Search Documents

By M. M. Poulton

Universities are not immune from the large number of retirements facing the mining industry. Department heads anticipate that we will need to replace all of the senior mining engineering faculty in the U.S. by 2020. Long term studies of Ph.D. completion times and success rates indicate that in Engineering disciplines in the U.S., the ten year completion rate is 65% at best and the four year completion rate is less than 8%. We do not have accurate data on completion rates and times for mining or metallurgical engineering Ph.D. students in the U.S. but students self-report their expected completion times are around 4 years. National data on doctoral students indicate that younger, full time students with sufficient financial support have a higher probability of success in completing their degrees in a timely manner. Students in Eastern U.S. mining engineering programs are on average 32 years old, 85% are full time, and the gap between support and cost of attendance is $5,000 per year. Students in Western U.S. programs are on average 38 years old, 78% are full time, and the financial gap is $8,483. Further, it appears that domestic graduate students are not very geographically mobile. The current demand for new faculty is higher in Western programs but the longer term retirements are higher in Eastern programs. While all Ph.D. students who responded to the 2010 survey indicated an interest in a faculty position at some point in their careers, very few were applying for the open positions. Over the past 35 years for which data could be obtained, the maximum number of Ph.D. students enrolled in mining engineering in the U.S. is 115 with a maximum of 27 degrees granted in one year. On average 89 students are enrolled in doctoral programs in mining engineering in the U.S. with average degree production of 15 Ph.D.s per year.

Jan 1, 2012

By Steve Stuart

Deep-sea mineral SMS deposits present some of the world’s most challenging conditions for drilling equipment. As robotic seabed drilling services mature so too the ways that clients engage with service providers to maximise their data requirements. This presentation reviews key considerations for planning and executing a successful seabeddrilling program in variable mineralised deposits. Some of the means of collaboration between robotic seabed drilling contractors and those hiring their services are explored; where improved efficiencies and recoveries over the period of a drilling programme could be achieved. Potentially new technology or methodology can be looked at to further improve these approaches.

Sep 1, 2014

By D. Dodgen, L. Larrimore

Electric utilities depend heavily on coal as a major fuel source for power generation, annually producing more than 85 million tom of ash, boiler slag and FGD (flue gas desulfurization - "scrubber") materials as by-products. Utilities and others who bum coal have traditionally disposed of these by-products in ponds or landfills. However, in the last 10-15 years there has been a greatly increased emphasis on beneficial utilization of these materials by the producers themselves as well as by customers who purchase the by-products. Regulatory, cost and technical performance issues currently impact the use of coal ash and other coal combustion by-products (CCB).

Feb 24, 1997

By K. Short

Today?s modern mining operations have literally dozens of applications and systems generating data whose information very often, are not crossed or centralized for operational decisions. In remote locations, the information and situation awareness is typically limited to the location itself. In addition, access to that information is limited to a small, select group of personnel that have received training on how to interpret the results. When the situation affects another area of the mine then information is relayed to the applicable areas involved. Few workers have time to analyze the situation thoroughly, to see how it affects the mines symbiotic relationship within all areas of production. If the capability to correlate and measure events and situations that affect your overall key performance indicators are not in place, the opportunity to identify process improvement becomes more difficult.

Feb 27, 2013

By William Gleason

"It is safe to say that the coal industry, in the United States and globally, is currently suffering through one of the hardest times in its history.A perfect storm of competition, changing energy demands, politics and public perceptions have collided, inflicting significant harm to the industry that many say is irreparable. This, in turn, has led to massive job losses in some regions, heavy cuts in production and even bankruptcy filings from two of the largest coal mining companies in the nation.Cheaper natural gas can certainly take a large share of the blame for the struggle of coal, as utility companies switch from coal to natural gas for power generation. According to the U.S. Energy Information Administration (EIA) the amount of coal used for electricity generation in the United States is at a 45-year low.November 2015 marked the fifth consecutive month that natural gas was the leading source of power generation in the United States. EIA said generators produced 101,866 thousand megawatt hours (MWh) of electricity with gas in November versus just 87,789 thousand MWh with coal, the lowest monthly level since May 1980 when monthly coal use was 84,884 thousand MWh.According to Robert Godby, director of the Center for Energy Economics and Public Policy at the University of Wyoming, there are a number of factors playing a role in the decline of coal, but he points to the advances in fracking as the tipping point.“A lot of people will argue that regulation is the cause of the decline, and it has played a part, for sure, but the story of the recent past is more about what competition has done to the energy market,” Godby told Mining Engineering. “The war on coal was originally declared by natural gas in 2008.”The price of natural gas, which was at $13 per million Btu before the gas fracking boom, has fallen to as low as $1.68 in December 2015. Likewise, Godby said the cost of wind generation is now lower than the cost of generation from coal and the cost of solar generation is coming down as well. In addition to that, the demand for energy has changed in the past five years with more efficiencies in everything from building design to lightbulbs."

Jan 1, 2015

By F. Freme

Coal production in the United States reached a record level in 2005, ending the year at 1.03 Gt (1,133.3 million st) according to preliminary data from the U.S. Energy Information Administration (Table 1). Production in 2005 was 19.2 Mt (21.2 million st) higher than the 2004 level of 1 Gt (1,112.1 million st) and surpassed the prior record set in 2001 by 5.1 Mt (5.6 million st). Although total U.S. coal consumption rose in 2005, not all coal-consuming sectors had increased consumption for the year. Coal consumption increased in the electric power sector by 2.2 percent and declined in the other industrial sector, while coking coal consumption decreased slightly.

Jan 1, 2006

New developments in the pipe conveyor and belt are advanced to address the growth in the capacity, length and complexity of pipe conveyor systems. Improved belt construction can offer better stability during horizontal curves and resistance to twist. Low rolling resistance rubber compound can significantly lower the power consumption and belt tension, producing capital and operation cost savings. Dynamic analysis, when used to analyze the conveyor?s starting and stopping behavior, can improve the design and reliability of long overland pipe conveyor systems. For these three aspects, technical backgrounds and field installations as examples are discussed in this paper.

Jan 1, 2012

By M. A. Raza

Cable shovels are capital-expensive and primary production equipment in many surface mines. The forces acting on the shovel dipper vary as the dipper moves through the muck-pile. The variations in the forces cause stress loading of the components of shovel and dipper resulting in unplanned downtimes, reduced shovel efficiency, and high mining costs. A potential solution to the above problems is the deployment of an intelligent shovel excavation (ISE) technology, with real-time formation identification, recording, and knowledge transmission capabilities. This research advances the ISE technology by developing dynamic model of cable shovel dipper using Newton-Euler techniques. The model includes the dynamic cutting and dynamic weight forces acting on the dipper as it moves through the muck-pile.

Jan 1, 2011

By R. E. Chaves

San Martin Mine is an open pit, gold heap leach operation located approximately 70 kilometers from the Honduran capital of Tegucigalpa. Mining operations commenced in 2000 and were completed late in 2007, while heap leaching operations continue. Reclamation was executed concurrently with operations to the extent practical. The area has distinct rainy and dry seasons and closure objectives include: prevention and mitigation of acid rock drainage, sediment and erosion control, and mitigation of visual impacts. Final closure is well underway at San Martin and this paper describes the closure processes conducted to date, problems encountered, and the subsequent lessons learned.

Jan 1, 2009

By R. Bauer

Adaptations and redesign of the existing already very successful and proven road milling machine concept and technical innovations such as an optimized, specifically for mining application developed cutting drum, cutting housing design and cutting tools, high manoeuvrability achieved via a tight turning radius, a three disk clutch system and a cutting drum drive that allows for the acceptance of higher loads, a complete reinforcement of the chassis to withstand higher vibrations and torque, the installation of increased engine power via a modern drive unit, a specifically for mining/construction applications developed operator’s platform and finally a redesigned air intake system and the adaptation of the levelling system resulted in far more cost effective and advantageous capabilities of Wirtgen Surface Miner in soft to medium hard mining and construction applications. As the achieved results show for the first time in modern surface mining history mechanized cutting is capable to compete successfully against traditional drill, blast/ripping and other conventional mining methods.

Jan 1, 2007

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By T. A. Marcotte, D. J. Bobrow, S. Vaghar

This paper discusses the geotechnical instrumentation program on the Central Artery/Tunnel Project, in Boston, Massachusetts. Particular attention is given to a state of the art Graphic Information System (GIS) application which has been developed for rapid analyses and reporting of data. This application will see extensive use during the ongoing complex downtown tunnel construction. The excavations in soft ground require cuts of up to 120 feet deep and 250 feet wide. Deformation and groundwater monitoring instruments have been installed to monitor the stability of the excavation support systems and the abutting buildings. The use of this application is illustrated with an example from an ongoing contract.

Jan 1, 1997

By Edward D. Graf

Once the heavy work of mining, supporting and completing an underground structure is finished, there is frequently the problem of handling unwanted water infiltration into the opening. Methods of controlling the infiltration vary from collecting and channelling the inflow to shutting off the water at the surface of the opening or within the ground formation. Discussed are various methods of controlling ground water inflow from within the structure including collector pipe systems, shotcrete, cement grout, bentonite, and various chemical grouts. Case histories illustrating some of the methods and materials will be presented.

Jan 1, 1987

By Scott Ellenbecker

Soon New York City will have a new train station. A tunnel project is under construction to extend Line 7 to a new station that is located near the Jacob K. Javits Con-vention Center. This is also part of the Hudson Yards redevelopment project that is intended to aid redevelop-ment of the west side of Midtown Manhattan around the Long Island Railroad?s Caemmerer Railyard. The station, or ?cavern? as it?s called by those excavating it, will be the portal for that growth. In the city, public transportation means high-rise residential proper-ties will have better access to the business district, and those outside the area will have greater access to event facilities ? two factors that are critical for development investment.

Jan 3, 2010

By Steinar L. Ellefmo, Fredrik Søreide

"The Norwegian University of Science and Technology (NTNU) and Nordic Ocean Resources AS, with support from Statoil ASA have carried out a project reviewing the knowledge about seabed mineral resources in Norway to identify and prioritize needs for further research and development.A special focus area in the project has been to increase the knowledge of possible massive sulfide mineralizations along the Mid-Atlantic Ridge. This Ridge is a subsea mountain range which separates the Eurasian and the North American continental plates. In this area, seafloor massive sulphides (SMS) are formed from the volcanic and hydrothermal activities along the Ridge. A large part of the North-Atlantic Mid-Atlantic Ridge between Jan Mayen and Spitsbergen is located on the Norwegian shelf.Analysis and interpretations of multibeam data have been carried out by NTNU in cooperation with the Russian Institute for Geology and Mineral Resources of the Oceans in order to disclose relevant areas for the formation of SMS deposits. This analysis has identified several promising areas."

Sep 1, 2014

The Mining Foundation of the Southwest will host its 24th Annual American Mining Hall of Fame Awards Banquet at the Tucson El Conquistador Golf & Tennis Resort in Tucson, AZ on Saturday, Dec. 9. The Mining Foundation of the Southwest is a non-profit organization whose objectives are public education about the mineral industries. It also recognizes outstanding accomplishments in and contributions to the fields of fuel and mineral resources.

Jan 1, 2006

By S. Frimpong

Cable shovel requires continuous monitoring through excavation to achieve reliability, longevity and economic usage. The operating environment and the stress and deformation fields on the front-end assembly must continually be monitored to avoid random fatigue failure. In this paper, the authors advance frontiers of cable shovel reliability through real-time stress and deformation monitoring during excavation. Cable shovel boom stress and deformation analysis are developed using a combination of flexible and rigid body approach. A virtual prototype is developed to simulate the cable shovel excavation in oil sands and to examine the motion, stress and local deformation of the boom. A numerical example is used examine cable shovel boom durability using stress and deformation fields simulation. The results show that stress and deformation are large around the joint between the upper body and the boom. The simulation of the effect of material properties on boom deformation shows that the deformation is larger in hard formation than in soft formation. The study provides a solid foundation for further study of failure life analysis of the cable shovel components.

Jan 1, 2006

By Willard C. Lacy

INTRODUCTION A program to insure adequate talent for development and management of our mineral resources entails two equally important and interrelated aspects: 1) attracting and retaining promising student talent, and 2) providing a first-rate education for those entering careers in mineral science and engineering. Manpower shortages have eased in many areas of engineering, particularly in those areas dependent directly or indirectly upon government contracts in space and war programs. However, in the minerals industry the needs still remain critical. As increasing concern over preservation of the environment has developed, the political and social reaction was to seek out major offenders, to look for "whipping boys" -- and the mineral industry was, and had been, an offender. It was there for everyone to take pictures, it couldn't be covered up, and the Department of the Interior lashed away in the beautiful and popular brochures: Quest for Quality, The Third Wave, The Population Challenge, and Surface Mining and Our Environment (Ravaged Land). The Sierra Club, the Field and Stream magazine, TV, and daily news media added their lashes. In the minds of our social-conscious youth the mineral industry took on the image of "exploiters" of natural resources; "polluters" of streams, lakes, and the atmosphere; "despoilers" of wilderness areas and scenic beauty -- a plague to combat, rather than an exciting challenge that entailed exploration of the remote, conquering of the primitive, and developing of the undeveloped. Enrollments declined and many traditional mineral engineering curricula were abolished or Integrated into other stronger engineering departments to meet student-faculty ratio requirements.

Jan 1, 1971

By B. Cavender

Safety departments have traditionally been held responsible for the safety performance of their division or company. This approach leads to a lack of ownership of safety issues by the larger organization. An alternative paradigm is significantly more effective: the members of the work force (managers as well as workers) are fully responsible and accountable for safe production. The safety department is not extinct, however. Its role has changed, to focus on training, litigation, and external relationships such as community relations. This approach was implemented at BHP Copper's Superior mine and mill in Arizona. By obtaining the genuine commitment of the work force to accident-free production, the mill's MSHA incident rate immediately dropped from 7.4 to zero. The mill also ran one year with no MSHA citations. When this philosophy was implemented at the divisional level, the division's incident rate decreased from 9.5 to 1.1,an 88-percent reduction in six months.

Jan 1, 2000

By I. B. Tulu, M. M. Sears

"In 2015, 40 longwall mines provided nearly 60% of the US coal production from underground mining methods. This represents a substantial, yet gradual increase from just under 50% over the last 5 years. As a result of this increased production share, the percentage of ground fall related fatalities in longwall mines has also increased when compared to all US underground coal mines. Additionally, about 80% of ground fall related fatalities have occurred in areas where the roof was supported. In an attempt to better understand the status quo of current US longwall support practices, a sample of 21 longwall mines were visited, representing about 40% of the currently active longwall mines in 4 of the 5 major US longwall producing regions. The resulting data was obtained from a wide variety of overburden depths, geologic conditions, mining heights, ground conditions, support practices, and gateroad configurations. The data collected is reported using both qualitative and quantitative methods. The results from the research update previous efforts in classifying mining accidents and injuries as well as current support practices. This data provides a necessary background for future research aimed at further reduction of ground fall accidents and injuries. INTRODUCTION Maintaining ground stability in gateroad entries is essential for longwall productivity and safety (Campoli, 2015). In 2015, 148 unintentional roof falls were reported in US longwall mines. About 34% of these resulted in mineworker injuries. Safety considerations not only include injury from roof and rib falls but also egress from the longwall face during an emergency (Mucho et al., 1999). Over the past 30 years, a number of researchers have studied longwall tailgate support performance (Mirabile, 2015). This research aims to take a snapshot of the ground support installed in modern US longwall mines and provide a supplement and update to the overview provided by Barczak (2005). This will provide a framework for future research into improving gateroad support systems. BACKGROUND Large unplanned roof falls at or above the primary support or those impeding travel and/or ventilation must be reported to the Mine Safety and Health Administration (MSHA). Reportable roof falls, normalized based on production in million metric tons, generally relate to the amount of roof exposed during the mining process (Pappas and Mark, 2012) and provide an evidence-based statistical background for this review of current support practices. Figure 1 shows the reportable roof fall rate in US underground longwall mines for the period 2006-2015 (MSHA, 2016). Over the past decade, roof fall rates have shown a gradual decrease with numbers now at a rate nearly half of what was observed just five years ago. However, over the past few years, roof fall rates in US longwall mines appear to have stagnated at levels just over 1 per 2,000,000 tonnes mined."

Jan 1, 2017