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By Don F. Macfarlane

This paper describes the field application of the NTH fracture classification to rock encountered in the construction of the 9.6 km long, 10m diameter, Second Manapouri Tailrace Tunnel. Excavation of the tunnel was undertaken by TBM between 1997 and 2002, in gneisses, granitic and diorite rocks. The paper outlines an adaptation of the NTH fracture classification used during the geological logging of this tunnel. The NTH fracture classification was primarily applied to assess discontinuity spacing for tunnel support requirement decision-making. The paper includes some general comparison of NTH classes with overall penetration rate.

Jan 1, 2008

By Günther M. Volkmann

Continuous developments in tunneling require knowledge transfer between designers and suppliers to optimize the application of support systems. This collaboration allows the designer access to the latest research results, technical innovations, and support specific measurement techniques as well as the supplier?s experiences on recent projects. Project specific requirements determine the information that can be used to increase support system efficiency, advance rate, degree of safety, or decrease costs. This cooperative effort results in not only an unambiguous tender document, but also an optimized design with reduced risk that is coordinated with safe and high performance construction techniques. This paper will address the benefits of an early collaboration to both the design and the specifications in the tender document by using the A3 Hindhead project (UK) as an example.

Jan 1, 2008

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008

By G. Norman Owen, Roger E. Scholl

INTRODUCTION The analysis and design of underground structures to resist vibratory motion due to earthquakes has been of interest to engineers for several decades. The dynamic stability of a powerhouse cavern was considered in the 1960s (Campbell and Dodd, 1967). About the same time, the designers of the San Francisco Bay Area Rapid Transit system developed procedures for analyzing the subaqueous tunnels placed under San Francisco Bay and the tunnels excavated along the land portions of the alignment (Kuesel, 1969). Japanese designers developed fairly sophisticated procedures for analyzing subaqueous tunnels during the late 1960s and early 1970s (Kuribayashi et al., 1974). In the past decade, proposals to site important critical underground facilities in regions with moderate to high seismic activity have increased the interest in earthquake engineering of underground structures. Seismic designs or seismic studies have been conducted for rock caverns for storage of petroleum or location of power plants (Yamahara et al., 1977; Glass, 1976), buried tanks for fuels or rad¬ioactive waste (Fukushima et al., 1977; URS/Blume, 1976), tunnels for disposal of nuclear waste (Yanev and Owen, 1978; Wahi et al., 1980), and urban mass transit tunnels (Monsees and Merrit, 1984). One of the greatest drivers of the interest in seismic analysis and design of underground structures has been the proposals to dispose of high-level nuclear waste in mined repositories some 300 to 600 m (approximately 1,000 to 2,000 ft) below the ground surface. In 1979, the authors, in conjunction with Professor Tor Brekke, presented a paper on an evaluation and design procedure used in a study of a proposed nuclear waste repository (Owen, Scholl, and Brekke, 1979).

Jan 1, 1985

By Steve Kral

The timing was right for SME to celebrate its 50th anniversary in February as a member society of AIME. The mining industry is in the midst of a commodities boom that appears to have legs. Not only is the demand for metals, construction materials and the like increasing in developing nations, but developed nations have also seen the demand for those materials increase at impressive rates. So, in addition to networking and seeing old friends, attendees at the SME Annual Meeting and Exhibit in Denver, CO. Feb. 25-28, had several reasons to enjoy the week — a healthy industry and their society’s landmark anniversary. This annual meeting was held jointly with the Colorado Mining Association’s (CMA) 109th National Western Mining Conference.

Jan 1, 2007

By None None

Life as a mining/mineral professional doesn’t leave much time for perusing 20-page technical papers. Yet, being technologically savvy is part and parcel of a successful career in this industry. What’s an intelligent, well-informed person to do?

By R. K. Singhal, H. Sahay

Introduction In terms of the world's recoverable coal reserves, Canada ranks 10th, providing 0.6% of the world's total. The US is first with 27.8% and the Soviet Union follows with 24.1%. Figure 1 shows the principal coal mines in Canada. Several provinces contain substantial coal deposits, but the largest deposits are found in the western provinces of Alberta, British Columbia, and Saskatchewan. Conservatively, 90% of the lignitic, 80% of high volatile bituminous, and nearly 100% of subbituminous, and low and medium volatile bituminous coals are located in these three provinces. During the past decade, Canadian coal production of all types increased from 18.8 Mt (2 million st) in 1972, to 25 Mt (28 million st) in 1975, to 61 Mt (66 million st) in 1984. About 38 Mt (43 million st) of this output was classified at thermal and 23 Mt (25 million st) as coking and metallurgical coal (Table 1). The three western provinces currently produce 57 Mt (62 million st) of coal - 95% of Canada's total. The remaining 3.6 Mt (4 million st) (5%) is produced in Nova Scotia and New Brunswick on the east coast. The majority of western coal (98%) is produced by surface mining methods. On the east coast, though, mining is predominantly underground and only 15% is produced on the surface. In 1985, Canada exported close to 28 Mt (30 million st) of metallurgical coal and thermal coal. During the same period, 15 Mt (16 million st) of coal were imported, mostly from western US for use in Ontario and Quebec. Almost 60% of the imported coal was used for thermal applications. The remaining 40% was metallurgical coal for the steel industry. It is generally cheaper to import coal into central and eastern Canada from the eastern US to augment local supplies rather than from western Canada. This is mainly because of high transportation costs. Mining methods The suitability of mining methods in a particular area depends largely on the geological setting. Geology, therefore, simplifies or adds complexities to mining operations, directly affecting the economics. It also influences the flexibility required from the min-

Jan 9, 1986

By Martin Herrenknecht

After the successful breakthrough at the end of 2006 of both TBMs into the multifunctional site Faido (MFS), in the middle of 2007 the two tunnel boring machines resumed the 12 km long section between Faido and Sedrun. In the roughly a 10 month interval both approximately 465 m long tunnel boring machines were partly dismantled, pushed through the 2.5 km long MFS, rebuilt for the new larger diameter of 9.5 m and reassembled to be ready for operation. In the rebuilding phase, improvements were made to the equipment, especially as a result of experience gained from the previous 14 km long drive in the section Bodio and taking into account the latest information regarding the upcoming 14 km section Faido. Both TBM drives are currently in the rock formations of the Lucomagno gneiss, which stretch over a section of 3.5 km from the MFS Faido to the predicted Piora Syncline. This section is divided into two fold axes of the Chièra Synform, where the Lucomagno gneiss pass from a sub-horizontal into vertical bedding. The drives, with current rock overburdens exceeding 1,500 m and, as known from the excavation phase of the MFS, in part highly disturbed rock formations, are characterized by the locally intense rock squeezing conditions with large convergences in the vicinity of the driving TBM as well as backwards due to the interaction of the two drives. High expenditure for the support measures, reduced driving performances together with extensive extra work associated with deadlines and increased costs are the result. In the paper the previous experience with the TBM drives in the section Faido and the challenges still awaiting us are presented and discussed.

By Christopher J. Bise

INTRODUCTION The level of analysis for the selection of extraction practices and equipment for surface mining differs significantly from that found in underground mining. In underground mines, manufacturers establish the operating ranges of the equipment, such as continuous miners, loaders, and boring machines, based upon required clearances. Even in conventional mining, the drilling and blasting operation is usually based upon experience. The selection of extraction methods and equipment for surface mining is more complex. Since the equipment is not as confined as in deep mining, and the topography tends to be highly variable over the limits of the mining property, primary extraction equipment must be sized according to reach and capacity. Further, due to the depositional characteristics of the over- burden, drilling and blasting patterns must be well- designed to provide proper fragmentation. The following sections provide a general outline for the selection of surface excavation practices and equipment. The topics covered include drilling and blasting and the selection of both primary extraction equipment (draglines and stripping shovels) and secondary extraction equipment (bulldozers, scrapers, and front-end loaders). EXCAVATION FUNDAMENTALS Before discussing surface excavation, a few concepts need to be defined. A bank cubic yard of material is equal to one cubic yard as it lies in its natural or undisturbed state. A loose cubic yard is that portion of a bank yard that after being disturbed has expanded to measure one cubic yard. Swell is the volume increase of a material when it is removed from the natural state. Finally, load factor is the percentage decrease in the density of a material from its natural state to a loose state. Table 1 summarizes these concepts for various materials. When the amount of overburden to be removed to meet a predetermined production rate is established, a suitable bucket size for the primary stripping equipment must be calculated. The following equation can be used: NBSIZE = TBC/[(OF) (BF)] (1) where NBSIZE is the actual bucket capacity after considering the swell percentage, the bucket fill factor, and the operating efficiency; TBC is the theoretical bucket capacity (TBC = COB/NTCPM); OF is the operating efficiency; BF is the bucket fill factor; COB is the cubic yards of overburden to be removed; NTCPM is the number of theoretical cycles per month [NTCPM = (SMH) (3600)/(CT)]; SMH is the scheduled monthly hours; and CT is the cycle time in seconds. FRAGMENTATION PROCEDURES Drilling Where the strength of overburden material is such that blasting is required prior to excavation, drilling is conducted before using explosives. Two methods of drilling are found in mining-percussion and rotary. Penetration of overburden by percussion drilling is carried out by successive impacts of the bit into the rock. Emphasis in this section will be placed on rotary drilling, because for surface mining it is the most versatile form of overburden penetration. Rotary drilling is conducted by rotating a rigid string of tubular rods to which a rock-cutting bit is attached. The drilling energy is supplied by rotation as well as thrust and the cutting action consists of abrasion, scraping, spalling, or chipping. The size range for rotary-drilled blastholes is from 4 in. to 15 in., with 9 in. and 12 in. being common sizes. There are two types of bits used for rotary drilling-drag and rolling cutter. Drag bits are applicable in soft to medium-soft shales or their equivalents. Since their effectiveness is dependent upon a successful scraping action, drilling thrust is lower for drag bits than for rolling cutter bits; the opposite is true for torque requirements. The bits are usually fitted with replace- able tungsten-carbide cutters. Rolling cutter bits, though available in a two-cone configuration, are usually of the three-cone style (Table 2). The rolling cones have either large steel teeth for drilling through soft formations or small tungsten-car- bide inserts for drilling through hard formations. Table 3 relates bit size and weight to the strength of the rock. The major advantage of rotary drilling is its rapid drilling rate. This is due to the fact that, unlike percussion drilling, rock penetration is uniform with depth. Blasting Effective bank preparation deals not only with the fragmentation of overburden but also with the mini-

Jan 1, 1986

Effective gas management in coal mines, as well as proper ventilation design, is very important for maintaining the safety of underground coal miners. Advances in numerical modeling techniques have enabled evaluations of the coal mining environment using advanced grid designs and computed gas distributions through detailed mathematical models. These models help engineers to see the unseen areas of the mine through visualization of the data and ultimately help improve worker safety. This paper summarizes the modeling efforts conducted by NIOSH in the U.S. and CSIRO in Australia to address various gas management issues encountered in longwall mines. The modeling studies involved two of the most widely used grid-based techniques, namely computational fluid dynamics (CFD) and numerical reservoir modeling. This paper discusses the application of these techniques for gob inertization and gas control for spontaneous combustion, pre-mining degasification of coalbeds, gob gas venthole design and performance evaluation in longwalls, and gas management during development mining.

Jan 1, 2009

By Raymond W. Henn

The 31th annual short course ?Grouting Fundamentals and Current Practice? was held at the Colorado School of Mines, in Golden, CO June 7-11, 2010. The field demonstration portion of the course was conducted June 10 at wlh Construction Co.?s yard in Denver, CO. The full-scale field demonstration presents many types of drilling and grouting equipment in operation as well as numerous grouting methods performed under various field conditions.

Jan 1, 2010

By D. S. Saxena, Jack K. Tuttle

Lack of understanding of useful applications of explosives on construction work stem primarily from the fact that explosion is commonly associated with destruction. On rock excavation and other construction works a certain quantity of explosive is harnessed to perform useful work at the source e.g. blasts to disintegrate rock. Development in rock blasting techniques, including the use of multiple-row blasting with short delay ignition, have made it impossible to excavate rocks close to or below buildings even in closely built-up areas. To permit the use of explosives on construction projects, in ways that will not damage existing structures, guidelines have been developed from careful measurements of intensity of ground vibrations. Accurate electronic instruments are now available for doing this. PLANNING AND CONTROL Blasting operations must be carefully planned and carried out to avoid discomfort to persons or damage to property. This increase in the use of rock blasting in city areas alone has led to a number of problems due to ground vibrations, air shock waves, and the psychological effect of noise. While the latter seldom if ever causes damage, it does create irritation and discomfort to persons living or working near the blasting sites. A result of this is a steady increase in the number of complaints in respect of damage to houses and other premises. Many such complaints are genuine and damage may undoubtedly be caused when incorrect blasting techniques are used.

Jan 1, 1997

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By A. R. Biggart, A. Walters, G. J. E. Kramer

The Owner Procurement Process or OPP is a proven, viable alternative contract delivery method that is potentially applicable to many tunnel projects. Using the OPP, the owner specifies and procures major tunnel construction items such as tunnel boring machines and tunnel linings and provides them to a tunnel excavation contractor in order to manage risk and accelerate project schedule. However, due to industry perceptions regarding potential owner risk, it is seldom considered or is rejected out of hand. In fact, past performance demonstrates that the process significantly minimizes owner, contractor and over-all project risk and mitigates the impact of any claims and differing site conditions. The paper outlines how the process should be structured to achieve schedule, cost, quality and risk management benefits. Potential and perceived disadvantages are discussed and how the process can be structured to mitigate or avoid them. The planned implementation of this process on the tunnels for the Silicon Valley Rapid Transit Project in San Jose, California is discussed.

Jan 1, 2005

By Steve Karl

Introduction Technological advances in mining and processing have started the domestic mining and mineral industry back on the road to competitiveness. A massive trade deficit, however, coupled with foreign competition and more government regulations threaten to slow this recovery. So say mining executives in Colorado and Minnesota. These industry decision-makers agree that their challenge is to continue the technical innovations of their industry. The journey back to profitability and competitiveness means improved products, they say, but at lower production costs. At separate gatherings in January, officials in both states said that they believe their industry is up to the challenge. Worker attitudes will have to change, they understand, and management styles will need adjusting. And, while they are willing to make the necessary adjustments, they are going to need some help. Or, at the very least, less interference from the federal government. Foreign markets, all but closed to American products, must be opened up on a reciprocal basis. The nation's $170 billion trade deficit is a priority item that can no longer be ignored. And, closer to home, federal and state environmental regulations concerning mineral production must themselves be monitored. 1987 in Colorado While Colorado's service and trade industries should have a fairly good 1987, the state's mining industry can expect another disappointing year filled with layoffs and declining profits, according to the Colorado Mining Association. Once again, foreign competition and government regulations are seen as the main reasons for the mineral industry's woes. And state mining officials see little relief until at least the 1990s. Speaking to a group of reporters at its annual press briefing in Denver, CMA officials said Colorado's overall nonfuel mineral production is expected to fluctuate between a flat and declining growth trend. Mining employment in the state is expected to fall by 400 people this year, to about 7500. In 1981, Colorado mines employed as many as 17,800 people. During the 1970s and early 1980s, the employment rate in mining in the state grew by 12% annually, according to a summary report compiled by the CMA. Last year, worldwide molybdenum production continued to exceed demand US moly producers, therefore, were forced to continue their familiar path of production cutbacks, as well as workforce reductions. And some molybdenum mines in the US closed altogether, the CMA report stated. In Colorado, Amax's Climax and Henderson molybdenum mines operated at about 50% of combined capacity. Climax employed about 200 people at the beginning of 1987, producing about 5.4 kt/d (6000 stpd) or ore. Henderson employed about 700 people, producing about 24.5 kt/d (27,000 stpd) of ore. In coal, the number of licensed coal mines in Colorado has declined from 124 in 1960 to 43 in 1986, of which only 23 were producing. Once a stable source of employment and production, the metallurgical coal industry in the state has only one surviving metallurgical coal mine, Mid-Continent's Orchard Valley mine. High production and transportation costs, weakness in the US steel industry, and a weak market position have contributed to the decline, the summary reported. "The challenge facing most mining companies in the United States today is to survive," said

Jan 3, 1987

By Dan Witkowsky

Beginning on June 11, 2007, as many as 36, kindergarten-to-grade-12 (K-12) teachers will participate in a program designed to educate them all about the mining industry. The 39th Annual A Total Concept of the Mining Industry – All About Mining, will be conducted by the Colorado Mining Association Education Foundation, Inc. (CMAEF) and the Office of Special Programs and Continuing Education (SPACE) at the Colorado School of Mines. This flagship program includes four intensive weeks at the Colorado School of Mines. During that time, more than 75 volunteer lecturers will “educate the educators” about mining and its importance to the United States and the world. During the learning process associated with obtaining a basic understanding of mining and all its aspects, the teachers will be hosted by hundreds of other industry professionals at 10 Colorado mining operations. Also visited will be a government earthquake center, a museum of mining and industry, an earth mechanics laboratory, a metallurgical research center, a metallurgical concentrator, an electric power plant and a steel mill. Questions before, during and after visits will be answered by another select group of volunteers who will travel with the teachers to the various sites.

Jan 1, 2007

By P. Schmieder

"The close vicinity of mining companies to other sites that are used for commercial and residential purposes or to areas under conservation as well as the fact that the people become more and more sensitive to emissions have led to a negative attitude towards mining operations in the neighborhood. It is above all the use of drilling and blasting techniques that give rise to objections, in the course of which demands for more environmentally-friendly production methods have been voiced. It is in this context that production methods without the use of explosives are considered as an option. After all, the use of such production methods is the only alternative for some quarry operators. The question is what are the true benefits of these techniques and what is the relation between a possible improvement of the environmental effects on the one hand and the technological potential as well as the costs on the other. It is intended to assess the mining techniques for solid rock in their entirety. This paper will therefore look at the aspects for assessing mining techniques in the context of their environmental impact and the costs."

Jan 1, 2005

By David Van Horsen

Operation and maintenance of California?s water tunnels is an important factor and vital link in California?s infrastructure. These tunnels are owned and operated by a variety of large and small private and public water and power utility companies, municipal agencies, and irrigation districts. Visionary pioneers such as Michael O?Shaughnessy (San Francisco Hetch Hetchy Water Supply System), William Mulholland (Los Angeles Department of Water and Power and Metropolitan Water District of Southern California?s Colorado River Aqueduct), and John Eastwood (Southern California Edison Big Creek Hydroelectric Project) built large and small water supply, irrigation and hydroelectric tunnels, which have supplied environmentally friendly-water supply, renewable electricity, and uninterrupted service to a burgeoning population and economy. This paper introduces these pioneers and describes several case histories and lessons learned during condition assessment and rehabilitation of tunnels providing enlightenment of California?s vital water projects.

Jan 1, 2008

By Jimmy Thompson

The Santa Clara Valley Transportation Authority is designing the Silicon Valley Rapid Transit Project in San Jose, California. The project includes 6.9 km (4.3 miles) of twin-bored tunnels to be constructed through downtown San Jose using two earth pressure balance machines (EPBMs). This paper begins with a project description and update of the project status followed by a description of the relationship between anticipated ground conditions and EPBM requirements. Topics addressed include soil conditioning, abrasion resistance, annulus grouting, face pressure estimation, additional pressure control devices and control measures to limit over-excavation and settlement.

Jan 1, 2008

By Z. A. Md-Nor

Risk management is an established loss-control methodology that has been applied successfully in many industries. Recently, interest in this structured approach has grown in the mining industry. The main objective of this research was to develop a risk-assessment process, which is a part of risk management, that can be used by the U.S. mining industry to more thoroughly characterize risks associated with haul truck-related fatalities. The assessment is based on historical data obtained from the U.S. Mine Safety and Health Administration (MSHA) investigation reports, which includes 113 fatal incidents that occurred from 1995 through 2006. The risk-assessment process used in this research involves the following basic steps: identification of the risks, risk analysis and risk evaluation. The preliminary hazard assessment (PHA) method is used in identifying and quantifying risks. Risk levels are then developed using a pre-established risk matrix that ranks them according to probability and severity. The resulting assigned risk value can then be used to prioritize control strategies. This paper is a part of a detailed study on risk assessment for equipment-related fatalities in mining sponsored by the Western U.S. Mining Safety and Health Training and Translation Center.

Jan 1, 2008