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By Carl G. Bock

INTRODUCTION The Washington Metropolitan Area Transit Authority (WMATA) has let a contract for the excavation of three rock stations, spaced about 3550' (1082m) apart, beneath Connecticut Avenue in Washington, D.C. Two previous rock stations have been completed, one of which had a crown pilot tunnel excavated to explore geologic conditions that would be encountered during the station excavation. This pilot tunnel was primarily for inspection by bidders and design was based on core hole information. The other rock station had no pilot tunnel and was also designed on the basis of core hole information. The three rock station areas, which are the subject of this paper, have been explored by crown pilot tunnels and an as-built report, with geologic maps and sections, has been prepared, for use by the design engineer as the basis of design for support of the structures. The geotechnical report describes the geologic structure in detail and relates it to excavation and support of the three crown pilot tunnels and the running tunnels which will be enlarged to create the 58'W x 44'H x 700'(+)L (17.6m x 13.3m x 212m +) stations. The information was complete enough to permit the design engineer to visualize the geologic structure and compute loads for the various types of rock conditions. It was therefore possible to determine the size and spacing of the steel sets for the several different conditions of rock structure encountered in the pilot tunnels.

Jan 1, 1976

By R. H. Grau

NIOSH’s Pittsburgh Research Laboratory is currently involved in research to identify silica dust generation in underground metal/nonmetal mines. The ultimate goal of this research is to develop control technologies to reduce worker exposure to respirable silica dust. Commodities and job classifications with the highest silica dust exposure have been identified through analysis of the Mine Safety and Health Administration (MSHA) compliance dust sampling database. Dust surveys were conducted in an underground limestone and gold mine to investigate silica dust sources, generation levels, and controls being used. A summary of the mining operations, sampling procedures, resulting data, and suggested methods to improve the dust control will be provided.

Jan 1, 2002

By E. Sirolli

In recent times, with rare exceptions, most economically viable ore discoveries have been large, low-grade and located in remote parts of the world. Mining companies have often shown to be incapable of mitigating their social and economic impact on local communities. Sustainable development and relations can be achieved by implementing bottom-up methodologies to the top-down tools already in use by mining companies. In order to magnify the importance of enterprise facilitation as a primary method for community development, data from 25 years of community based work around the world was used. Results highlight the need for a grassroots approach to local economic and community development, which focuses on the creation of a parallel economy in communities. Using solely top-down methodologies for developing community relations is shown to be a limited resource for mining companies. There are fundamentally two dangers for mining companies: alienating the local population, resulting in militancy and lengthy legal battles to obtain a license to operate; and, being accountable for building social and economic infrastructure that are not the company?s responsibility.

Jan 1, 2012

By J. Perlacia, J. M. Eguiluz

"INTRODUCTION The Bulk Handling Technology has suffered an important development in the recent years, allowing the use of conveyor belts in the most important and critical applications. As a consequence of this, the reliability and lasting performance of the conveyor belt components is becoming more and more significant, thus the implementation of preventive maintenance programs is a must. The rollers are one of the consumables in the conveyor belts, which have to be changed once arrived to the end of life. The actual ways of detecting this moment always require intensive use of labour and they are not very accurate. Indeed, if the rollers get broken before replacement, the consequences could be very important, generating additional costs and operational losses. The R&D Department of ULMA Conveyor Components, has been working since early 2012 on the development of Monitored Rollers along with a Management Software to provide users the capacity to Manage and Monitor the rollers from its desk, getting continuous online information on the internal temperature of the bearings, on the working status of the rollers as well as the identification of the rollers close to their end of life so that they could be changed during the next maintenance stop of the conveyor belt. In short, a system of Preventive Maintenance for Conveyor Belt Rollers BACKGROUND AND CURRENT STATE The malfunction of a single roller in certain conveyor belts can suppose the standstill of the whole installation until its replacement, due to the risk of greater and more expensive failures like the rip of the belt. In the case of a bulk handling installation where a continuous supply of material is necessary, a bare stop of one hour could entail huge economical losses. What’s more, many conveyor belts are several kilometers length or the access to some parts of them is very complicated. Due to these difficulties the inspection and maintenance operations can become expensive and hard going, with staff going over the whole area checking the correct condition of the conveyor and rollers, which means a dangerous activity. In addition, it’s quite common to find rollers working in very harsh conditions, completely exposed to the elements or working in corrosive closed environments like underground mines. These tough working conditions together with the very demanding features of Bulk Handling sector (high loads, speed, dangerous materials etc.) can bring the unexpected failure of a roller, even being designed to support them. Thus, to have the working conditions of the rollers real time is clearly required, in order to achieve an actual predictive maintenance of the system and avoid fatal failures. Nowadays the most common procedures to identify a broken roller is to hear how it sounds or use thermo-graphic cameras to measure their internal temperature, both of them implying workers inspecting the whole length of the conveyor while the conveyor is running. This means intense use of workmanship and operational safety level reduction."

Jan 1, 2018

By K. A. Lewandowski

Agglomeration techniques are widely used by industry to form fine particles into larger masses that are easier to handle and process. One area where agglomeration is potentially useful is in heap leaching operations. With-out agglomeration, fine particles travel through the heap, clogging the spaces between the larger particles and resulting in poor leach solution flow. Poor flow of leach solution will result in long leach rates and/or decreased metal recovery. Agglomeration immobilizes the fine particles and therefore improves heap permeability to fluid flow. Additional additives (binders) are needed to prevent agglomerates from breaking up as leaching solution percolates through the heap. Type II Portland cement and lime are two well-known binders used in gold and silver leaching, but these are limited to alkaline leaching environments. Various other products have been tested as binders, including polymers. This paper summarizes the benefits of agglomeration in heap leaching and the results obtained from the testing of several different agglomeration binders in heap leaching operations.

Jan 1, 2009

By Paul D. Tomlingson

Part two of this two-part series covers the use of an integrated information system with administrative information, including error and absentee reports as well as open work files. Part one (ME, July, page 650) discussed conceptualizing and developing a maintenance information system. It explained what information is needed to manage such a system.

Jan 8, 1985

By J. A. MacLellan

It is the hope of the author that this paper, largely a compilation of observations and opinions built up over 20 years of experience in cold and remote areas may be of some help to others in designing better plants for the future in the north. The north is not as difficult to operate in as the better story tellers make it appear to be. ()n the other hand for 6 months of the year the cold is always there, and it seems to be waiting for someone to make a mistake. The simplest things can shut a multi-million dollar plant down at -4n' F with a 4n M.P.H, wind. It only takes one man door improperly latched to freeze up all the pumps on the bottom floor. Someone can poke a one inch hole in an outside wall in July and six months later while you are having Christmas dinner, a watchman will call up to report that the whole plant is flooded because the main water line just froze up and burst. Basic things to remember in plant design for cold and remote areas are: everything in these areas is more expensive due to long and difficult supply lines. Fuel is expensive and would be a major cost item even if it were not expensive, due to the extended periods of low temperatures. Building volumes should therefore he kept to an acceptable minimum. Service areas on the other hand must he adequate, because maintenance generally has to be conducted inside in a heated area. Supply vehicles for instance have to get completely inside the building to unload. If you try to unload a supply vehicle with the door open at -50° F, you won't be able to find the vehicle for fog and if you take more than 5 minutes half the water lines in the plant will freeze up. People in a remote area are expensive. The capital investment per employee may be as high as $30,000; with fringe benefits per annum costs of an employee will he as high as 812,000 per year regardless of basic wage rate. It

Jan 1, 1971

By Lisa Morrison

The 11th Annual Mineral Economics and Management Society (MEMS) conference was held April10-12, 2002, in Montreal, Quebec. It consisted of a series of technical sessions. Each paper addressed the economic issues that are related to the changes that many people believe are now required in the mining industry. Some of the papers were directed at how the mining industry will handle the changes that will be required in its philosophy and operations management. Of equal importance was whether the industry possesses the toolkit necessary to effect these changes and emerge stronger from its challenges.

Jan 1, 2002

By John Sasadi

Several years ago I wrote a comprehensive paper 'entitled, "Future Trend of Bulk Carriers" dealing with the principle dimensions of vessels and how they can be predicted; then with loading and unloading of large carriers, especially considering various designs of "Self Unloaders". Since writing the paper, many large bulk carriers were basically built along the, predictions made. Maximum size today is in the 150,000 DWT class, with few exceptions, which are combination carriers (ore-oil) or OBO's (oil-bulk-ore) in the 200-250,000 DWT class in the same paper, many references were made cautioning engineers not to design ports which could be "obsolete tomorrow", however, these were not always followed. Nevertheless, during the past few years many modern ports were built signaling the beginning of a new area of "Super Ports". Super Ports can be built for various reasons, most important to provide transfer stations where bulk material is received from large carriers then transferred to smaller vessels or barges for distribution. Obviously, opposite movement of bulk commodities can justify the building of "Super Ports", however, these are not as difficult to build for many reasons. The Material Handling Industry has developed efficient means of unloading smaller vessels or barges with continuous-type unloaders and has mastered the art of storing, reclaiming, and moving large quantities of bulk material to high-capacity shiploaders. Nevertheless, the industry has failed to design and market efficient ship unloaders which in any way could match the presently attainable shiploading rates. For these reasons, it is considerably more difficult to build "Super Ports" for incoming rather than outgoing bulk materials with large bulk carriers. The purpose of this paper is to elaborate on problems affecting high-capacity, continuous ship unloaders, especially involving large bulk carriers. For better understanding, some references will be made to the smaller, continuous barge or ship unloaders, but only as the principles affect the larger units. Additional references will also be made to exploit the present "State-of-Art" of the grab

Jan 1, 1972

By J. Rostami, J. Brune, S. Slouka

Respirable dust poses long-term health issues to personnel working in mining and civil projects where mechanized mining and tunneling machines are used for hard rock excavation. Machines, such as longwall shearers, roadheaders, or continuous miners, use consumable picks to cut rock. However, rock dust is generated in the work environment each time the pick tip contacts the rock surface. Additionally, the generated dust can be reintroduced into the air further down in production, such as at transfer points. The purpose of this study is to characterize respirable dust particles generated at the pick tip at two stages of pick wear: new and moderately worn. Understanding dust characteristics in terms of concentration, size distribution, and particle shape throughout the life-cycle of the pick will provide a basis to mine and tunnel operators for changing out picks to mitigate dust generation at the source. This paper discusses the dust characteristics generated from preliminary full-scale cutting tests in a laboratory of an igneous rock block cut with conical picks at new and moderately worn levels of wear. The moderately worn pick generated a size distribution that favored smaller particle sizes compared to the new pick. The moderately worn pick also generated more overall dust, as the concentration level in mg/m3 was over double the amount of the new pick. Lastly, both picks generated particles that had similar aspect ratios and roundness measures.

May 18, 2022

By Harry D. Lewis

Gilsonite is a lustrous black material that can be easily crushed into a chocolate-colored powder. It is a solid but relatively soft, lightweight hydrocarbon that visually resembles the volcanic glass obsidian. It was once thought to be a type of coal, but because it is thermoplastic it melts rather than bums. Gilsonite is found in commercial quantities only in the Uinta Basin of eastern Utah and western Colorado, where it forms vertical, nearly parallel veins of varying depth, width, and length. Gilsonite from different veins has different properties, most notably variations in softening point and solubility. These differences result in its use in a variety of industrial applications. Gilsonite's earliest commercial uses were in varnishes, buggy paints, and beer vat linings. Eventually it came to be used in more than 160 products ranging from inks to explosives. It is exported from the United States to most industrialized countries throughout the world. Today, due to competition from synthetics and other hydrocarbon products, its use has narrowed to several specific industries. Although sold mostly as a commodity, current research is focused on applications for gilsonite as a value added product. Historical Overview The discovery of gold in California and the dawn of the mining era in Nevada, Colorado, and Utah around 1850 brought a wave of prospectors to the western United States. One of those pioneers, Samuel H. Gilson, is generally credited with a major role in the discovery of gilsonite. The material now known as gilsonite was discovered several times from the late 1860s through the mid-1880s. It was William P. Blake who, after receiving samples of the material, wrote a paper in 1885 describing "a new variety of asphaltum from the Uinta Mountains." He termed the material uintaite. Although Sam Gilson was not the first to discover the mineral, he was an-inventor who used gilsonite in products that he patented. It was his conviction that the substance was of great value, which caused some to refer to it as gilsonite. The term Gilsonite became the registered trademark of the American Gilsonite Co., and it continues to be in use today. When the first company was formed to mine this substance in 1886 it was named the Gilsonite Manufacturing Co. This firm acquired many gilsonite mining claims and marketed a varnish made from the material. It was the unusual properties of gilsonite varnish that attracted the attention of Adolphus Busch of the Anheuser-Busch Brewing Co. In 1889 Anheuser-Busch bought out Gilson's interests and formed the Gilson Asphaltum Co. Busch had been importing asphalt from Sicily for use in lining beer barrels and saw gilsonite as being more readily available and cheaper. Although gilsonite did not work well in this application, Busch did acquire a large number of mining claims in the Uinta Basin. In 1903 the parent firm of Gilson Asphaltum financed the building of an 85-km railroad from near Grand Junction, CO, to Dragon, UT, to haul gilsonite ore to market. Underground mining was initially centered near Dragon and then later at Bonanza, UT, as different veins were mined. The railway was abandoned in 1937 in favor of truck transportation. In 1938 Gilson Asphaltum changed its name to Barber Asphalt Co., the predecessor of Barber Oil Corp. In 1946 Barber Oil teamed with Standard Oil of California to form a partnership, American Gilsonite Co., which today has its operational headquarters at Bonanza, UT. Barber Oil investigated many new uses for gilsonite, including the making of petroleum derivatives such as gasoline. This work led to the construction of a 116-km pipeline to carry slurried gilsonite to a refinery in Colorado for the production of gasoline, fuel oil, and coke. Pipeline operations began in 1957 but stopped when the economics of competing with petroleum became unfavorable, and the refinery was sold in 1973. In 1981 Standard Oil (later Chevron) became the sole owner of American Gilsonite and remained so until 1991, when it sold its interest to Stratford Enterprises Co. of Tulsa, OK. The companies have since been merged and now operate under the name American Gilsonite Co. with headquarters in Salt Lake City, UT. American Gilsonite continues to be the world's largest miner and supplier of the mineral. The American Asphalt Association was formed in 1902 by former stockholders in Gilson Asphaltum. This company mined various gilsonite claims until it was dissolved in 1953 and its properties were sold to American Gilsonite and Gordon S. Ziegler and Associates. The Utah Gilsonite Co. was established in 1920 and mined several claims until 1952, when its holdings were sold to Gordon Ziegler. Several other gilsonite mining ventures have been pursued in Utah, although they were significantly smaller in scale than those described above. There are currently three companies which mine gilsonite resin in Utah. They are American Gilsonite Co., Ziegler Chemical & Mineral Corp., and Lexco.

Jan 1, 1994

By Myles E. Robinson

Significant changes in the markets for coal have taken place since World War II, As used in this study the term ?coal? will refer to bituminous coal, The anthracite industry in size, characteristics, and problems differs materially from the bituminous coal industry, These changes have both influenced and been influenced by the mechanization of mines, and by decreased distribution costs, especially in transportation. It is the purpose of this paper to examine these post-war changes, to assess their impact upon the production and distribution of coal, and to explore future market developments in the light of past and present trends and relationships. The layman lacks adequate informatian on the production, demand, and distribution of coal. There are two reasons for this. First, there is a relative lack of statistics coveting the industry, Coal operators and distributors are not required to file with any government agency the type of much more complete statistics filed by the railroads and public utilities with national and State agencies. The Bureau of Mines assembles much useful information on the coal industry, but several areas, including that of investment and finance, have no central depository which can be used to keep the public informed of the nature and extent of the industry and its problems.

Jan 1, 1964

By Peter Zhang, I. BERK TULU, Morgan M. Sears, Mark Van Dyke, Heather Dougherty, Ted Klemetti, Gabriel S. Esterhuizen

Ground falls in longwall gateroad entries remain a concern in modern longwall operations. The gateroads are subject to changing horizontal and vertical ground stress induced by longwall extraction. These stress changes can result in failure of the strata around an entry leading to large deformations of the entry roof, floor, and ribs. The gateroad support systems are required to control the failed strata while maintaining safe access to the longwall face and unimpeded ventilation. This paper presents research that was conducted to better understand the stability issues in gateroad excavations and to develop procedures for evaluating support and layout alternatives for longwall gateroads. Using the results of a field-monitoring program and numerical model analysis of case histories, a conceptual model of gateroad support needs was developed. The conceptual model formed the basis for developing a set of equations that can be used to estimate likely roof sag and support loading for given roof geology and longwall-induced loading conditions. The developed equations were used to compare predicted gateroad stability to field study results, showing satisfactory agreement. The calculation procedures are used to demonstrate their application in assessing support alternatives at a case study mine. It is concluded that the developed analysis procedures provide realistic assessments of likely ground stability and can be used to evaluate alternative gateroad support systems at operating longwall mines.

May 13, 2021

By G. Le Bel

The paper proposes three methods to determine optimum lifetime of a mining project1. The conclusion is that the three methods arrive at the same optimum production rate (by coincidence). It is also stated that: "The stochastic and option pricing models, in addition to providing a more realistic optimum mine life than the traditional NPV (net present value) calculation, showed that the example project has the potential for substantially higher return. By explicitly considering a project's potential risks, the stochastic or option pricing techniques can more accurately describe its probable investment performance." This discussion is intended to demonstrate that: • It is no coincidence that the three methods arrive at the same optimum production rate. • The stochastic and option pricing models do not provide a more realistic optimum mine life than the traditional NPV calculation. • The potential for a substantially higher return is misrepresented. First, a review of investment decision theory in mining is needed. Net present value is the preferred performance measure because of the flexibility offered when comparing various alternatives. However, it presents the following disadvantages: • The discount rate selection is not straightforward. • The NPV obtained represents a deterministic characterization of the variables included in the cash flow calculations, i.e. a single-point estimate.

Jan 1, 1993

By Remo Grandori, Manfred Jaeger, Fabrizio Antonini, Luis Vigl

The EVINOS-MORNOS tunnel project with its 30 km of length is one of the longest hydraulic tunnel in the world realised with TBM method. The adverse geological conditions, the high cover and the short construction schedule were a great challenge for the successful construction of this tunnel. The paper will describe: the criteria adopted for the tunnel design, the selection of the construction methods and equipment, the productions of the 4 TBMs adopted and the comparison of the behaviour of the different type of TBMs in the various rock conditions, including special conditions, the characteristics of the adopted in situ and precast linings, a comparison between the foreseen and actual construction schedules, the contractual implications of realising a tunnel in such a severe and complex conditions.

Jan 1, 1995

By K. A. Lewandowski

Binders have been suggested as an aid for agglomeration to improve copper recovery in heap leaching operations. However, it has not been established if the use of binders would negatively affect the solvent extraction process, which is used to purify the pregnant leach solution from the heaps and remove any contaminants. Such negative effects would lead to an increase in processing costs or a decreased in copper production. The controlled studies reported here have shown that some binders (a polyacrylamide and a waste treatment additive) did not interfere with the solvent extraction process. Other binders (a polyvinyl acetate emulsion and tall oil pitch) negatively impacted copper solvent extraction and, therefore, should not be used in copper heap leaching plants.

Jan 1, 2009

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 Debasis Deb

The first version of the longwall strata control and maintenance system (LSCMS) has been successfully developed by the Strata Control Re¬search Team at the University of Alabama. The system includes a software package designed to monitor shield leg pressure, interpret the data and predict the forthcoming roof loads and the existence of geological anomalies. It can also detect maintenance problems of the face equipment. The LSCMS was installed underground and connected to the surface terminals at Drummond's Shoal Creek Mine in Alabama. The system has proven to be a useful and practical system for improving safety and efficiency in coal-mining operation. The Shoal Creek Mine is a new, large coal mine operated by Drummond with two longwall panels. The Blue Creek seam is the primary source of coal production. It is located at a depth of 275 to 440 m (900 to 1,450 ft) below the surface with an approximate 2% southwest dip. Typical strata conditions are represented by two stratigraphic columns (Figs. la and b). A fireclay/dark shale parting (called Middleman) 0.2- 0.7-m- (1- to 2.5-ft-) thick exists between the Mary Lee and Blue Creek seams. Mining conditions vary from area to area. This mainly depends on the Blue Creek seam thickness that ranges from 0.9 to 2.9 m (3 to 9.5 ft). The thickness of the Mary Lee and the parting is relatively consistent with a to¬tal of 0.9 m (3 ft). They are mined when the Blue Creek seam becomes thinner. In most of the panels, the immediate roof is composed of sandy shale 1.5-

Jan 1, 1997

By R. Raby

During the 1980 decade, the rapid price increase for flake graphite has generated a high degree of interest for the discovery and the development of alternate occidental sources of supply in response to fluctuations in quality and availability from current producers. Alike many industrial minerals, graphite draws its complexity not only from its mineralogy and unique properties but also from the very large spectrum of industrial applications each calling for specific quality criterion. As new high technology uses are being developed, more rigid specifications will apply. Discovered during the latter part of 1988 by Mazarin inc., some 30 Km South of Fermont near the Quebec-Labrador border, the Lac Knife deposit was quickly identified as one of the world major long term alternate source of stable supply for this mineral. This paper also reviews the status of the project development as of late 1991, while updating previous papers published by Industrial Minerals1990 and Mining Magazine 1990.

Jan 1, 1992

As we are all well aware, the demand for coal is increasing very rapidly. This makes the coal industry one of great opportunity for both the miner and the-supplier. Up until the middle 1960's, the price of coal had been one of the most stable of all commodities for the proceeding fifty years. In somewhat oversimplified terms this was because the inflationary tendencies had been offset by improved mine techniques and more efficient, more productive, and more reliable equipment; but, in the last seven years the price of coal has doubled. It is not the intent of this paper to discuss the many reasons for this price increase, but to show how the cost of hauling coal can be sharply decreased with a new truck concept. Not long ago a mining executive stated that all haulage trucks now available are basically the same. They look the same; they cost about the same; they have the same engine, power train, and tires; and, they have about the same operating cost. Truck size has increased which has reduced the number of drivers, but the purchase price and maintenance and repair costs have increased proportionally. Pits must be widened and loading shovels enlarged, out, all this has not reduced the cost of moving coal. Another executive said that he saw no advantage in buying new trucks because his people now know how to maintain and operate the ones they presently have. They have all the right spare parts along with a good maintenance program. Most replaceable parts of the trucks now in operation have been replaced and improved at least once and the trucks are now running better than when they were new. Besides, the trucks are no pretty well written off.

Jan 1, 1972