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By O. M. Johnson

Barite and bentonite are the two principal components of drilling fluid systems used in the petroleum industry for oil and gas well drilling with rotary-type rigs. Approximately 87 percent of the world's annual production of barite is used in drilling applications. Of the worldwide production of bentonite, an estimated 30 percent is used. The drilling fluid, or drilling mud, to which barite and bentonite are added, performs five distinct functions: Lubrication-The liquid phase of the drilling mud lubricates the drill bit, preventing premature failure of the cutting edges and bearings. it also helps to soften the formation being drilled. Cuttings Removal-A mud system must be able to carry rock cuttings broken loose by the bit up to the surface where they can be removed by mechanical or chemical methods. The fluid's ability to perform this function depends upon maintaining a proper balance between the rate of circulation of the fluid and the colloidal properties required to entrain the cuttings in the mud to prevent their settling to the bottom of the hole. Hole Stability-The pressure exerted by the mud against the wall of the bore hole prevents the collapse of the uncased portions of the hole. Downhole Information-The fluid characteristics of the mud should be such that good cuttings samples, cores and electric logs may be obtained to help evaluate a well's productive zones and potential. Control Oil, Gas and Water Flows-It is essential that a drilling fluid offset any pressure from naturally occurring formation fluids in order to prevent a potentially wasteful and dangerous blowout.

Jan 1, 1980

By L. Xinguang

Shandong MinMetals Corporation, a state-owned import and export organization located in the city of Qingdao, Shandong Province, China, was opened in 1954, with the mission of marketing metal products and industrial raw material in oversea areas for hard currency to support the modernization project of the country as well as the province. The management officers are appointed by the provincial government, and report to the Foreign Trade Department of Shandong Province. Meanwhile, the company also receives guidance from MinMetals head office in Beijing, the capital city of China. The head office does not own and control any provincial MinMetals organizations, but merely coordinate business among provinces.

Jan 1, 1990

By A. M. Whiting

Competition for coal producers and their primary customers has constantly increased during recent years. The effects of the Clean Air Act Amendments of 1990 on the electric utility industry, coupled with the normal complexities of coal production, quality control, transportation and contracting techniques have spurred both buyers and sellers to increase their level of sophistication. This paper will review the basic aspects of the U.S. coal business and explore the commercial approaches which have proven to be most successful.

Jan 1, 1994

By J. E. Castle

The essential foundation upon which to build an effective marketing program in industrial minerals is the ability to produce competitively mineral products meeting precise customer specifications and to ship them promptly and on schedule. Without this prerequisite, all the other factors in a second marketing program-creative sales management, energetic solicitation, advertising, technical service, new products, etc.are without meaning. The primary image to be created in the mind of customers is that of the reliable and prompt supplier of mineral products at competitive prices and of standard, uniform quality. With this favorable image implanted, it becomes possible to integrate the other essential factors into a strong marketing program; and without this image, little can be accomplished. After having .made provision for the basic product ion position outlined, there are then two fundamental considerations in the design of a successful marketing program for industrial minerals. The first of these is that the number of potential customers for the typical industrial mineral product is, relatively small, and indeed compared to the number of customers for consumer products, the number is actually minute. The second consideration is that the customers for industrial minerals are manufacturers and producers rather than consumers. These two factors lead to a necessity that the marketing program be specifically and uniquely tailored to fit the individual mineral product to be sold and to conform to an existing pattern of distribution.

Jan 1, 1962

By G. P. Larson

We define a specialized mineral market as follows: Specialized Markets are markets where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach compared to bulk or commodity markets for traditional minerals. Specialized and commodity markets are differentiated by several characteristics as listed in Table 1.

Jan 1, 1990

By G. P. Larson

We define a specialized mineral market as follows: Specialized markets occur where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach than bulk or commodity markets for traditional minerals. Specialized markets are differentiated by several characteristics as listed in Table 1. [Table 1-Characteristics of Specialized Markets 1. Long-term sample evaluation 2. Small volume markets 3. Highly controlled properties 4. Customized specifications 5. Technical selling effort] Many of the specialized markets require long term evaluations before sales can be made. This can vary greatly depending on the type of industry and ultimate end-use of the final product. In some cases, complete evaluations may take from several weeks to years. Length of sample evaluation has no relationship to size of market. That is, the total market may be quite small or fairly large (e.g. from a few hundred pounds to a few million pounds). Uniformity of value added minerals from lot to lot is an extremely important characteristic for these markets. Variations that are of no consequence to one industry (or application) cannot be tolerated in another. This has led to customized specifications and test procedures for specific markets and applications. Because of the greater uniformity and customized specifications, the need for greater technical selling effort is required. This is particularly true in the initial developmental phases and contacts as well as in maintaining the account after the initial order. A small entrepreneurial organization can be used to advantage to achieve goals of sales and profit to these types of markets. The large commodity or bulk producer's sales and marketing organizations are not ordinarily equipped to give the necessary service or technical assistance to the specialized markets. The organization usually required for this type of marketing is given in Table 2. [Table 2- Specialized Marketing Organization Requirements 1. Flexible approach to technical and marketing problems 2. Versatile background in a broad range of industries 3. Laboratory backup when necessary 4. Marketing expertise 5. Technically competent management] In developing specialized markets, a flexible approach to both technical and marketing problems is necessary in understanding the needs and requirements of the industry and the applications involved. This flexibility is also helpful in adapting existing products to new market areas. Having knowledge of a range of industries as broad as possible can be very helpful. It often happens that a product developed in one area or industry can lead to its application in a different area with excellent results. Laboratory assistance for a wide range of tests and test procedures is an important asset in any development program for specialized markets. Laboratories can also assist in competitive evaluations. Marketing expertise and a management with some degree of technical understanding are necessary in to assign proper cost/ benefit ratios to a proposed new product or application of existing products. This is important since the total market volume can be small and the time required for initial contact to first sale can often be lengthy. Also, management's technical and marketing expertise is required in evaluating all possible options that can be considered viable when an application is presented. Once an organization of this type is in place, it is then possible to determine the needs of the marketplace, including when various minerals might have to be customized to fill those needs. There are generally two methods of marketing, as noted in Table 3. [Table 3- Method of Marketing 1. Product Driven -Develop a product with certain desirable properties and try to find a market to utilize those properties. 2. Market Driven -Know market well enough that when a need arises, it is possible to identify a product that will satisfy the need.] These approaches are not mutually exclusive and can be used at the same time. Marketing a value added mineral generally requires the "market driven" approach. Hence, the importance of a knowledgeable management as outlined above. To determine where needs and opportunities exist, several approaches can be used. Table4 lists some of the methods employed.

Jan 1, 1993

By Hal McVey

Introduction The role of marketing in the minerals and mining industry takes on different degrees of importance depending on the commodity, but nowhere are sales and marketing more important than in industrial minerals. This article compares industrial minerals marketing with the marketing of other mining and mineral products. Marketing in Mining Some broad generalizations on the marketing of industrial minerals in relation to other mineral products can be made without getting bogged down with exceptions to generalizations. Two totally different areas of mineral production are crude oil and natural gas, and metals, including ores and concentrates. Although these commodities are the basis for two completely different industries, they share two things in common from a marketing standpoint: • Their value per unit volume is usually high enough so that they can be transported great distances. • Their specifications are readily definable and, therefore, the quality of a standard product from a production run can be communicated by stating certain chemical and physical features. This permits sales to be consummated by telephone, telex, and letter, without the need to pretest the products under use conditions. In regard to the first item, industrial minerals, as opposed to oil, gas, and metals, are in most instances site specific. Location of the point of production in relation to the point of use is of paramount importance based on a generally lower unit to volume value. This means that transportation is a major factor, with the cost of getting the mineral to market commonly exceeding its f.o.b. value. Coal marketing has many characteristics in common with industrial minerals. Coal sales can es-

Jan 11, 1983

By Rod Heath

The Saskatchewan industry has the advantages of an ore body of a size and consistency unmatched anywhere else in the world, and large, efficient mines with production costs that compare favourably with those in other countries. On the minus side, Saskatchewan is remote from most major markets, and producers face a distribution challenge to reach the offshore markets which is the main focus of this presentation. One of the characteristics of the world potash business is that all of the major sources of production are located in the developed areas of the world, while there is no significant production in any of the highly populated developing countries. The major potash producers are located in Canada and the United States, in West Germany, France, Spain and the U.K., in Russia and East Germany, and in Israel and Jordan. There is currently no significant production in any of the countries in Asia (with the exception of Jordan where a plant is currently in the start-up phase), Africa, Latin America or Oceania, and all of these areas must, therefore, import a11 of their potash requirements from the producing countries.

Jan 1, 1985

By T. Harris

Exports of crude gypsum from Mexico currently comprise about 60% of all domestic shipments, and about 25% of the imported material consumed in the U.S. wallboard industry. However, of growing importance are the domestic markets for calcined gypsum in Mexico including building plasters and wallboard, which account for 55% of the internal demand for natural mined material. This paper will examine the current trends in the production and trade of natural mined gypsum in Mexico and North America and the opportunities and threats that are facing existing and new suppliers in this changing market.

Jan 1, 1996

By Drew A. Meyer

Magnetic metals are the granddaddy of products which may be recovered from municipal waste. Aside from hand-picking of newsprint and corrugated boxes, magnetic metals are usually the first items a resource recovery facility considers extracting from the solid waste stream. Magnetic metals from incinerator residues and from municipally mandated source segregation programs were first used in significant quantities by the Copper Industry. The ability of the Copper Industry to consume metals from the municipal solid waste stream raised everyone's hopes that there would be more markets for municipal scrap when more of it became available. Somehow something has gone wrong. It is widely acclaimed that scrap is an environmentally sound and economical source of iron. It is greatly in demand for Its contained energy. The prices that the steel industry has been willing to pay for the scrap during the past year are all the proof anyone should need that scrap Is desirable and sought after. But the very fact that I'm speaking today on the markets for magnetic metals recovered from municipal waste indicates that something Is wrong. Clearly the problem is not that we do not need the scrap. The problem is we have not produced the kind of scrap that consumers are willing to buy - either through ignorance of what the consumers wanted or through a conviction that ferrous scrap is so obviously a good thing somebody will surely want it no matter what. Dr. Harvey Alter of the National Center for Resource Recovery has said "You can't sell garbage". In a sense that is only partly true. It really should be "You can't sell garbage for very long". The Steel Companies, in an effort to prove that steel is an environmentally desirable packaging medium, have bought some scrap that can only be described as garbage. They are to be commended for doing so. The fault lies not with the Steel Company for taking and paying for "garbage" but with the producer of that poorly prepared scrap. Far every instance where the steel industry has purchased the often undesirable product from resource recovery facility there are several magnetic installations sitting Idle because someone forgot the most essential part of producing the magnetic product - selling it to someone.

Jan 1, 1975

By G. E. Vaninetti

During its modem era, the southern Powder River Basin (PRB) in Wyoming has grown from meager origins in the early 1970s to become one of the most important coal-producing regions in the United States. In 1993, production and sales of southern Powder River Basin coal exceeded 190 Mt (209 million st), or about 20% of the US coal industry. Despite the remote location of the PRB relative to its potential markets, most coal industry observers anticipate continued strong growth to meet utility compliance plans for Phases I and II of the Clean Air Act Amendments (CAAA). This article is an overview of supply and demand issues concerning the marketing of southern PRB coal. It reviews the events leading up to the recent run on spot coal and offers a forecast of demand and prices.

Jan 1, 1994

By Patti J. Best

The Southern Powder River Basin (SPRB) now commands 30% of the US utility, coal market due to the region's low mine production costs, competitive rail rates and low sulfur content. In 1997, production exceeded 240 Mt (265 million st). This was an in¬crease of 104 Mt (115 million st) since 1989 and 4.5 Mt (5 million st) above 1996. Continued growth is expected as the second phase of the Clean Air Act Amendments (CAAA) approaches. This growth will be the greatest in the southern part of the Basin where coal quality is higher. Coal characteristics SPRB coal is classified as subbituminous due to its low heating value and high moisture content. The coal is characterized by low sulfur and ash contents, low ash fusion temperatures and high reactivities. In 1997, the average heating content was 8,593 Btu/lb, with an average sulfur and ash content of 0.79 lbs S02/million [ ] Btu and 5.13%, respectively. The distinguishing characteristic of SPRB coal is its low sulfur content. Most SPRB coal contains less than 1.2 lbs S02/million Btu. This is the approximate definition of "compliance" coal for Phase II of the CA AA. Much of the coal, particularly in the southern part of the Basin, is referred to as "super-compliance" coal due to SO2 contents of between 0.4 and 0.7 lbs SO2/million Btu. The SPRB is divided into three geographic clusters based on coal quality. Mines located in the southern part produce coal with the lowest average sulfur content and highest heating content, almost 400

Jan 1, 1998

By P. J. Best

Due to its low mine production costs, competitive rail rates and low sulfur content, the Southern Powder River Basin (SPRB) now commands 30 percent of the U.S. utility coal market. In 1996, production exceeded 260 million tons, a growth of 110 million tons since 1989 and 15 million tons over 1995. Continued growth is expected as the second phase of the Clean Air Act Amendments (CAAA) looms. This growth will be the greatest in the southern part of the basin, where coal quality is higher. This article is an overview of supply and demand issues affecting markets for SPRB coal. It reviews the current markets for SPRB coal and addresses future prospects for market expansion.

Jan 1, 1998

By Thomas R. Kuesel, Harvey W. Parker

INTRODUCTION This paper describes the use of a shield and compressed air for construction of a short section of a pair of twin single-track tunnels for the Metropolitan Atlanta Rapid Transit Authority (MARTA) transit system. Although only two blocks long, this section posed the greatest difficulties to both engineers and contractors, and is the most expensive section of line construction on the MARTA system. All this derives directly from its setting--these tunnels had to be constructed through mixed-face conditions. SETTING The Broad Street tunnels form a link between the Peachtree Center and Five Points Stations, in the heart of Atlanta's central business district (Figure 1). Peachtree Center sits atop a solid rock ridge, which inspired the design of a deep rock-mined station, as described in the 1979 RETC. Five Points Station is MARTA's hub--the intersection of the system's two main branches. It is located in the old railroad gulch, a filled-in erosional valley at the base of Peachtree Ridge, and was constructed by open-cut methods. The alignment and profile of the Broad Street tunnels were closely constrained by these two adjacent anchors, and in the six-block stretch between them there was very little room for maneuvering. Since the rock ridge petered out about in the middle of the section, it was evident at the outset that there would be about two blocks of rock tunneling at the north end, two blocks of soft ground construction at the south, and two blocks of mixed-face in between. It is this central two-block section that is the focus of this paper.

Jan 1, 1981

By Elwyn H. King, Thomas R. Kuesel

I. CONCEPT MARTA's Peachtree Center Station is being mined out of hard rock, directly beneath Atlanta's central business district, with minimal surface disruption during construction. Its cost is competitive with that of a conventional cut-and-cover alternative owing to its design concept, which utilizes the rock as a primary structural and architectural material. II. PLANNING The station was originally planned for cut-and-cover construction. However, Peachtree Street is unusually narrow for a main business street (generally 78 feet (24 m) between building lines) and cut-and-cover construction would therefore be very disruptive to surface traffic and severely restrict access to adjacent buildings, including Peachtree Center, Atlanta's showcase business/commercial complex. (See Fig. 1.) Tunneling had been considered, but was initially thought [ ]

Jan 1, 1979

By J. L. Parks

Designs, installation procedures, and performance characteristics of martensitic cast steel concaves are reviewed. Longer wear life, fewer pieces to install, and eliminating the need to scarf joints are the principal benefits of using martensitic steel to replace austenitic 12% Mn (Hadfield's) steel, the traditional concave material for large gyratory crushers. Installation procedures that reduce the risk of breakage are described. Operating practices that affect concave performance are also discussed.

Jan 1, 1992

By R. Corriveaau

This paper is about a horizontally curved conveyor, which carries 6,050 stph of limestone over land from a new quarry to the owner's plant. The conveyor is 5,012 ft long with a horizontal curve radius of5,OOOft Site conditions made a curved conveyor design the most optimal and economic solution. Using our unique custom conveyor calculation program, TKRI was able to accurately model and design the conveyor to properly track the belt and prevent any spillage through the horizontal curve radius. A data monitoring system was installed that allows monitoring of the conveyor both locally and remotely. The remote monitoring allows TKRI to contact the owner for preventive maintenance. Preventive maintenance can reduce the conveyor downtime during normal operating hours.

Jan 1, 2004

By Curt Swanson, David C. Mathy, Dru R. Nielson, Kent VonAspern

In 1997, Central Contra Costa Sanitary District undertook the design of the Martinez East Side Trunk Sewer Improvements Project. Microtunneling was specified for approximately 1,035 meters (3,400 feet) of 600-mm (24-inch)diameter pipeline to be installed through estuarine soil deposits (San Francisco Bay Mud) and alluvium beneath the congested city streets of downtown Martinez, California. Directional drilling was specified for approximately 275 meters (900feet) of 200-mm (8-inch) diameter pipeline in four separate segments to be drilled through bedrock within narrow utility easements between residential properties. This paper presents a case history for the design and construction of themicrotunneling and directional drilling aspects of the project.

Jan 1, 1999

By Carrie Smith

Along Michigan’s Upper Peninsula lies the Marquette Iron Range, home to iron mines. Just southeast of the region is the small town of Iron River, where Mary Korpi spent most of her chidhood and early adulthood. Though living in the heart of mining country, the industry did not pique her interest while growing up. As the daughter of two educators, she envisioned a different future for herself. Now, decades after working for one of the largest gold companies, she is gearing up for her term as the Society for Mining, Metallurgy & Exploration’s 2026 President.

Mar 1, 2026

By Libby R. Ricafort, Victorio V. Pato, R. S. Pizarro

Introduction Atlas Consolidated Mining and Development Corp. (ACMDC) started gold production at its Masbate gold mine early in 1980. This involved an open-pit mine and a 3.5-k/d (3850-stpd) carbon-in-pulp processing facility (Pizzaro and Antonio, 1981). When this operation started, the mine began stockpiling sub-grade milling material averaging 1 g/t (0.029 oz per st) gold. Furthermore, geologists estimated that there were additional low grade reserves within the ultimate pit limits. These amounted to 2.4 Mt (2.6 million st) with an average grade of 1.1 g/t (0.03 oz per st) gold. The success of low cost heap leaching prompted an investigation to determine if this tech¬nique would be applicable for the low grade Masbate ore. The findings were favorable and a series of laboratory tests were undertaken. These tests indicated the amenability of this subgrade milling ore to heap leaching. Depending on ore size, gold extractions of more than 60% were obtained. To further define operating parameters for a commercial heap leaching plant, a 400-t (440-st) batch pilot plant was built and operated. These test results were used to design the first commercial heap leaching plant in the Philippines. One design concern was the control of solutions during the rainy season. Due to the material's low grade, every effort was made to minimize capital and operating costs. To this end, surplus mining equipment from the copper operations of ACMDC and used machinery in the crushing circuit were considered. Location: The Masbate gold heap leaching operations are located on the northeastern part of Masbate Island, Philippines. This is about 480 km (300 miles) south-east of Manila. Climate: The climate is moderate with two distinct periods. The dry season runs from January through June, and the rainy season extends from July through December. During the wet season, the rainfall at the mine site averages 300 mm/m (11.8 in. per month) for a total of about 2000 mm/year (78 in. per year). However, heavy downpours in excess of 100 mm/h (4 in. per hour) can occur. Geology: Four distinct rock types have been identified in the pit area. They are tuffaceous agglomerates, andesitic agglomerates, metasedimentary rocks, and hornblende augite andesitic porphyry. The tuffaceous agglomerate occupies the northern and western flanks of the mine. Andesitic agglomerates are localized distinctly in the central portion of the volcanic plug within the mine site. The eastern boundary of the mine is occupied by metasedimentary rocks, whereas, the hornblende augite andesitic porphyry occurs as an intrusive within the andesitic agglomerate and tuffaceous agglomerate. Some areas of the pit contain high proportions of clay minerals, requiring an agglomeration step in the flowsheet. This ensures satisfactory percolation through the heaps. Ore characteristics: Gold and silver are microscopically dis-

Jan 9, 1987