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The sixth annual conference of the Mineral Economics and Management Society (MEMS) was held Feb. 27 through March 1 in Boulder, CO. This year's event was attended by more than 100 academic, industrial, government and other professionals interested in mineral economics and materials management. With about 250 members worldwide, this not-for-profit society seeks to promote scientific and economic analysis of current relevant issues. This year's program was sponsored by Alcan, Bateman Engineering, Cyprus Amax Minerals, J.P Morgan, Knight Piesold LLC and Newmont Gold. The conference's technical program consisted of six sessions. These included "Financial tools for a changing world," "Access to minerals," "Comparing North and South America," "Environmental issues in today's world" and "Transporting minerals." The program was concluded with a panel discussion titled "National minerals policies in Asia." In addition, a student papers session was held, in which students were given the opportunity to compete for a $1,000 award. The following is a brief review of the technical pro¬gram.

Jan 1, 1997

By Hélio Blak

The Paranapanema Group was created in February 1996 when a group formed by the Brazilian pension funds acquired four companies dealing with nonferrous metals. The new Paranapanema Group, basically related to the tin and construction business, became the sole Brazilian primary copper producer, the second zinc producer and one of the most important producers of copper products, mainly tubes and fittings. To put together such different companies, managed before by family groups and with different cultures and principles, was and still is a big challenge. The strategy of developing and consolidating it as an homogeneous group is based in three pillars: an increase in production, quality and technological improvements on products and market mix and a permanent cost reduction program, using all the potential synergies founded.

Jan 1, 1998

By Joseph A. Dos Santos

The Expanded Conveyor Technology, a rationalization of the conventional conveyor technology, allows us to apply the theory and principles beyond the current (perceived) limits. This was first prompted by the writer's advancements in Sandwich Belt High Angle Conveyors. The introduction defines the Expanded Conveyor Technology and outlines the range of applicability for the wide variations in conventional and non-conventional conveyors. The writing deals with the theory and design of sandwich-belt, high-angle conveyors in the context of the Expanded Conveyor Technology, including the equations of friction, hugging pressure and the continuity of hugging principle; curvature constraints and criteria for tension, curvature, trough, and belt construction; and drive and tension analysis, load sharing and traction, including "derived load equivalents."

Jan 1, 2000

By J. H. White

It is hypothesized that the Hotelling valuation principle (HVP) can determine the value of developed gold reserves using simple methods and easily obtainable data. This paper reports the results of an empirical test of this hypothesis. The model for the HVP is given by [V R=Cp-0(1) or V - CP-0' R(2)] where p = current spot price of gold per oz, [c] = average extraction cost of gold per oz, V = current market value of the gold in the ground (dollars) and R = gold reserves (oz). Using publicly available data from North American gold companies, we obtained data for V, R, p and c, and we ran a simple linear regression using Eq. (1) as the definition of the dependent and explanatory variables. By examining the value of the coefficients of the resulting regression equation, we can draw conclusions as to whether or not the HVP can be confidently used as an estimator of the value of developed gold reserves.

Jan 1, 1997

By T. Winkler, J. Tokarczyk, D. Michalak, W. Chuchnowski, M. Dudek

Engineering Methods aiding Sustainable Development of Mining Systems will be presented, and especially: virtual prototyping for designing of Mining Systems with Health Protection and Safety criteria taken into consideration, modelling and assessment of technical and health hazards that can occur during operation of Mining Systems, creation of knowledge repositories that disseminate safe work methods with consideration of existing language and culture barriers, dissemination of the methods integrating world community and Mining Systems users.

Jan 1, 2011

By James R. Brown

Mount Isa Mine should be regarded as a large mining complex rather than one mine. This arises from the geography, variety and extent of the orebodies, the mining methods, and the use of 14 shafts for ventilation distribution. A brief resume is presented here since comprehensive descriptions of lead-zinc mining methods {11}, copper mining methods {2 }{3}, geology 241, stope fill {5} and ventilation techniques {6}{7}, have all been published in the last five years. Mining extends over a north-south strike length of 2.5 miles (4 Ian) with a maximum width across dip approaching 3 200 ft (1 Ian). Current mining is to a depth of 3 150 ft (960 m) with the ore hoisting shafts extending 660 ft (200 m) deeper. The composite longitudinal section, Figure 1, shows a representational disposition of the copper and lead-zinc-silver orebodies in the central shaft complex where the main service and hoisting shafts are located. To the south the X41 man and materials shaft provides access to the copper area. The mine layout is typical of high tonnage track- less mines, utilising a large diesel fleet, raise- borers and some large diameter hole stope drilling. Mining methods include sublevel open stoping, slot and massfire, and a trial vertical crater retreat in the copper ore, and sublevel caving, sublevel open stopes with and without rib pillar recovery, and mechanised cut and fill in the numerous lead orebodies. All ore reports to one of the three crushing systems located below 19 level in the central shaft complex. Copper ore is hauled exclusively along the 19 level computer assisted Rockflo haulage system, and lead-zinc-silver ores report via central orepasses from Granby haulages on 13 level and 15 level. Tonnages hoisted during the 1977178 financial year were 5.0 million for copper at 3.2%. and 2.3 million for lead-zinc-silver at 7.8%. 6.3% and 7.06 oz/ton (216 g/tonne) respectively.

Jan 1, 1980

By Karl A. Smith, Roger T. Johnson, David W. Johnson

Conflicts are common in the mining industry. Engineers are accustomed to addressing issues such as land use, air and water pollution, and health and safety. Although conflicts of interest are important in the industry, they do not have the impact on organizational decision making that controversy does. Controversy is a type of conflict, probably the most important type, for effective decision making and competent problem solving. It exists when one person's ideas, information, preference, choices, conclusions, theories, opinions, or perspectives are incompatible with another's and the two seek to reach an agreement (Johnson and Johnson, 1979). Interpersonal and intergroup controversy is prevalent in the day-to-day functioning of organizations. If constructively managed, this type of controversy has important implications for effective decision making and problem solving. Too few organizational members accept controversy, and almost none attempt to stimulate it. This is because too few of them understand controversy well enough to accept and use it effectively. Most organizational personnel lack the interpersonal skills needed to stimulate controversy and manage it effectively. Discussion of conflicting ideas may not be common in problem solving situations due to the fear and anxiety most people feel in conflict situations. Traditionally, organizations suppressed conflict. They believed it was avoidable, caused by management errors. Optimal organizational performance required its removal. Conflict, though, is inevitable. And optimal organizational performance requires a moderate level of conflict. Management should manage the level of conflict and its resolution, for optimal performance. The current view stresses the importance of controversy for learning. Confronting a person with a different point of view stimulates that person to gather more information to elaborate, justify, or provide rationale for their position. Controversy: Process and Outcomes The decision making process begins with participants categorizing and organizing current information and experiences so that a conclusion is derived. When participants present their conclusions to another group and realize their conclusions are being challenged, a state of internal conceptual conflict or uncertainty ensues. This uncertainty motivates the challenged group to actively search for more information, experiences, and a more adequate cognitive perspective and reasoning process to resolve the uncertainty. Participants will adapt their cognitive perspective and reasoning through understanding the perspective and reasoning of others to derive a new or reorganized conclusion. This process may be repeated several times before a decision is reached. The active search for additional information on the alternatives is also promoted, along with greater mastery and retention of information and a more accurate understanding of opposing viewpoints (perspective taking). Of the many positive outcomes of the use of controversy, the effect on higher level cognitive reasoning and processing is especially important in engineering decision making. Research has been done on expert-novice difference in medical diagnoses, physics problem solving, and geological exploration. It shows that preparation for verbal interaction and the actual verbal interaction with peers with differing view-points promotes the development of expertise. Constructive Controversy Conditions Some controversies among decision makers concerning their preferred solutions to a problem can be beneficial. But sometimes they are not. As with all types of conflict, the potential for either constructive or destructive outcomes is present. Whether the consequences are positive or negative depends on the controversy and the way it is managed. The conditions and procedures of controversy management that determine the outcome include: the goal structure within which the controversy occurs; the degree of heterogeneity of decision makers; the amount of relevant information distributed among decision makers; the ability of decision makers to disagree with each other without creating defensiveness; and the perspectivetaking skills of the decision makers. Goal structure: Two possible contexts for controversy are cooperative and competitive. A

Jan 3, 1985

By Lane White

Environmental regulations have become a decisive factor for many minerals industry operations. Managers face new liabilities as a result of environmental laws, and restrictive permitting requirements for new projects make mine development an increasingly difficult proposition. An abundance of federal, state and local environmental laws and regulations already confront on-going minerals operations, and complex new legislation and rule-making is always in progress. Acronyms and initials like RCRA, CERCLA, SARA and EIS become as familiar as reserves, tons, grades and recoveries. The growth of such regulation has created a new category of professional employees - environmental scientists and engineers-whose presence will influence minerals production activity from now on. The disciplines of environmental science and engineering are still being defined. While these definitions are being worked out, companies in the minerals industry have responded by hiring people with professional experience in existing disciplines and training them to their special needs. An environmental consulting industry of substantial proportions has developed to offer expertise where producing companies may not find it economic to hire full-time professionals. The mining schools have responded by introducing environmental course work, but these programs have yet to supply a significant number of environmental professionals to the minerals industry. To gain some perspective on where minerals producers now stand in their hiring of environmental professionals, ME recently surveyed 20 companies, with questions about how they go about the business of managing environmental compliance. Twelve companies re¬sponded to the survey, and the results

Jan 1, 1991

By Stephen Utter

One function of mining is to supply oil shale of the required grade and characteristics to surface retorts. The mining methods must he safe, efficient, and environmentally acceptable. Although the Bureau of Mines no longer conducts research on methods of mining fossil fuels, including oil shale, its many years of activity in that field resulted in a significant body of findings. This article summarizes some of these findings, with respect to oil shale mining. The large areal extent of Green River formation oil shales and the diversity of geologic, hydrologic, topographic, and other conditions, preclude the use of any one single mining and waste management technique. Instead, in most instances, methods and equipment will be chosen to meet site-specific conditions. Such methods include conventional surface mining (open-pit and strip), underground mining (room-and-pillar, sublevel stoping, caving) and in situ extraction (true in situ from surface drill holes and modified in situ from underground retorts containing rubblized oil shale). Combination or hybrid systems may prove suitable. Both surface and underground backfilling of spent shale waste may be practiced. Tremendous amounts of oil shale must be mined, processed, and the waste shale properly disposed of in order to meet projected industry production goals. For example, about 1.4 tons of oil shale averaging 117 L of shale oil per ton are required to produce one bbl of oil. A plant with a daily production of 8 dam' (50 000 bbl) of oil would thus require some 68 kt of raw shale daily. This is more than the average daily production from any underground mining operation.

Jan 1, 1981

By Kyle Amoroso, Larry Applegate, Aaron K. McCain

The use of frozen soil as ground improvement and temporary ground support for the excavation and construction of cross passages and adits has gained in popularity over the last decade. Frozen soil provides a number of advantages for this application such as being waterproof, structurally stable, and working well with any soil type. One of the greatest advantages is the ability for the system to be adaptable to the project geometry and site limitations. Multiple case histories illustrate that freezing can occur from the ground surface, from within the tunnel, or as a combination.

Jun 13, 2023

By J. M. Baker

It seems appropriate here to open with a quotation from the great pre-Confucian philosopher Lao-tze: "The softest thing in the world dashes against and overcomes the hardest. There is nothing in the world softer or weaker than water, and yet for attacking things that are firm and strong there is nothing that can take precedence of it." I am happy to report that our system of mining has worked out, with minor modifications, as well or better than was predicted. This, in a period of rising labor and material costs, has been most gratifying. Gilsonite is a solid hydrocarbon which occurs in vertical fissures cutting the sandstone and shale beds of the Uintah formation in south¬eastern Utah. It is found in other parts of the world under similar occurrence but nowhere else is it now being mined commercially. The Gilsonite veins on entering the shale members of the Green¬river formation break into small veinlets separated by shale, These veinlets are not now economical to mine.

Jan 1, 1959

By L. W. Saperstein, MJ. Carlson

With the goal of improving the strength characteristics of pneumatically emplaced material used for localized subsidence control, the binding additives fly ash, bentonite, and portland cement were examined for their effect on the support capabilities of coal refuse. It was found that, within certain concentration ranges, all three offered some increase in the ultimate strength of the backfilling mixture. However, portland cement gave the greatest percentage increases. Selection of the appropriate backfilling mixture will allow for the most economical and efficient subsidence control when pneumatic stowing is employed.

Jan 1, 1990

By C. D. Harrison, G. S. Stallard

The 199O Clean Air Act Amendments specify national objectives for reducing sulfur dioxide emissions from coal fired power plants. System-wide reductions can be achieved by combining various emissions control technologies and allowances, or compliance credits, that can be purchased, sold or traded. As part of the Coal Quality Expert development project funded by the US Department of Energy and the Electric Power Research Institute (EPRI), Black & Veatch has developed an interactive computer tool, the Acid Rain Advisor (ARA). Through this program, integrated, system-wide compliance plans are generated by comparing the costs and emissions reduction benefits of emissions allowances and various SO2-control technologies (coal cleaning, fuel switching, scrubber retrofits, etc.)

Jan 1, 1993

By A. Covelli, A. B. Cecala

Two recent US Bureau of Mines studies evaluated workers' dust exposures in automated pallet loading processes. The first study involved a Bureau designed dust control system using a push-pull ventilation technique. The unit was shown to reduce workers' dust exposures by 76% during pallet loading at a ground silica operation. A hydraulic lift table was used to automate the bag stacking process. This kept the loading height constant throughout the entire pallet loading cycle. The second study evaluated different commercial, automated-pallet loading systems. These systems automatically stack the bags onto pallets, shrink wrap the pallets, and deliver the pallets to a fork lift pickup location. Results from a ground silica evaluation site indicated respirable dust samples taken were below the Threshold Limit Value (TLV) as established by the Mine Safety and Health Administration (MSHA).

Jan 1, 1992

By Steven A. Elmquist

INTRODUCTION R&D activities are needed, at a minimum, for a company's competitive survival followed in importance by the growth and diversification of the company. For most industrial companies, however, R&D is the business area that has been the most difficult relative to confident long-range financial commitments and effective control and relative to its value as a long-term investment. Investors look not only at the current profitability of the company but increasingly at the plans, actions, and quality of the personnel in position to improve the market position and profitability of an organization. "The strongest predictor of investment value is the degree of innovation of the 'company.' I believe this is true of both strategic planning and R&D activities." R&D is the lifeblood of a company's future. If this basic premise-R&D for survival and growth-is believed to be true, why is it necessary to "Sell R&D in your organization? My personal experience, in a number of organizations, is that R&D budget is perceived as a business element area that could be delayed or reduced to improve the bottom line during difficult business conditions. I believe the following quote speaks volumes about this subject-"There is only one thing I know for certain about research, and that is it costs money-lots of it." -Unnamed, Hard- headed Financial Executive. A business must make money and be profitable in order to maintain and create jobs, pay taxes, cover working capital and costs of goods sold, and most importantly, create value for its shareholders. The foremost element of selling R&D, therefore, is to consistently demonstrate the R&D group's contribution to the bottom line.

Jan 1, 2004

By James C. Puckett

The mining industry finds itself in the middle, between the need to increase production of our energy resources and the necessity of minimizing the environmental impact. Using the recent past as a guide, the mine planning engineer's function will continue to increase as further coal quality constraints are made upon the production staff. The engineer will need to make use of all available tools in order to provide timely answers to the complex "what if" questions that arise. This need to consider many alternatives is bringing about a rapidly increasing acceptance and utilization of the computer. In the areas of data handling, mineralization modeling, and production simulation, the computer is an effective tool for the mine planning engineer. Described herein is a coal data storage and analysis system developed to provide timely answers to the "what if" questions for an operating strip coal mine in Montana. The characteristics of a computerized coal data base and coal quality planning system are outlined in this chapter. The system has been developed for use at a particular coal mine; however, it has applicability to coal mines in general. Fig. 1 is a flow chart showing the functional relationships of the system. There are three main file types: the drill-hole data base, the boundary file, and the zone file. The purposes for which each file is organized are illustrated on the flow chart.

Jan 1, 1979

By Roger Mourich

As the Powder River Basin coal industry has grown, many changes have occurred in the coal market, the economy and the Basin's methods of dealing with competition in the coal mining business. This article notes the mines that have changed to draglines as the major overburden-stripping tool. The Powder River Basin is defined as those mines within a 97 km (60 mile) radius of Gillette, WY. Mines to the north and south of this area - Decker, Spring Creek, Glenrock - have used draglines more extensively. The reasons for the conversions to draglines at each mine, and the specific timing of these changes, were different. However, the driving factor was economics. As coal production increases, strip ratios increase and coal sales prices decrease, mines must find ways to deal with rising costs and falling revenues. The primary method used has been conversion of overburden stripping to dragline operations. Stripping ratio equals the bank cubic yards of overburden removed for every ton of coal mined.

Jan 1, 1994

By Lewis Gordon, Alan Morrow, Aundra Nix

At the ASARCO Mission Mill, a multivariable, predictive controller was used to optimize parallel grinding circuits, improving throughput and product size. Using a dynamic model of the grinding circuit developed from on-line testing the software manipulates 4 variables to control 14 quality and constraint variables in each circuit. Traditionally, model-based control in grinding is difficult due to ore changes. This is addressed via a novel method to predict mill overload and automatic model switching.

Jan 1, 2000

By Carl Eschman

Productivity from large walking draglines is primarily dependent on operator skills. This machine may be in operation three shifts a day, 364 days a year, and its output is directly related to coal uncovered and mine profitability. Dragline operators must have highly developed manual skills and be knowledgeable in mine planning and working strategies. When using equipment costing more than $25 million, some formal training is usually required before an operator is allowed to assume complete con¬trol; however, dragline operators rarely receive any structured training before operating these giant excavators. A form of apprenticeship is usually followed where an operator candidate progresses from a groundsman to an oiler position. As an oiler, he is permitted to operate the dragline for short periods under supervision. After apprenticeship, the operator is considered sufficiently prepared to operate the largest, most powerful machine at the mine. The apprenticeship training method has obviously provided the surface mining industry with skilled dragline operators; however, conditions are arising that require a realistic and effective training tool that can be accessed by mining companies. New mines -either planned, under construction, or recently opened in the West-do not have access to a pool of experienced operators and oilers as do Midwest mines. As coal mining activities increase in both the West and Midwest, demand for trained dragline operators could be required in a short amount of time. Also, the more productive techniques along with sound basics of strip mining are sometimes lost in the informal "OJT" training method. Modern draglines are the pacemakers of the strip mine, and are simply too expensive to be used as a training device where lost productivity and susceptibility to damage can directly affect mine output. The Dragline Training System is a logical first step in formally educating or retraining operators. The program, started by the US Bureau of Mines and continued by McDonnell Douglas Electronics Co. under contract with the US Department of Energy, was installed and evaluated at DOE's Carbondale Mining Technology Center in Carterville, IL, last year. It is now being operated by Southern Illinois University at Carbondale. System Description The Dragline Training System addresses specific environments and work practices encountered during an actual mining operation at a midwestern US surface mine. This area was chosen because of its high number of strip mines using large walking draglines. Most draglines in the region are Bucyrus-Erie 1370, 1450, and 2570 models, so the dragline trainer was patterned after the company's 1370 machine. Operating and emergency controls are sufficiently standardized for most large walking draglines, and peculiar dynamics and responses from any specific dragline can be programmed into the computer system. The computer simply prompts the user to select the manufacturer and any peculiar response or rate changes needed. A 46-m3 (60-cu yd) bucket is simulated, but for closer simulation, various bucket configurations can be provided. Dragline Trainer The dragline trainer uses the TV-model simulation technique. A scaled model of the dragline is positioned in a model mine. A television camera is positioned at the operator's theoretical eyepoint, and the view captured is projected into a large screen in full scale. The screen is positioned in front of the operator seated in a full-size cab at Bucyrus-Erie controls. By manipulating the controls, the trainee can operate the model dragline and observe its reaction in the television display. In addition to housing dragline controls and consoles, the wooden, oversized cab contains the digital computer, terminal, video recorder and monitor, power switch box, air conditioner, and has enough room for the instructor and five student observers. The 50:1 scaled dragline model contains servo-controlled functions for hoist, drag, swing, delta swing, and longitudinal and lateral position. The delta swing provides bucket lag during swing and a realistic pendulum action when the swing is terminated. The over-responsive second order servo system is designed to provide hoist, drag, and swing rates exceeding present draglines. In all cases, position servos are used for better control and sta¬bility. The normal rate operation of an actual dragline is computed for the specific machine and presented to the servo amplifiers as iterative position commands increasing or decreasing

Jan 6, 1982

By A. G. Mayton

Bureau of Mines research has addressed improved operator protection for thin-seam shuttle cars. Because of working height restrictions in thin-seam mines (1.22 m or 48 in), MSHA regulations require that-canopy protection on shuttle cars be provided only in mines 1.07 m (42 in) and greater; however, variances are given to mines 1.22 m (48 in) and below. This paper reviews past Bureau efforts to develop protective structures for thin-seam shuttle car operators. The paper also discusses recent research leading to a novel method of protecting shuttle car operators, in mines as low as 1.02 m (40 in), through the use of a cross-car, end-mounted operator compartment.

Jan 1, 1989