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By Paul D. Tomlingson

Part one of this two-part series covers conceptualizing and developing a maintenance information system. It explains what information is necessary to manage such a system. Next month, part two will discuss using this type of system with administrative information, including error and absentee reports as well as open work files. Introduction There is no doubt that quality, timely, and accurate information can make a solid contribution to maintenance cost reduction objectives. Yet, despite obvious benefits, methods being used to acquire information systems are proving costly, frustrating, and often unsuccessful. Those needing the information are disappointed. Mine managers, hoping to reduce costs with quality information, are instead seeing no system, no savings, and massive spending on information endeavors of questionable benefit. Options Any software vendor will happily sell you his program. Numerous mining organizations, having "gone to the cleaners" themselves, will gladly make their programs available to help cover huge trial and error development costs. Any package can only be a generalization. Any program bought from some other organization must undergo numerous modifications to make it work properly. In the process the initial cost is doubled. Many mining maintenance organizations do not know how to go about the task of conceptualizing, developing, installing, and effectively using a maintenance management information system. Consequently, many have hedged their primary responsibility of specifying what information they want, how they will get it, and how they will use it effectively. Into this void have jumped many who claim they can help. But some may not understand the special information needs of maintenance in the mining industry. By default, the whole scene of maintenance information systems has become confused and in need of clarification. A Starting Point Four broad phases are used to organize the steps by which maintenance acquires an effective maintenance management information system and initiates its use. Conceptualization is an identification of needs, factors that influence development, and an assessment of support for the system. Development is a plan of action for bringing the conceptualized information system to life. Consideration is given to the practical aspects of collecting field data, processing it, and converting it into useful information. Implementation consists of those actions by which the newly developed system is integrated into the organization and put in the hands of its personnel so that its value can be derived. Use addresses the means by which personnel use the information to accomplish maintenance improvement objectives. These phases are preceded by establishing the need for the information system. They are followed by a requirement to measure its success (Fig. 1). Conceptualizing the Information System Responsibilities - The information system user must acquire the system best suited for its use. A step-by-step process is essential to avoid many serious problems than can easily occur. The most important step is to clearly identify its objectives and lay out a course of action to achieve those objectives. The major reason for the failure to achieve information objectives is not carrying out this responsibility. Maintenance cannot delegate the task to data processing. It can obtain technical assistance but it must retain responsibility. Nor can maintenance purchase

Jan 7, 1985

By D. W. Gentry

Introduction Until recently, there were many jobs for mineral engineering graduates. Traditionally, minerals-related career paths available to university graduates stem from rather standard offerings in the disciplines of mining, metallurgy, petroleum, geology, geophysical engineering, and mineral economics. Within each discipline, there exists many career opportunities. In fact, until fairly recently, the most difficult decision for most graduates was choosing among all the available alternatives. Unfortunately, this relative state of euphoria changed quickly and dramatically within the minerals sector. Within two or three years, graduates from minerals-related engineering disciplines found it exceedingly difficult - and then almost impossible - to secure employment in the minerals sector upon graduation. At the same time, there were dramatic reductions in production requirements and, ultimately, mine closings. This resulted in massive layoffs and often termination of professional personnel possessing significant and valuable industrial experience. Obviously, this worsened an already bad employment picture for those hoping to begin a career in minerals. Certainly, there is no universal agreement on what the future offers for the US minerals industry or the career opportunities associated with it. However, there are a number of considerations that deserve study by students, faculty, administrators, and industrial personnel before minerals-related career paths are chosen. Where Will the Jobs Be and How Many? Everyone is aware that the minerals industry is very cyclic. It is not surprising then that job opportunities for new graduates also fluctuate. Typically, there is a two-to-four year lag between industry's engineering manpower needs and the academic community's ability to produce this talent. Due to the response lag, there will necessarily be years when supply and demand do not match. Employment Projections It is extremely difficult to anticipate what the key career paths might be within the next few years. Considerable speculation remains with respect to whether activity in the US minerals sector over the short-, intermediate-, and long-term will improve, remain status quo, or further deteriorate. However, some information pertaining to the prospects for career opportunities in mining engineering was offered by Tingley and Ghose (ME, Sept. 1983, p. 1274) from a study performed by Fenvessy and Schwab. Results from this industry-sponsored survey suggest that the US will experience 700 more mining engineers than needed in 1985, 1300 in 1990, and 1800 in the year 2000. These conclusions were based on the assumptions that future graduate levels remain flat and demand increases 3.6% annually. Educators quickly argued that depressed job markets, coupled with university student mobility, would negate the assumption of flat mining graduate levels in the immediate future. Student Mobility Student mobility from one engineering discipline to another is high. This is perhaps best demonstrated by the tremendous growth in programs such as computer engineering and computer science at the expense of enrollments in the more traditional engineering programs. The ability and willingness of students to quickly change engineering disciplines in response to existing and perceived job market demands have created significant student, faculty, and resource dislocations within universities nationwide. This has resulted in problems for university faculty and administrators responsible for effective use of

Jan 2, 1985

By Clement K. Chase, Manuel R. Lastra

Introduction The choice of using a dump or heap leaching process or a fine grinding-agitation leaching process is based on the grade and tonnage of the ore body. Low grade ore and small tonnages are best treated by a low-cost method, such as dump or heap leaching. Permeability, however, is the critical factor in a successful leaching operation, regardless of tonnage or grade. Without permeability in the leach bed, no percolation, no dissolution, no extraction, and no success are possible. Solution delivery to the ore is also essential. Solute-to-mineral contact is a requisite. The solute must be effectively strong and not be depleted in active dissolvers, such as acid, ferric iron, cyanide, and oxygen. It must also be moving across the mineral to be dissolved. No pockets of stagnant solution can be allowed. A third factor is recovery of the now-dissolved metal in the pregnant liquor. All such liquor should be gathered at a reasonable metal concentration to make further pumping and processing worthwhile. Control and recovery of pregnant solutions are probably the most ignored factors of solution mining. This stage in recovery is historically where many operations either fail or become viable. Permeability A permeable heap is normally achieved by taking into account heap building/construction and agglomeration/pelletizing. Even though heap building is critical for good permeability, it will not be discussed here. It has been described in detail by others. Instead, this analysis will concentrate on agglomeration and pelletizing. Differences between agglomeration and pelletizing are emphasized. Agglomeration is referred to when small particles are being attached to larger particles -the ore presents a complete size distribution. On the other hand, pelletizing is a process where all particles are fine (less than 850)µm or 20 mesh), as with mill tailings. The difference is important from two points of view: • Mechanical devices used to achieve the desired attaching action; and • Binder dosages. Mechanical Devices Due to the absence of large particles that fines can become attached to, pelletizing should be done in a centrifugal-action-based device, such as an inclined rotating plate, a rotary drum, or a series of belt-transfer points. In agglomeration, large particles play a part as a natural nucleus for the attaching action of fines. Hence, a tumbling action as strong as for pelletizing is not required. Common methods to accomplish agglomeration include: • Cascade belt system with either all belts moving forward or some of them moving forward and at least one moving backward; • Combination of belt plus inclined vibrating chute; • Large concrete mixer drum; and • Belt discharging directly onto stockpiled ore. The proper agglomeration system will depend basically on the size distribution of the ore and the amount and type of clays present. In all of the agglomerating systems described, the tumbling action takes place at the transfer points either from belt to belt, or from belt to inclined chute ore belt to ore pile. Usually, two or three mixing bars at each transfer point are also included to help the mixing action. Plows to move the ore around on a moving belt are also used.

Jan 11, 1984

By Stephen Semeniuk

Discussion by Stephen Semeniuk Discussion As a valuator and SME member, I view Ross D. Lawrence's position as based on unproven and faulty assumptions made with regard to the pragmatic evidence presented in his paper. Moreover, his call for the inclusion of all mineral resources in discounted cash flow valuations is redundant, if not irrelevant, as there are procedures that already take all classes of mineralization into consideration for valuation purposes. In my experience as a valuator, I find that Canadian securities regulators are more than accommodating in allowing any valuations of mineral properties to be based on cash flow calculations. In other business areas, the same regulators usually reject discounted cash flow valuations of projects or businesses with no operating history. Instead, the regulators prefer valuations to be based on other transactions tested in the marketplace. Valuations based on actual market transactions are less subjective than discounted cash flow calculations and/or the capitalization of arbitrary, untested or undemonstrated earnings projections. In the mining and minerals sector, such projections may be made by persons not qualified to make such projections. In support of this statement, I direct readers to the article "Valuation of mineral properties which do not contain exploitable reserves" by Lionel C. Kilburn, which appeared in the August 1990 issue of the CIM Bulletin. To quote from the article: "Value of a mineral property depends basically upon metal prices, recoverable grades, mining and metallurgical practices, commodity supply and demand, and political-economic conditions, all of which vary with time. Five fields of expertise influence the value of a mineral property: •geological engineering, •commodity markets, •financial markets, •stock markets and •mineral property markets. The skills of geologists and engineers properly apply to the first field of expertise. Knowledge and consideration of the other four fields is important, but such advice is more properly sought from marketing experts, economists and stockbrokers." Securities regulators have created no hardship for valuators by excluding unsubstantiated resources in discounted cash flow valuations. In the field of engineering, best design practices apply. A margin of safety is built into the design criteria for any new equipment or structure that will exceed normally expected load levels and stresses, even though such considerations imply higher front end costs. In accounting, the comparable operating principle is conservatism. It explains why, for balancesheet presentation purposes, inventory is stated at cost or market, whichever is the lowest value. Similarly, when the engineering or geoscience-based valuator plays in the field of finance, the rules of accounting and applied economics apply. Regulators in their skepticism of income-based valuations are in tune with similar views already expressed in mining literature. To quote H. Van Tingley, in Mining Magazine, July 1996: "... the DCF method has inherent dangers when applied to undeveloped resources. Firstly, it presents an often-undeserved aura of accuracy. A DCF value is no more accurate than the least accurate of the assumptions incorporated into the calculation - and assumptions

Jan 1, 2003

By Peter J. Szabo

Introduction There has been much said recently about the sophistication of Japanese management in turning out reliable, inexpensive products, such as cars and steel. Techniques include consensus management and quality control circles. These have been touted as prime reasons for inexpensive Japanese products. An often neglected, but major factor in the equation of cheap export goods is the role played by Japanese trading companies. These venerable institutions are a vital factor in Japan's overall strategy of keeping the price of raw materials at the absolute lowest levels. This is critical to the country's economy since the nation must import more than 85% of all its coal. A country that is so desperate for imported raw materials would appear, at first glance, to be at the mercy of its suppliers. In Japan's case, however, the opposite is true. With the exception of brief' windows in 1974-75 and 1980-81, Japan has been in the driver's seat in negotiating contract terms. Due to its dominant role in world coal trade, Japan's situation can be described as a de facto monopsony. By definition, a monopsony is a market situation where the product, in this case coal, is offered by many sellers, but is sought by one buyer. This has been due to the role of Japanese trading companies in dealing with suppliers. Table I depicts trading companies by size in 1982. Mitsubishi and Mitsui are overshadowing in terms of size. The others, though less significant, play a vital role in orchestrating the marketplace. Three critical building blocks on which the strategy of the trading companies are based include intelligence networks, exceptional training of company traders, and shrewd contract negotiation practices. Intelligence Networks All success is derived from these three key components. Of the three blocks, intelligence gathering is the most important. With all the sophistication of the Central Intelligence Agency, the Federal Bureau of Investigation, Interpol, and the Surete', the Japanese trading company's method is every bit as competent and far more gentlemanly. Friendly competition is the key to survival. Although one Japanese trading company appears to be in ardent competition with its rival Japanese trading companies, when studied closely, a totally different picture emerges. The end user nominates certain trading companies as market channels and informally guarantees they will receive compensation regardless of which company wins a specific order. With this concept in mind, the pressure is off. The trading company can aim at getting the best price for the end user. Therefore, bargain, beat, and share information. Do whatever is necessary, but get the lowest price for the end user. Even with the game so gentlemanly, no victory could be assured without an adequate intelligence network. Proper intelligence is only as good as the sources drawn from. But how is one assured of getting the right information? The answer is verification. Verification is comprised of numerous independent sources each cross checked at a central processing unit in Tokyo. Each major Japanese trading company receives input, not only from its own trader, but from other trading companies as well. In addition to their own compilation, trading companies rely on the The Coal Manual, published annually in Tokyo by TEX. This manual covers every major coal producing country. Mines are located and seams identified, mining recovery, equipment lists, washing yield, railway distances

Jan 1, 1985

By J. Burrows

The Chamber of Mines of South Africa is an association of major mining corporations, gold mines, coal mines, diamond mines and other metalliferous mines. It looks after those interests of its members which can best be handled on a co-operative basis. The Chamber's activities include the engagement of labour; the negotiations of all labour matters, including minimum wage rates, with recognised trade unions and associations; the carrying out of advanced technological research; representing the industry in dealings with the government and the administration of miners' training colleges and rescue training stations. Subsidiary companies of the Chamber handle matters such as the refining of gold and other metals; the processing and marketing of uranium and the marketing of Krugerrands. The thirty-two gold mines members of the Chamber of Mines of South Africa produce approximately 694 tons of gold per annum. To achieve this they employ 430000 persons and break about 8400 kilotons of rock per month. The working revenue is approximately 4 225 million US dollars per annum and the annual working profit is approximately 2 050 million US dollars. The electric power consumed by the gold mining industry is 1650 MW, about 20% of the total power produced in South Africa, and the annual costs of this power is approximately 200 million US dollars per annum. It is estimated that about 25% of this power is used for ventilation and refrigeration appliances. Thus the annual power costs for ventilation and refrigeration is approximately 50 million US dollars. The gold bearing reef is a narrow tabular deposit situated at varying depths throughout the gold fields. The weighted mean rock breaking depths and, virgin rock temperatures range from 1 700 - 9 000 ft (520 - 2 740 m) and 68 - 113°F (20 - 45°C) respectively. The maximum virgin rock temperature at which mining currently takes place is 130°F (54.5 C). Obviously at such depths and temperatures and with such a large labour force the provision of an acceptable environment is critical and to achieve this 59 000 000 cfm (28 000 m3/s) of air is downcasted during the main shift and 122500 tons (430 MW) of refrigeration are provided. Legislation in South Africa requires that on metalliferous mines when more than 1000 persons are employed underground during any one shift the manager shall appoint one or more ventilation officers. The legal responsibilities of the ventilation officers are concerned mainly with the measurement and control of dust. In practice, this is not the main part of their work and ventilation personnel perform many other duties such as measuring and controlling the distribution of air, checking the performance of fans and cooling plants, planning air and refrigeration requirements and, more recently, measuring and controlling noise and illumination levels. Ventilation personnel are specialists who provide management with advice on all matters relating to the mine environment. At the present time there are 506 persons engaged as ventilation personnel in gold mines and a further 1744 persons are employed in gold mine ventilation departments in a non-technical capacity, for example as construction workers, filter cleaners, fire patrollers, etc.

Jan 1, 1980

By G. Le Bel

Discussion by G. Le Bel The paper proposes three methods to determine optimum lifetime of a mining project 1. 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. Discount rate selection The opportunity cost of capital represents the rate of return that would be obtained if the capital was instead invested in other opportunities considered to exist. Such opportunities must be bypassed if the available capital is invested in the project studied 2. If these other opportunities carry risk similar to the project under analysis (for example, if they are other mining projects), there is no need to add incremental [ ] risk factors. On the other hand, if these opportunities are represented by the acquisition of government bonds yielding 7%, a risk premium factor must be included. The types of risks associated with a mining venture are shown in Table 1. Together they represent the "business risk" of being a mining company. The individual project risk is important to investors if it differs substantially from the business risk of the company and that of the other investments in mining ventures that we must pass up to invest in this particular project. A risk premium or discount would then be required. This can be illustrated by the following example. Consider that a company has two investment alternatives: one is the Cavender hypothetical project located in Nevada, and the other is the same project located in a civil war zone of central Europe. The second project requires a risk premium factor on the discount rate. Conversely, a project showing highly uncertain returns that are negatively correlated with the returns of the firm's other assets may decrease the company's corporate risk. Deterministic character of NPV calculation The cash flows used in NPV calculations are obtained from a set of variables. These variables are estimated using one parameter obtained from the engineering studies. Each parameter is thus a single value that is often termed a "realistic" or "best estimate" as opposed to "optimistic" or "pessimistic." However, considering that each variable can assume a range of values between the

Jan 1, 1994

By Rick A. Croote

The objective of the Cerrejon Coal Project is to mine and export a minimum of 15 million metric tons per year of bituminous coal from the Guajira Pennisula in Colombia, South America. Major components of the project will include an open pit mine, 150 km railroad, marine terminal for storage and shipping, and accommodations for the support personnel. This paper primarily reviews the coal handling facilities at the mine and port which will include crushers, conveyors, silos, stacker/reclaimers, and a shiploader. Of special interest is the design concept for unloading bottom-dump railcars, a programmable controller control system with automatic stacking and reclaiming, a linear-type shiploader, and 2.4m wide conveyors running at 5 m/sec.

Jan 1, 1983

By Peter Keppler, Charles Jackson

WHY DO AN AUDIT? There is increased enforcement of environmental laws and regulations at State and Federal levels with attendant steep fines and even the possibility of jail sentences. We are all aware of environmental and public health and safety incidences (i.e., Love Canal, Bhopal) which have led to stringent laws and regulations (i.e., CERCLA, RCRA, SARA). In some cases, the courts have specified that a company institute an audit program as a condition of settlement of claims which related to lack of environmental control. The U.S.EPA issued an Environmental Auditing Policy Statement in the November 8, 1985 Federal Register (pp. 46504-46508) which encourages the use of environmental auditing by regulated entities. Elements of what EPA considers to be an effective environmental auditing program are outlined and briefly explained. These factors combine to indicate why there is a growing number of companies which have instituted an audit program. Briefly, the program can and should be used to monitor compliance with environmental regulations and corporate policy, to prevent violations, to improve policies and procedures, to raise the level of environmental awareness, to encourage communication among operations and all management levels about environmental problems, and to measure risks and control costs. AMAX Inc. has had an environmental audit program since the early 1970's. The AMAX Environmental Affairs Department, working with the Law Department, oversees and coordinates environmental audits and analyzes the findings which an audit reveals. Facilities are audited on a regular schedule; those having the greatest potential for environmental liabilities are audited at least annually; other facilities are audited less frequently. The question of who performs the AMAX audits was settled in favor of the audit team being independent of personnel from the facility being surveyed. Other methods of auditing could be the following: - Independent contractor (Appendix A) - Combination of independent contractor and in-house staff - Self-audit by site personnel The merits and demerits of who should conduct the audit can be analyzed to suit your particular needs. Next you need to decide on the procedure for the audit and the form for reporting and follow up. Environmental publications referenced in Appendix B can be helpful to you at this point. After deciding on the form of auditing, a schedule is prepared and followed to the closest extent possible. This schedule should be published and distributed to the sites so facilities know when they are being audited. This is not designed to be "a game of hide and seek." Various elements of the AMAX Audit Program are as follows: Team selection Pre-visit preparation Site visit Exit interview Report Using the audit Follow-up Team Selection The usual make-up of the team is the audit manager, the environmental specialist who normally provides assistance to the site or has knowledge about the operation, and a legal representative if his or her schedule allows. The legal representative will review the findings of the audit team if a personal visit is not timely or necessary. Size of the team can be expanded, but a minimum of the audit manager and the environmental specialist is best. Two sets of observations are better than one. The environmental specialist can also provide the rapport which is beneficial to creating the appropriate tone so that the site people will be as cooperative as possible. This is not to be an antagonistic exercise.

Jan 1, 1991

Introduction One hundred years ago, a recent college graduate created the US aluminum industry. He found an economic way to crack the primeval bond that makes the metal so special. Aluminum doesn't "rust" - oxidize progressively. Rather, when exposed to air, it instantly forms a gem-hard but microscopic oxide coating. This seals off oxygen from the metal underneath. Scratch it and the seal reforms instantly. That tight chemical bond is the reason the metal is not found in nature; it exists only as a compound. The bond had to be broken to free the shiny metal. But once it is free, that self-sealing protection, alongside a remarkable strength-to-weight ratio, offers a marvelous material. Until 100 years ago, finding a way to do that economically was a challenge that defied science. Then it was solved, in a remarkable coincidence, on both sides of the Atlantic. And the way was paved for a material that would become the second most widely used metal in the world. Until that time, aluminum was a rare and precious metal. But then two young scientists independently invented the process that took aluminum outside the laboratory and into applications ranging from pots and pans to spacecraft. Discovery of aluminum Other major metals - copper, iron, lead, gold, and silver - had been used for thousands of years. But aluminum was entirely unknown until 1782, when French chemist Antoine Lavoisier suspected its presence. It was not actually discovered until Sir Humphry Davy, in England, detected it in clay in 1807. It was first isolated as a free metal only in 1825, by Denmark's Hans Christian Oersted. For years, laboratory methods yielded aluminum only in tiny amounts costing about $1200/kg ($545 per lb) - $13,333/kg ($6000 per lb) in today's dollars. Methods developed by French scientist Henri Sainte-Claire Deville in 1854 cut the cost to about $200/kg ($90 per lb). King Frederick VII of Denmark had a helmet of aluminum and gold. And Emperor Napoleon III of France reportedly served his most exalted guests at a state dinner with aluminum plates. He left the lower ranks to dine from pure gold. Deville and others continued to reduce production costs. But the price of aluminum still rivaled silver - $31/kg ($14 per lb) versus about $35/kg ($16 per lb) for silver. Then in 1884, a 2.8-kg (6.25-1b), 230-mm-tall (9-in.-tall) aluminum pyramid was cast as the tip of the Washington Monument. It was probably the first architectural use of aluminum. And it is still there after more than a century. The attractive properties of aluminum were obvious: it is lightweight but strong, conducts heat and electricity, reflects light and other electromagnetic radiation, and resists corrosion. But its commercial promise was blocked by its cost. In 1885, the price of aluminum was $17.70/kg ($8 per lb). It stayed there for the next couple of years until the Hall-Heroult process brought it down sharply. Hall-Heroult process lowers aluminum costs The characteristic that kept aluminum hidden so long continued to thwart chemists. Aluminum clings to oxygen so tightly that it is never found as a free metal in nature, and it is hard to break that bond chemically. The best chemical methods of the 1880s required sodium, and sodium itself was expensive. At Oberlin College in Ohio, chemistry professor Frank Fanning Jewett advised his students that anyone who could make aluminum inexpensive would do humanity a favor and get rich as well.

Jan 3, 1987

By Bradley Johnson

Introduction Since its creation in 1910, the Bureau of Mines has conducted a wide-ranging program of research on mining technology. Over the years, the Bureau has perhaps become best known for its accomplishments in mine health and safety technology, a field that has been the object of much public attention. Nevertheless, the Bureau's program in other areas of mining technology has always been strong and remains so today. A distinguishing feature of the current effort is its tendency to concentrate on high-risk, high-gain projects. Throughout the federal research establishment, the Administration's policy has been to phase out short-term research that could be performed by private industry, in favor of long-terms projects that industry cannot usually afford to fund. This tendency is evident in the following account of the highlights of the Bureau's current mining technology research program. Underground Mining Technology Fragmentation. Research studies on fragmentation have focused on nonexplosive concepts. If successfully developed, these concepts would lend themselves to continuous automated operation and reduce time and costs of fragmentation in underground mines. A special laboratory-scale device to investigate ripper cutting was designed and fabricated in 1982. Experiments were conducted with large drag cutters to develop an efficient cutting technique for hard rock. Tests were successfully conducted with 76- and 152-mm (3¬and 6-in.) bits in rocks up to 138-MPa (20,000-psi) compressive strength. Because of the success of these initial tests, larger-scale proof-of-concept tests are planned. To prepare for these tests, a tester capable of cutting a 1.8-m (6-ft) opening was fabricated. This device will allow ripper cutting to be carried out at full scale, and will also allow mucking and holddown requirements to be investigated. Preliminary estimates indicate that this concept has the potential to double excavation rates while reducing costs up to 30%. Mobile Hydraulic Monitor. A mobile hydraulic monitor system was designed, fabricated, and used to mine the St. Peter sandstone at an average rate of 22 t/h (25 stph) from a face in Martin-Marietta's foundry sand mine at Clayton, IA. A slurry transport system worked in tandem with jet cutting, resulting in a continuous mining and transport system. Problems with spray from the jet hitting the sandstone showed that a remote-controlled mobile monitor was needed at a station 15 m (50 ft) from the face, so the operator would have a clear view of the face and be safely out of the backwash. Crushers. Research on crushing systems to improve efficiency in underground mines is continuing. Final testing of a low-profile, portable crusher for underground applications has begun. A system for handling oversize feed to the crusher was conceived and tested. Underground crushing systems, portable enough to be kept near the face, offer considerable improvement in materials handling because main haulage by conveyor is often less costly. Hoists. Research to increase hoisting efficiency and speed and to reduce energy requirements has led to experimental ore skips. The skips feature guide rollers to improve riding characteristics, bearing improvement at critical locations, and weight savings of about 1.8 t (2 st). An experimental aluminum skip was installed last year at Kerr McGee's Church Rock mine. Performance is being monitored under production conditions. A portable service hoist for low-cost, efficient movement of men and supplies in raises between mine levels was designed, fabricated, and tested on the surface. The hoist has maximum equipment payload of 570 kg (1,250 lb) at

Jan 11, 1983

By David L. Rife

Introduction Our society is currently experiencing a change in civil philosophy toward US industrialization. We have become increasingly bent on the pursuit of a nirvanic state of zero risk. The money supply has become inversely proportional to its sources. And most mining companies, traditionally conservative, have become increasingly risk conscious. Rising taxes, high inflation, and decades of a steadily decreasing gross national product (GNP) - coincident with moral decay and disarmament - have eroded America's economic health. Psychology of US metal markets has shifted across the economic spectrum to disillusionment and discouragement. The sagging national economy, expanding governmental debt, and a backward mineral policy in concert with worldwide unrest and turmoil have caused great volatility in the metal markets. Congressional inaccessibility of US resources has contributed to its loss in strategic leadership and dependency on foreign suppliers and the common market. Large scale mining activities are now on the decline. And there is an overall slump in mineral exploration in this country. America now faces the sobering reality of almost total importation of 13 key mineral commodities and total dependence on foreign sources for five of them. There is a growing dependency on 21 of the 34 minerals vital to the US economy. And virtually everything needed can be imported directly from third world countries. Almost 85% of the free world's supply or production of vanadium, chromium, platinoids, manganese, and titanium - an essential to the aerospace industry - comes from South Africa. That country now plays a forefront position in supplying the West with minerals. The Soviets have become increasingly aware of this situation. They have made key moves in procuring for their own purposes major raw materials markets, particularly in South Africa. This is obviously threatening to the US' direction and brings about vulnerability to shortages and cutoffs. In spite of these developments and the overall change in the mining industry, there is good opportunity for growth ahead. The way has been paved for the smaller mining companies, particularly the more bullish of these. Smaller mining organizations possess a tight management and strong sense of direction. They can easily adapt to and cope with change. "Windows" that exist in the industry directly depend on a number of factors. These include the busi¬ness climate, market research and planning, management and human resources, applied appropriate technology, favorable hunting ground, and entrepreneurship. Mining as business Mining (and exploration) as a business is by its very nature highly speculative. It involves greater risk for a longer period of time than most other businesses. The entire mineral estate in the US continues to shrink. This is primarily because of various legislated wilderness measures. Consequently, the probability of finding an economic ore deposit in the US has decayed to less than 1%. Although the risk is high, the stakes far outweigh the gamble and are larger than most other businesses can offer. Mining properties, as investments or business opportunities, can provide effective hedges against long-term inflation because the real price for selected commodities, such as gold, may sometimes rise faster than inflation. Recessionary periods seem to provide the best climate for entering the mineral business or for a particular mining organization to expand its activities. Looking ahead and seizing opportunities during a depressed market will pay off. Property payments and royalties are likely to be lower. And the potential for an upward shift in prices for a given commodity is very positive. The decision to invest in a prom-

Jan 9, 1985

By Paul I. Eimon

Mineral exploration involves the selective collection, organization, evaluation, and interpretation of geologic and economic data. The sources for such data are original field observations and existing documented information of various types (publications, reports, maps, company files, etc.). As exploration data are accumulated, their storage, organization, indexing, and J retrieval is key to exploration progress. Initial use of computers by mineral exploration groups indicates that data can be meaningfully handled by machines. A computer system makes possible: 1) the storage, manipulation, collation, and selective retrieval of data; 2) the utilization of data banks developed by geologic service groups and available at relatively low cost; and 3) the retrieval of stored data more rapidly, completely, and effectively than by manual systems. Profitable utilization of these capabilities is conditioned by several factors, particularly by the information selected for the system data base and by the design of the computer system itself.

Jan 1, 1968

By C. D. Buttgereit

A variety of mathematical techniques are available in the pertinent literature concerning the interpretation and reduction of aeromagnetic data. The quantitative methods applicable to this data en¬compass a wide spectrum including filtering, continuation, derivatives, reduction to the poles, spectral analysis, and "undraping" of flight line data. With the aid of the digital computer, the techniques listed, and others, can be computationally performed on a gridded data set. In addition, current sophisticated computer hardware permits the systems analyst greater latitude in the storage and retrieval of data and in the display of resultant naps on a digital x-y plotter than previously available. Although many interpretive techniques concerning magnetic data have been published and computer machinery has been on the market, little has been written incorporating both disciplines into a unified digital processing system. In the present paper, a general purpose system in given which in designed for routine use in the interpretation of aeromagnetic (and other potential field, etc.) maps.

Jan 1, 1970

By Allan M. Hale

The central Florida phosphate industry is not a recent development. The first phosphate mining occurred in approximately 1888 (1). Many of the original mining companies were "wildcat" operations operated with rapid phosphate extraction as the sole purpose and no long-term commitment to development. Many of the early pioneers were ill-equipped to mine phosphate at either a practical or economical level; as a result many of these early companies "folded" after only a brief period of operation. However, as these early companies went out of business, several large companies developed, expanded their mining territories bought up the folding companies and by 1903 (little more than 10 years after the first mines were started), approximately 37 of the original 60 mines were control- led by three major companies (1). In the early period, mining reclamation was nonexistent. The mined out areas were left to revegetate and reclaim "naturally" over the period of many years. Reclamation practices were only started relatively recently and the various reclamation techniques developed and used in the past have continued to be employed with varying degrees of success through the present time. The reclamation techniques used in the past and currently include land and lakes restoration, sand tailing reclamation, slime ponds reclamation and overburden fill.

Jan 1, 1980

By L. Donovan Clark

The term "powder factor" is almost universally accepted as the measure of the efficiency of a blasting program. It represents the economics of blasting since it designates quantity of explosive (thereby providing quality control in rock fragmentation) in terms of the associated volume broken. It is the wide use of this concept that explains the interest shown in an approach to rock blasting preferred by A. W. and Z. W. Daw* in a treatise on 3 blasting (1) substantiating its use in the form, Q = CVW3 for single shot hole, where Q = quantity of explosive lb Cv = blasting coefficient W3 = unit volume of rock It is obvious that the term Cv could also be called the apparent powder factor should the equation be written in the form, Cv = Q/W3 (lb per cubic unit). However, while the approach was ingenious** and the practical applications straightforward, their original, rather limited experimental work, along with certain assumptions, was questioned.

Jan 1, 1970

By H. P. Hatch

Ash is a material that many people leave to nature to handle. Others sometimes sweep it under the rug to be disposed of by someone else. In our business we cannot do either. In fact the American Electric Power System spends many millions of dollars in plant investment costs to collect the material, and then many more millions to dispose it. In 1965 alone the coal fired steam generating plants in., the AEP System produced approximately 2,400,000 tons of ash, enough to fill 40,000 coal cars which would extend as a single train across the entire states of Ohio and Indiana. Even though our present ash production is large, this is only the beginning when we forecast the future growth of our system. By 1980 it is estimated that our generating capacity will expand to about three times its present size, and with coal as our primary source of fuel our ash production will increase proportionately to about 7 million tons a year.

Jan 1, 1966

By Duane A. Smith

Horace Tabor. No 19th century Colorado mining man is better known but, unfortunately, probably less understood. He is little appreciated for his significant contributions to the industry and the state. A century ago, Tabor was headline news. The legend today, however, has become so all pervasive and so interwoven with fact that the two are hard to separate. For example, he never told Baby Doe on his death bed to hang on to the Matchless mine. Yet this has emerged as staple Tabor fare. So much attention has been focused on his matrimonial triangle that it overshadows the man. Symbol of mining's reward Tabor traveled west in the 1859 Pike's Peak gold rush. In the next generation, he came to symbolize the rewards mining might lavish on an individual. The Leadville Daily Herald (Sept. 10, 1882) could write, without exaggeration, that "the extent which the mining industry of Colorado is under obligation to Tabor cannot be easily estimated - what he has done for Leadville and Denver is patent to all." It had not come easily, nor had Tabor started out a success. His early placer mining at Payne's Bar, near present-day Idaho Springs, CO, had turned no fortune. So in 1860, he, his wife Augusta, and son went south to Colorado City, then over Ute Pass and up the Arkansas Valley to Oro City. Arriving soon after the initial discovery, Tabor staked a good claim. With a sharp eye, he and Augusta broadened their base by establishing a store. Both mining and business would pay dividends in the following years. By the season's end, though, Oro City was already declining. Always on the lookout for a richer district, Tabor and his family moved the next year across the mountains to promising Buckskin Joe. The familiar pattern followed, with the store and post office being the center of their attention. Mining investment and management now replaced the earlier physical panning and sluice operating. Seven years later, the Tabors abandoned Buckskin Joe and returned to Oro City. It had moved up California Gulch to be near the district's best mine, the Printer Boy. Middle class was not enough Middle class respectability, plus a steady income, was the Tabor's by the 1870s; fine as far as it went. But it proved far from the fortune Horace had always been seeking. Oro City languished in the backwash of Colorado mining and Tabor seemed like many men who had drifted around the Territory following the ebb and flow of mining. His faithful wife Augusta had been a steady factor in the success the family achieved. She helped year after year to operate the store and post office. Not simply the happy-go-lucky individual he has often been portrayed, Tabor was a hard working businessman/mine owner. An R. G. Dun and Company agent evaluated him in 1876 "Net worth $23,200. Is a very shrewd businessman and not liable to lose money, has a good chance to make money as he had no competition." Leadville: Tabor's silverlined-fortune After all those years on the Colorado mining frontier, in 1877, Lake County's wealthiest and most respected merchant made another move. It was short in distance, only 4 km (2.5 miles) down California Gulch, then a little north to a new mining camp. This new camp, soon named Leadville, gave birth to the Tabor fortune and legend. Middle-aged (Horace was 47), the Tabors once more set up their general store and found themselves in the midst of the open¬ing of a new district. This time silver beckoned and not the gold that had brought them West 18 years before.

Jan 1, 1989

By Alfred Weiss, Andrew E. Nevin, Thomas J. Neil, O&apos

As Edward E. Runyan, 1983 AIME President, in an interview excerpt in ME, June, p. 607, stated, "...the AIME Transition Committee has recom¬mended to the AIME Board that each Constituent Society be allowed the option of separate incorporation, whereby each could become its own separate legal entity." Background The American Institute of Mining Engineers (AIME) was formed in 1871 by 22 engineers in Wilkes-Barre, PA. Although originally a mining organization, it became a home for metallurgists, iron and steel industry people, and for the individuals in the expanding petroleum engineering profession. There are now four Constituent Societies: Society of Mining Engineers, located in Littleton, CO, 29,000 members; Society of Petroleum Engineers, located in Dallas, TX, 47,500 members; The Metallurgical Society, located in Warrendale, PA, 10,000 members; and Iron and Steel Society, located in Warrendale, PA, 6,500 members. Each of the four groups has grown and continues to serve the specific and/or diverse needs of its membership. As the needs and requirements of their industries and professions change, each of the Societies has perceived and initiated programs that serve their constituency rather than AIME as a whole. Therefore, each Society has recognized an increasing need for autonomy to better augment their own programs. An AIME Ad Hoc Transition Committee, with Robert Merrill, AIME Past President, as chairman, made a number of recommendations pertaining to AIME operations that were approved in October 1982 by the AIME Board of Directors. One of the recommendations was to endorse separate incorporation of the Constituent Societies on an individual-society-option basis. The AIME Board commissioned a task force of Constituent Society representatives to develop specific revisions to the AIME Certificate of Incorporation and the AIME Constitution and Bylaws. This was done to allow separate incorporation and to reflect the decentralized structure of the Institute. The SME-AIME Board of Directors subsequently approved the recommendation of SME Working Party #69 that SME pursue separate incorporation. Meanwhile, Working Party #69 continues to work with the other Constituent Societies and with the AIME Task Force on Reorganization to determine the form and substance of the separate incorporation. Why Incorporate? George Webster in The Law of Associations quoted Chief Justice Marshall's (1819) definition of corporation as: "A corporation is an artificial being, invisible, intangible, and existing only in contemplation of law. Being the mere creature of law, it possesses only those properties which the charter of its creation confers upon it, either expressly or as incidental to its very existence. These are such as are supposed best calculated to effect the object for which it was created." SME-AIME attorneys, Davis, Graham & Stubbs, have pointed out that the status of an organization operating as an unincorporated association is always unclear. At present, SME-AIME administers assets of almost $3.5 million (mainly property and inventory) but technical ownership and ability to enter into contractual relationships resides with AIME. However, the operation appears to outsiders (particularly those with whom SME-AIME does business) to be an independent operation which would be expected to be a legal entity in its own right. Advantages of Incorporation Liability. Because of legal ownership by AIME of all assets of the Constituent Societies, those assets are subject to the claims of any of the creditors of AIME or any of its constituent parts (i.e., the other societies). Liabilities can be those usually encountered in business but also encompass special risks, which could develop if there were a careless and erroneous publication of material that might be used in practice or if standards are improperly established. The recent US Supreme Court decision in American Society of Mechanical Engineers, Inc.,

Jan 10, 1983

By Victor F. Hollister

Introduction Trends of successful discovery technology and psychology emerge from a thoughtful study of various companies' exploration programs. These subjective patterns can be generalized into groups of factors for discussion. Here, for convenience, factors that influence exploration success are separated into management and geologic concerns. Most successful discoveries have a demonstrably favorable management combined with a technically competent geologic input. Both are required. But the management input is decisive. Management factors include the correct definition of management's role; cost of exploration; time needed for exploration; commodity selection; and the fostering of autonomy, creativity, and confidence in the geology department. Geologic factors include imaginative technical competence (field as well as academic), correct development and use of empirical exploration or prospecting models, and dedication. Success comes to those entities that are properly managed and have technological competence. A management team that directs a company's business has been compared to a dynasty. The dynasty lays out policy and follows up with appropriate action. In that management's power is pervasive, the term is appropriate. Management's role is, however, more important. Many examples can be cited where the geologic input was impeccable. But management somehow snatched defeat from the jaws of victory, and the exploration success was turned to a third party's profit. Management Factors Management's role can be broadly generalized to four parts. These are to identify the commodities it seeks, define its part in the exploration process, develop a functioning exploration department, and have the desire to succeed. It must have confidence in its geologists and delegate to them the authority and responsibility they need to operate successfully. Head office management cannot do the thinking for a field staff thousands of kilometers away. There is no substitute for confidence and delegation of authority. Successes came to those who had the freedom to act. Motivation is a management requisite. Management's role is to prevent destructive, internecine political battles within the corporate structure. Most large US mining corporations have well known histories of political strife that have damaged their exploration efforts. Management's role must, above all, include the desire to succeed. There are cases where management has been confronted with a commercial exploration success, but their reaction is to request additional study or exploration. Perhaps the problem of bringing a commercial find into production is beyond their capabilities. But a bona fide discovery sent back for additional work commonly is lost due to that management. The cost of exploration is a factor that management must accept. A variety of studies made during the past 40 years shows the cost per discovery to be $25 million, $38 million, $200 million, or even $290 million. These figures are derived by dividing the total exploration expenditure by the number of discoveries. However, successful management dynasties have a much lower cost per discovery during their management regime. Asarco, from 1948 through 1963, had one of the lowest cost discovery rates in the world. Duval Corp., from 1948 through 1968, had comparably low discovery costs. Placer Development, from 1955, was equally successful. Western Mining in Australia has had one of the longest lived dynasties associated with exploration success. Time is vital in exploration success. Most successful exploration case histories stress sufficient time in project exploration so that the target is well tested. A large target cannot always be adequately evaluated by a few holes (strat or concept testing). Serendipity helps in exploring large targets, but it best operates in a lengthy program. Numerous case histories include pleasant surprises. But these came mostly after the 10th hole. Commodity markets are important factors governing exploration success. Management's decision to explore for a specific commodity can doom its effort if that product suffers from severe oversupply. Unquestionably, progressive copper price increases from 1948 through 1968 helped convert marginal porphyry copper discoveries

Jan 8, 1985