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SEC. 1. The membership of the Institute shall comprise seven classes, namely: 1. Members; 2. Honorary Members; 3. Senior Members; 4. Associates; 5. Junior Members; 6. Rocky Mountain Members; 7. Junior Foreign Affiliates. All shall be equally entitled to the privileges of membership, excepting that no member of any class whose residence shall be outside of the United States of America, except those residing in Mexico and Canada, shall be entitled to vote. SEC. 2. Members: A person to be eligible for election or transfer into the class of Member must be at least 27 years of age and must have had at least six years' employment in the practice of engineering, mining, geology, metallurgy, or chemistry, during at least three years of which he must have held positions of responsibility in one or more of these fields. This shall not apply to Rocky Mountain Members.

Jan 1, 1946

By Samuel Wyer

Over 8,000,000 people in the United States depend on natural gas for their cooking, heating and lighting service. This service has been made possible only by the investment of large amounts of capital in transportation lines connecting the gas wells to the various communities, thus combining a hazardous mining operation with a public utility service. The effect that making these lines " common carriers" will have on the present and future service to these 8,000,000 or more people is of far reaching ethical and economic importance, and deserves careful consideration. As an introduction, it must be conceded that: 1. Natural gas, although a mineral and obtained by a mining operation-with more uncontrollable and uncertain features to cope with than exist in the mining of coal or other minerals-when served to the public becomes a public utility service. 2. The governmental power to regulate all public utilities in the interests of the public cannot be successfully disputed. 3. Mere suggestion of inconvenience to the utility is wholly irrelevant, as it cannot be considered or allowed to influence in making a defense against governmental regulation. Unfortunately it is not generally appreciated that: 1. Legislative enactments are not necessarily laws, and cannot abrogate economic laws or alter engineering facts. 2. There is a clear distinction between "common carrier" and "public utility," although the terms are frequently confused. ' "A common carrier is one who undertakes for hire to transport persons or goods, or both, from place to place for all persons indifferently, the term implying indifference as to whom shall be served, and an equal readiness to serve all who apply, in the order of their application." On the other hand, property becomes a "public utility" only "when for a particular purpose the public have a right to resort to the premises and make use of them."

Jan 5, 1914

By Herbert A. Everest

The idea of economical production is usually associated with large operations, tonnages, and mines, with even larger capital behind them. , Nevertheless many small mines operate in the shadow of large competitors and make a good showing on the capital invested despite larger overhead expenses. For the purpose of this discussion I will divide the cost of production into classes, and specify opposite each the approximate percentagc expended thereon: 1. Labor, including miners and company men; 60 to 75 per cent. 2. Development, including all necessary .yardage, room turning, crosscuts, etc.; 7 to 12 per cent. 3. Deadwork, covering payment to miners for handling falls, draw-slate, or faults, rock work, water, and in general, all nonproductive labor; 3 to 7 per cent. 4. Supplies: mine timbers, oil, brattice material, lumber, cement, and repairs to equipment; 2 to 6 per cent. 5. Expense: management, selling, office, taxes, etc.; 1 to 5 per cent. 6. Depreciation of coal reserves and royalties; 6 to 10 per cent. 7. Depreciation of equipment and interest on capital invested; 1 to 3 per cent. 8. Fuel; ½ to 1½ per cent. The labor cost for a small mine is relatively much lower than for a large mine, particularly the sum paid to company men. Idle-pay expense is cut to a minimum; the labor item being larger than all the others together, a saving in labor makes a decided showing on the total cost. The development charges in small and large mines are about the same. There should be a small showing on the deadwork item in favor of the small mine. The unit cost for supplies is usually small in the small mine. The operator of the small mine finds, owing to a limited tonnage, that the expenses of management, selling, etc., are abnormally high. The item, depreciation of coal reserves and royalties, is usually about

Jan 1, 1916

By Herbert Everest

THE idea of economical production is usually associated with large operations, tonnages, and mines, with even larger capital behind them. Nevertheless many small mines operate in the shadow of large competitors and make a good showing on the capital invested despite larger overhead expenses. For the purpose of this discussion I will divide the cost of production into classes, and specify opposite each the approximate percentage expended thereon: 1. Labor, including miners and company men; 60 to 75 per cent. 2: Development, including all necessary yardage, room turning, crosscuts, etc.; 7 to 12 per cent. 3. Deadwork, covering payment to miners for handling falls, drawslate, or faults, rock work, water, and in general, all nonproductive labor; 3 to 7 per cent. 4. Supplies: mine timbers, oil, brattice material, lumber, cement, and repairs to equipment; 2 to 6 per cent. 5. Expense: management, selling, office, taxes, etc.; 1 to 5 per cent. 6. Depreciation of coal reserves and royalties; 6 to 10 per cent. 7. Depreciation of equipment and interest on capital invested; 1 to 3 per cent. 8. Fuel; ½ to 1 ½ per cent. The labor cost for a small mine is relatively much lower than for a large mine, particularly the sum paid to company men. Idle-pay expense is cut to a minimum; the labor item being larger than all the others together, a saving in labor makes a decided showing on the total cost. The development charges in small and large mines are about the same. There should be a small showing on the Beadwork item in favor of the small mine. The unit cost for supplies is usually small in the small mine. The operator of the small mine finds, owing to a limited tonnage, that the expenses of management, selling, etc., are abnormally high.

Jan 1, 1916

By Elliot Rexford

The quality of aggregate materials is of major importance in governing durability and permanence of concrete structures. The problem of selecting suitable aggregate materials is two-fold. Geological factors include the type and character of the aggregate source, presence of known or suspected reactive constituents, and presence of thermally incompatible materials. Laboratory investigations include petrographic studies, soundness and reactivity tests, and tests of thermal properties. The importance of each factor in the selection of satisfactory aggregate material is considered in detail.

Jan 3, 1950

By R. S. Newlin

IN reality, the Butte district is the birthplace of the Anaconda Copper Mining Co., for it was here that strength was gathered and means provided for later expansions of the Company. The Butte district was organized at a miners' meeting on Aug. 20, 1866, primarily for gold placer-mining operations. Substantial amounts of placer gold were recovered from gulch gravels during the period 1862 to 1868. The earliest lode claim locations in the district were recorded in July and August 1864. Copper ore was first shipped, to Swansea, Wales, in 1866. In November 1866, according to the Montana Post, construction of a smelter was started to treat the silver

Jan 1, 1948

By C. J. Bauer

WHEN the pipe lines from the Middle East to the Mediterranean are completed, the Middle East supplies will relieve the strain on Western Hemisphere petroleum resources, part of which are now shipped for Eastern Hemisphere use. A sketch of the world petroleum situation as it appears today and in the immediate future will help in understanding the future place of Middle East oil supplies. Anticipated 1951 world demand is slightly under four billion barrels. To meet this requirement, crude output and refinery runs throughout the world (including Russia) must be increased about two million barrels per day above the average of 1947. This increment, together with pipe lines, tankers, and other facilities, will require in excess of ten billion dollars of new capital in the next four years. We are, therefore, looking forward to the greatest expansion program in the history of the industry.

Jan 1, 1948

R. F. MCELVENNY.- Over 20 years ago I went back East on a little tour of copper companies to see how copper was handled and fabricated, and I met a Mr. Bassett who took me through the Waterbury branche of the American Brass Co. I have not seen this gentleman for 20 years, but I have a letter from him that I would like to read to you. 'The American Brass Co. Waterbury, Conn. May 19, 1930. To the-Salt Lake City Conference on Reverberatory Smelting Practice: Through the courtesy of Mr. Scott Turner, Director of the U. S. Bureau of Mines, Mr. G. L. Oldright has been temporarily released from his regular duties to act as your secretary. We have asked him and Mr. McElvenny to make the necessary preliminary arrangements and to present to you at the opening session the greetings of the officers and' directors of the Institute. I am very glad that it has been possible for you to come together under the auspices of the Institute and that the acceptance of our invitation has been so very unanimous. Such an acceptance of the invitation to this meeting indicates your interest in getting together for an exchange of technical data and ideas. We anticipate that this meeting will be of real service to the smelting industry through your open discussion and exchange of ideas, and we sincerely hope that you will form an organization which will arrange for future meetings of a similar nature. While it probably may not be desirable to. distribute the minutes of this conference except to the members who take part in it, we hope that later the Institute publications may be enriched by such matter as you think it desirable to have published; and also, that some of you may be able to offer technical papers for the Institute publications. I hope that you will find a permanent organization desirable and trust that it will be possible for you to form such an organization so that conferences may be regularly called. We hope that you can make use of the Institute organization and that we can be of real service to your industry. With best wishes for your success in this undertaking, I am Most cordially yours, W. H. Bassett, President.

Jan 1, 1930

By J. A. Holmes

SHUTTING-IN the Rangely gas well was an interesting problem because of the high rock pressure and the volume of gas developed, as well as the difficulties encountered. After nearly a week's open flow, the rock pressure was 1275 lb., which corresponds with a 2950 ft. hydrostatic head. The volume of gas was between 45,000,000 and 50,000,000 cu. ft. per day. The Rangeley oil field, which now has a daily production of 100 bbl. of shale oil from shallow depth, lies approximately 100 miles north and 30 miles west of Grand Junction, Colo.; not far from the Utah line. The, well we are considering was drilled on the apex of a large clearly defined. Structure1 in the SE.1/4 sec. 30, T. 2 S., R. 102 W., and entered the gas sand at 2954 ft. on March 2, 1925. The condition of the well at the time the gas was encountered was as follows: 20 ft. of 20-in. conductor cemented with ten sacks at 40 ft. The 15 1/2-in. casing was pulled when the 12 1/2-in. was cemented. 1166 ft. of 12 1/2-in. casing, cemented with fifteen sacks. 2531 ft. of 10-in, casing, cemented with ten sacks; neither the 12 1/2-in. nor the 10-in, casing shut off water but they were cemented for protection. 2938 ft. of 8 1/4-in. 36-lb. casing, hanging on a spider in the collar with a forged-steel, high-pressure bradenhead between it and the 10-in. casing. An 8 1/4-in. drilling, or master, gate and a control head were in place on the 8 1/4-in. casing, and all was in readiness for the bringing in of the well.

Jan 1, 1926

By John A. Fagnant

At Elkol, Wyo., about 80 miles northeast of Ogden, Utah, the Kemmerer Coal Co. and the Utah Power and Light Co. are involved in a joint venture that will soon see 1 million tons of coal going "out by wire" to Ogden. Kemmerer, owner of a multi-seam strip mine, and the utility, now building a steam power plant adjacent to the mine site, expect to begin initial power generation by February 1963. Although capable of producing only 150,000 kw at that time, this plant is expected to be ultimately enlarged to 500,000-kw capacity which will require about 2 million tons of coal annually. The deposit consists of more than 30 seams of coal, usually varying in thickness from 2 to 40 ft, and separated by beds of sandstones and shales. In certain areas the aggregate thickness of all the coal seams measures 300 ft. The thickest and most spectacular of these seams is the lowest one, referred to as the No. 1 seam, which is 118 ft thick in some places.

Jan 8, 1962

I. PRESIDING OFFICER. At all business meetings of the Institute the President, or, in his absence, the First Vice-President, or, in the absence of both of them, any other Vice-President or Director, chosen by the meeting, Shall preside. At all other meetings of the Institute the President, or, in his absence, one of the Vice-presidents, Shall preside. If none of these be present the meeting Shall elect a Chairman. The President Shall do and perform Such other duties as may from time to time be assigned to him by resolution of the Board of Directors of the Institute. IL ORDER OF BUSINESS. At each business meeting of the Institute the order of business Shall be as follows: 1. Reading of minutes of preceding meeting. 2. Report of the President. 3. Report of the Treasurer. 4. Report of the Secretary. 5. Election of Directors. 6. Reports of Standing Committees. 7. Reports of Special Committees. 8. Special Orders. 9. Miscellaneous business. This order of business may be changed at any meeting, by a vote of a majority of the Members and Associates present. At all sessions of the Institute, other than business meetings, the order of proceedings and the time of adjournment Shall rest in the discretion of the presiding officer. III. SECRETARY OF THE INSTITUTE. The Secretary Shall keep a record of the proceedings of all the meetings of the Institute. He Shall be custodian of the corporate Seal, of the minute books and of all the legal documents belonging to the Institute. He Shall have charge on behalf of the Institute of all correspondence. He Shall notify all Officers and Directors and all members of committees of their election and appointment; Shall issue notices of all meetings of the Board, and of the annual and other business meetings of the Institute; and Shall, in calling Special meetings of the Directors, Specify the objects of Such meetings. He Shall act as clerk at all the meetings of the Board of Directors and at all meetings of the Institute. The Secretary Shall be custodian of all technical or Scientific papers Submitted to the Institute for its consideration and Shall have general charge and supervision of the editing and proof-reading of all material published by the Institute, and. of the distribution thereof. The Secretary shall be the custodian of all back numbers of the Transactions and other publications of the Institute. There Shall be kept under his direction an account

Jan 1, 1925

I. PRESIDING OFFICER. At all business meetings of the Institute the President, or, in his absence, the First Vice-President, or, in the absence of both of them, any other Vice-President or Director, chosen by the meeting, shall preside. At all other meetings of the Institute the President, or, in his absence, one of the Vice-presidents, shall preside. If none of these be present the meeting shall elect a Chairman. The President shall do and perform such other duties as may from time to time be assigned to him by resolution of the Board of Directors of the Institute. II. ORDER OF BUSINESS. At each business meeting of the Institute the order of business shall be as follows: 1. Reading of minutes of preceding meeting. 2. Report of the President. 3. Report of the Treasurer. 4. Report of the Secretary. 5. Election of Directors. 6. Reports of Standing Committees. 7. Reports of Special Committees. 8. Special Orders. 9. Miscellaneous business. This order of business may be changed at any meeting, by a vote of a majority of the Members and Associates present. At all sessions of the Institute, other than business meetings, the order of proceedings and the time of adjournment shall rest in the discretion of the presiding officer. III. SECRETARY OF THE INSTITUTE. The Secretary shall keep a record of the proceedings of all the meetings of the Institute. He shall be custodian of the corporate seal, of the minute books and of all the legal documents belonging to the Institute. He shall have charge on behalf of the Institute of all correspondence. He shall notify all Officers and Directors and all members of committees of their election and appointment; shall issue notices of all meetings of the Board, and of the annual and other business meetings of the Institute; and shall, in calling special meetings of the Directors, specify the objects of such meetings. He shall act as clerk at all the meetings of the Board of Directors and at all meetings of the Institute. The Secretary shall be custodian of all technical or scientific papers submitted to the Institute for its consideration and shall have general charge and supervision of the editing and proof-reading of all material published by the Institute, and of the distribution thereof. The Secretary shall be the custodian of all back numbers of the Transactions and other publications of the Institute. There shall be kept under his direction an account

Jan 1, 1925

By Rztssell H. Bennett

A SURVEY of the Mesabi Range iron-ore industry demonstrates that a satisfactory degree of technical progress has been achieved in the last fifteen years. This advance has not been made over a uniform front, but, by salients and bays, according to the different initial positions, economic and technical, of the component producing companies. The producers endowed with rich ore have in general, because of natural advantages, progressed more slowly than their neighbors with leaner properties. The advance has been made step by step all along the line -blasting, loading, hauling and concentrating-and without the benefit of radical innovation. There have been, for instance, no such parallel discoveries in iron ore as leaching and flotation in copper. The much lower unit price of iron operates, of course, to bar the application of these and other practices developed for the higher-priced metals. There exists, however, a radically new concentration process whose technology is well worked out and which may become economically operative in the not too distant future; this, as so often happens in engineering advance, because of recent developments in an entirely unrelated field. First, however, let me devote a paragraph or two to the more important economies effected in mining.

Jan 1, 1932

I. PRESIDING OFFICER. At all business meetings of the Institute the President, or, in his absence, the First Vice-President, or, in the absence of both of them, any other Vice-President or Director, chosen by the meeting, shall preside. At all other meetings of the Institute the President, or, in his absence, one of the Vice-presidents, shall preside. If none of these be present the meeting shall elect a Chairman. The President shall do and perform such other duties as may from time to time be assigned to him by resolution of the Board of Directors of the Institute. II. ORDER OF BUSINESS. At each business meeting of the Institute the order of business shall be as follows: 1. Reading of minutes of preceding meeting. 2. Report of the President. 3. Report of the Treasurer. 4. Report of the Secretary. 5. Election of Directors. 6. Reports of Standing Committees. 7. Reports of Special Committees. 8. Special Orders. 9. Miscellaneous business. This order of business may be changed at any meeting, by a vote of a majority of the Members and Associates present. At all sessions of the Institute, other than business meetings, the order of proceedings and the time of adjournment shall rest in the discretion of the presiding officer. III. SECRETARY OF THE INSTITUTE. The Secretary shall keep a record of the proceedings of all the meetings of the Institute. He shall be custodian of the corporate seal, of the minute books and of all the legal documents belonging to the Institute. He shall have charge on behalf of the Institute of all correspondence. He shall notify all Officers and Directors and all members of committees of their election and appointment; shall issue notices of all meetings of the Board, and of the annual and other business meetings of the Institute; and shall, in calling special meetings of the Directors, specify the objects of such meetings. He shall act as clerk at all the meetings of the Board of Directors and at all meetings of the Institute. The Secretary shall be custodian of all technical or scientific papers submitted to the Institute for its consideration and shall have general charge and supervision of the editing and proof-reading of all material published by the Institute, and of the distribution thereof. The Secretary shall be the custodian of all back numbers of the Transactions and other publications of the Institute. There shall be kept under his direction an account

Jan 1, 1925

By J. Q. Ehrgott

INTRODUCTION The U. S. Army Engineer Waterways Experiment Station (WES), under sponsorship of the Defense Atomic Support Agency, has recently developed a unique dynamic high-pressure triaxial testing device (DHT). The device permits acquisition of both axial and lateral deformation data while undisturbed soil and/or rock specimens are subjected to various states of controlled impulsive-type stresses produced by varying both the axial stress and the radial stress rapidly with time. The device is used to develop controlled dynamic pressure pulses within the triaxial chamber fluid on soil or rock test specimens to 3 inches in diameter. Controlled dynamic axial pulse loads are delivered to the specimen by a piston driven by an existing pneumatic ram loader (SECO). The DHT consists of a triaxial cell and a pressure supply and decay system which permits the chamber pressure to be varied with time. Together the DHT and SECO operate in a testing program so as to provide time varying confining pressures and axial loads to test specimens at independently controlled but synchronized programmed rise, hold, and decay times. Rise time is defined as the time from zero load or pressure to peak load or pressure; hold time is the time of constant peak load or pressure; and the decay time is the time from peak load or pressure to zero load or pressure. The maximum dynamic confining pressure attainable is approximately 15,000 psi and the fastest rise and decay times are 3 millisecond (msec) and 20 msec, respectively. This paper presents a description of the DHT, the necessary support equipment, and details of the measurement system. Performance evaluation tests conducted on clay siltstone and a Cretaceous sandstone are presented since the results demonstrate some of the capabilities of the device and show some of its characteristics.

Jan 1, 1971

By R. E. Hathaway

INTRODUCTION For a number of reasons, the mineral processing industry has been slow to adopt significant automation of its processes. Most ore grinding operations can be operated manually so the pressure for automation to run the process has not been there. Furthermore, many plants had proven over years of operation that manual operation would produce a profit, so why automate? Until recently, the instrumentation necessary for automation of the grinding process was not available. All this has now changed, however. Increasing costs for labor, fuel, power, grinding media, reagants, and capital equipment have not been matched by the market price of the finished product. This cost-price squeeze has made it mandatory to reduce operating costs and improve the efficiency of the process to remain profitable. A number of other factors have added to the direct operating cost to make the problem even worse. These include environmental pressures to conserve natural resources and reduce smelter stack emissions; increased competition--especially from developing countries, varying economic conditions, stockpiling, governmental controls, and to top it all off, lower grade ore bodies. Although many of these other influences are good overall, they take their toll in cost per ton of delivered product. Fortunately, many operators are finding the solution to the cost-price squeeze in instrumentation and process control. Automated processes yield tighter spec. products, require less operating labor, produce more product from a given plant, and reduce unit cost by increasing process efficiency. The plant manager has a "handle" on the plant through process control so that he can change operating modes as economics dictate by changing the set point of some process controllers. He can even respond to economic conditions by switching control strategies from one that maximizes production to one that maximizes recovery, or minimizes unit cost, etc. This has all been made possible by the advent of on-line analytical instruments and practical process control computers. On-stream particle size (1), x-ray, and silica analyzers are now available and in use in many plants. Digital computer hardware and software has become practical so operators can use it without trying to become computer experts. This chapter describes the approach toward design and implementation of automatic grinding circuit control that has proven to be the most cost effective, based upon results from a number of

Jan 1, 1982

By Charles V. Jenkins

The structure of steel, when rendered coarse by over-heating, is made fine by re-heating to a certain temperature, the determination of which has received much attention from eminent metallurgical authorities. Among these, I may particularly mention Prof. D. Tschernoff' [Chernoff], who, about thirty years ago, studied this question in connection with his investigations on the structure of steel in genera1. † Some years later, Mr. J. A. Brinell took up the inquiry, and arrived at many important conclusions, stated in his well-known rules on the treatment of steel. ‡ These two gentlemen, however, based their reasoning chiefly upon the aspect of fractures—a method which, though it affords valuable information, does not readily reveal the different steps by which a change in structure takes place. For further light on the subject, we owe much to more recent microscopic investigations, which have made us better acquainted with the internal structure of metals. Such an investigation, closely connected with the present subject, and made by Mr. John E. Stead a few years ago, was first published in 1898.6

Jan 1, 1903

By J. W. Pugh

PREFERRED orientations in cold-rolled body-centered-cubic metals appear to have remarkable similarity. The as-cold-rolled textures in iron,1,2 silicon-iron,3 mild steel,4 molybdenum, vanadium,&apos; chromium,&apos; tantalum,&apos; tungsten,&apos; and a-zirconium-niobium alloys10 have been determined. These textures have, in some cases, been represented by congrUOUS pole figures and have all been described in one or both of two ways. They have frequently been reported as predominantly (100) <011> orientation

Jan 1, 1959

By Clyde E. Williams

THROUGHOUT its history the American iron and steel industry has constantly striven to improve the quality and reduce the cost of its products. No one needs to be told how well it has succeeded. Its success in making steel products at such a low cost has been achieved mainly through large-scale production. While costs have gone down as the rate of production and the degree of mechanization increased, quality of product has been actually improved. Thus high-tonnage records are important only in the light of high quality of the steel. Quality is the watchword! Continual improvement in quality has come as a result of research, not only in the laboratory but in the large commercial units in the plant. In fact, so many operations of the industry are on such a huge scale that experimental work must be done under commercial operating conditions so every progressive steel plant is a research laboratory.

Jan 1, 1938

By J. S. Hromatko, L. J. Gurevich

In the course of the examination, at the BureLu of Standards, of fusible tin boiler plugs for the Steamboat Inspection Service, it became evident that an investigation should be undcrtaken to determine the precautions necessary in the manufacture of acceptable plugs. The results of the tests of these plugs show that their manufacture has improved, though at present not all of the plugs tested are, satisfactory. Table 1 gives the result of tests of some 1500 plugs from about 100 makers. Records of the tests show that several of the makers were able to produce satisfactory plugs with every pouring. The Steamboat Inspection Service has the following specifications for fusible plugs: "Fusible plugs for use in boilers of steam vessels under the jurisdiction of the Steamboat Inspection Service shall be made of bronze casing with the bore tapering continuously and openly from end to end, and filled from end to end with tin not less than 99.7 per cent. pure and to contain not more than 0.1 per cent. of lead and not more than 0.1 per cent. of zinc. The small end of the bore may be countersunk not more than 1/32 in. in depth and width, but no recess, thread, or cavity other than this countersink shall be allowed." Table 1.—Thirty-"five-mdh Testing Record of Fusible Plugs Causes of Rejection Inspection Period June-November, 1916.................. 311 32.8 47.2 3.8 11.5 15. 1 10.9 1 1.9 4.5 December, 1916-May, 1917............. 318 71.4 28.6 2.2 4.4 12.8 5.9 i ... 2.8 June-November, 1917.................. 228 73.0 27.01 ... 9.6, 5.2 9.6&apos; ... 0.8 December, 1917-May. 1918............. 214 72.028.0 0.9 0.4 11.6 7.0 ... 7.9 June-November, 1918...............250 70.7 29.3 ... 2.0 20.0 5.2 ....2.8 December, 1918-April. 1919............ 23378.121.9 7.2 1.2 1 4.7 3.0 ... 6.0 Total 35 months....................1544.69.7 30.3 2.3 4.8 11 0 6.9 0.3 4.1

Jan 1, 1921