectives and success criteria. The management team needs to lead, prioritise, resource, align, plan, track and communicate the processes that enable the realisation of these business objectives and success criteria.For any given project there is a unique balance between selection of a simple project delivery strategy that minimises interfaces and a complex strategy that necessarily engages the use of expertise and experience from numerous parties. The right balance for a project between these "book-end cases" is a function of how the project owner or managing contractor defines its objectives and chooses to manage risk, cost, schedule and project quality, in the context of the conditions affecting the project.Selection of an effective project delivery strategy requires a detailed appreciation of the range of external and internal environmental / shaping factors which influence the project. These factors include the project constraints imposed by the business, market or operational environments and the selection of an effective mix of primary (head contract), secondary (mix of vertical and horizontal packages) and tertiary (type of individual contract) strategies. The selection of the primary, secondary and tertiary strategies also shapes the project, the size and responsibilities of the ownerÆs team and the framework for delivery of outcomes.How does an owner or prime contractor decide? What is the optimum for a given project? Those with operations management backgrounds will have different views to those with project and construction management backgrounds.Is the simplest practical approach the best approach? Each and every interface needs to be managed.The owner will want a very experienced team that is engaged directly with the owner. The team will have a track record of successfully performing projects using contractors skilled in their respective disciplines and selected using competitive tendering on brilliantly designed scopes of work and good contract terms, with a fully defined project scope and appropriate schedule, for which all significant risks have been addressed and no scope changes are outstanding. Budget and schedule will be expected to have been developed with a full understanding of the scope, situation, risk management requirements etc.The problem is that these conditions rarely exist. The challenge in selection of a project delivery strategy is to resolve how best to address the inadequacies between the ideal case and the present reality. The mechanism for addressing the inadequacies defines the likely outcome of the project.CITATION:Lane, G and Skinner, E, 2013. Project delivery, in Proceedings MetPlant 2013 , pp 50-65 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 15, 2013

By J. W. Thompson

That the governor is hereby authorized to appoint a commission of seven persons, to be known as the industrial accidents commission-two of whom shall be employers of labor, two of whom shall be employees in either mines or industrial establishments of this Commonwealth, or duly accredited representatives thereof, two of whom shall be learned in the law, and one of whom shall be a person skilled and experienced in making investigations-to inquire into the causes and results of industrial accidents in the mines, mills, factories, stores, and upon the railroads, street railways, ships, wharves, and in all industrial establishments, and in all other places where men, women, and children are employed in manual labor in this Commonwealth; to study the most advanced methods for safe-guarding against these accidents; to inquire into the subject of fair compensation for those who are injured in these accidents, and for the families of those who shall be killed as a result thereof; and to study the operation and effect of the Workmen's Compensation Law of 1913. SEC. 2. The chairman of said co~mission shall be designated by the governor, and the person named on said commission as a skilled and experienced investigator shall be the secretary of the commission, The commission shall have power to employ such legal counsel and other officers and employees as it may deem necessary to properly perform its duties. SEC. 3. The secretary of said commission shall receive an annual salary of $2,400 and his actual necessary expenses; and the other members of the commission shall receive no compensation for their services, but shall be allowed their actual traveling and other necessary expenses. The salaries of any other persons employed by the commission shall be fixed by it.

Jan 1, 1920

As the chief field of the gold dredging industry in Otago is the district traversed by the Molyneux River (called above Cromwell the Clutha) and its tributaries, a brief reference to the geology of that region and the origin of its alluvial gold will not be out of place. The prevailing rocks are metamorphic schists, chiefly mica and quartz schists, pr.obably of Silurian age. Though these rocks do not contain many payable quartz reefs, gold appears to be distributed in small quantities all through them,chiefly associated with the quartz lamime and lenses. The river drift, however, contains numerous pebbles of quartzite, quartzoze conglomerate, and fme-grained slate. Seeing that these rocks are hardly known to occur in situ within the watershedof the Molyneux River, though Devonian and carboniferous rocks of similar character occur to the north-east and south-west, it seems probable that the schists were at one time overlaid by carboniferous and Devonian rocks, and that these have been removed by denuding agencies. Be this as it may, it is certain that the schists themselves have been greatly eroded by the action both of water and of ice, and that the resulting drifts have themselves, in many cases, been sorted and re-assorted by the same agents.Consequently the drifts are very varied in character and often developed on a grand scale. In geological age they vary from Early Tertiary (though some may be older) to Recent.

Jan 1, 1903

By Max F. Lee, Warren A. Peck

The applicability of the Q-system [Barton et al. 1974] to Australian underground metal mines is discussed with reference to two common design issues: ground support for horizontal mine development, and assessing the stability of bored raises. Installed ground support in mine development is com-pared to empirical estimates using the Q-system and associated support capacity calculations. Data are graphically presented from 59 specially selected sites at 15 contributing mines. The actual performance of large-diameter raise-bored shafts is also compared to empirical stability assessments using a modified version of Q (Qr, after McCracken and Stacey [1989]). Lower-bound Qr values are plotted against raise diameter for 47 selected sites at 23 mines in Australia and Papua New Guinea. The influence on Q and Qr of some geotechnical aspects of the Australian landscape, the dynamic nature of mines (compared to civil construction), and occupational health and safety regulations are discussed. Stability and support assessments that are based just on Q or Qr are not always conclusive. It is often necessary to consider other rock mass parameters, the regulatory environment, and risk issues. These results are interim; further data collection and analysis are required with regard to comparing actual performance versus empirical assessments.

Jan 5, 2007

By Stuart Elliot

Brownfield project portfolios are notoriously hard to manage. Day to day there is a constant stream of changes and challenges within projects and across the whole program. When the budget year is over, we?re often left wondering: did the facilities get what they really needed? Did we get value for the capital that was spent? Did we get all the project control and process improvement that we paid for? Great work has been done over the years by the Project Management Institute, Construction Industry Institute and Independent Project Analysis to identify what leads to project success, develop project delivery systems and equip project leaders to perform better. But is attention to individual projects all we need when the job is to deliver a portfolio of many projects? Let?s work with an analogy for a moment, and say a project is like a car, and a project manager the driver. Why can?t all the projects in the portfolio get home in time for dinner? The answer, of course, is that the commute home is about traffic, not just about cars. The road, the signals and the actions of other drivers affect us in our individual cars. Optimizing traffic flow is not about managing individual cars, it is about creating the conditions that allow all traffic to move as smoothly as possible. When we?re stuck in traffic, it doesn?t really matter that we are skilled drivers who know our exact location and our engine?s vital signs. Success with a brownfield portfolio requires more than the equivalent of driver training and a good GPS in every vehicle. Managing the annual budget requires more than tight management of each project. This is not a suggestion to abandon project management in the brownfield multi-projects world; the idea is to find and apply the right tools for delivering a portfolio. Remember, we want confidence in 3 areas: 1. that the facility is getting what it really needs, when it needs it 2. that we are getting value for money invested in facility modifications and improvements, and 3. that our controls are adding value by guiding our improvement What are those portfolio tools? The job they have to do is distinct from project-level thinking: ? Create a clear and balanced business pull for project ideas ? Maintain a respectable plan for fiscal, resource and business control ? Organize the work into a steady flow ? Manage the nature and timing of value-driven project substitutions and priority changes ? Focus on overall business value added and best use of resources ? Repurpose the projects organization into being the way the facility gets improved

Nov 1, 2011

By Enrique Monge Gordillo

Si bien el fierro es el metal más barato en la industria minera, el incremento de su demanda y agotamiento gradual de sus depósitos, genera que su costo se eleve progresivamente. Por tal motivo, el objeto del presente texto describe el proceso de consumo del hierro y acero y su repercusión en el mercado occidental a través de cuatro capítulos: El primero, refiere a la demanda de hierro y acero tanto en Estados Unidos, los depósitos en Québec y Labrado en Canadá, el tratamiento y comercio de minerales de hierro; el segundo, a las operaciones mineras en Canadá y América Latina como las de Canadá, Venezuel, Brasil, Chile, Perú, México, Colombia, Cuba, Santo Domingo, Argentina, entre otros países; el tercero, revisa las plantas de hierro y acero en América Latina como las de Brasil, México, Chile, Argentina, Colombia y Perú, mientras que el último, refiere la industria de fierro y acero en los Estados Unidos, producción de fierro cochino y costos e importaciones del acero.

Jul 20, 1959

By Llewellyn A. Rubin

ROUTINES AND SUBROUTINES A- 1 Wait Loop (Wait) A- 2 Receiver Processing (RCVP) A- 3 Control Panel Sequence (CPNL) A-4 Interrupt Routine (INTRP) A- 5 Math Processing Routine (PROC) A-6 Input Constants for Math Routine (CONI) A-7 Angle Conversion Routines (LVERT) A- 8 Display Routine (DSPY) A- 9 Message Print Auxillary Routine (MESSO) A-10 Auxillary Subroutines (AFUTC and AGETC)

Jan 1, 1973

By Lyn Jones, Mike Bratty, Rick Lawrence, David Kratochvil

"The treatment of water is required at many mining operations to remove metals and prevent the discharge of contaminated water to the environment. In other cases, water treatment is used to provide better quality water for recycle to the processing plant, or to process bleed streams in hydrometallurgical operations in order to prevent deterioration in metallurgical performance or process equipment. BioteQ Environmental Technologies Inc. has developed and commercialized the BioSulphide® Process which can provide an alternative for these treatment needs and which can also be used for profitable metal recovery, particularly in cases where conventional metal winning techniques are not economical. The BioSulphide® Process is a high rate anaerobic biotechnology for on-site production of H2S from sulphur species, although for smaller flows and metal loadings, the use of chemical sulphide reagent might be more cost effective. Both new projects and existing commercial operations, used for removal and/or recovery of copper, nickel, and zinc, and which range in sulphide generating capacity from 50 kg/day to 3.7 tonnes/day, are discussed. Particular focus is placed on the results of operations at the Raglan Mine in Northern Quebec where dissolved nickel is removed from contaminated water at a high efficiency through the precipitation of nickel sulphide. Plant effluent is discharged directly to the receiving environment and the high-grade nickel sulphide product is combined with the nickel flotation concentrate produced at the mine. The plant at Raglan will replace the existing conventional water treatment plant and will eliminate the need for on-site storage of treatment plant sludge.INTRODUCTIONThe BioSulphide® Process, which produces low cost H2S for use in selective metal precipitation, offers a low capital cost alternative which can operate efficiently and cost-effectively within a wide range of flows and solution grades. Since the technology can be used to recover metals from solutions with low flows and metal grades, the technology is also applicable to environmental applications for water treatment, with the sale of recovered metals providing an offset to treatment costs. For environmental control, the technology has a distinct advantage in being able to meet strict effluent discharge criteria due to the very low solubility of metal sulphides. To date, BioteQ Environmental Technologies has designed and constructed three plants for metal sulphide precipitation, with another three projects in the advanced development stage."

Jan 1, 2006