Search Documents

By W. E. Coughlin, R. L. Faverty, F. H. Lightner

Introduction The intent of this paper is to present the general strategy and method of implementation to achieve a "fast-track" mine development. The major objectives of a "fast-track" or rapid development schedule are to minimize front-end development expenditures and to realize an early cash flow from operations. The Borealis project of Houston International Minerals Corp. (HIMCO) is used as the working example to illustrate the development schedule. Borealis is a 2.3 kt/d (2,500 stpd) gold-silver heap leach operation near Hawthorne, NV, Pre-Feasibility Planning Proper early planning and identification of priority items were necessary to expedite project progress. On April 1, 1978, HIMCO leased the rights to the Borealis prospect and initiated exploration activities almost immediately. Since Borealis was showing excellent potential for mine development, an effort to clear the way environmentally was initiated during the summer of 1979. With the Borealis properties located within the Toiyabe National Forest, the US Forest Service (USFS) was recognized as the "lead" or respon¬sible agency for addressing the environmental issues. Early scoping of the environmental issues by both HIMCO and the USFS allowed HIMCO to take the initiative and address two potentially critical issues-archaeological and biological. Third party consultants, agreed upon by HIMCO and the USFS, were contracted to conduct archaeological and biological surveys. Desert Research Institute of Reno, NV, provided archaeological services, and JFL & Associates of Boulder, CO, provided biological services. These efforts began in the fall of 1979 and continued through the summer of 1980. Conservative Design Criteria By adoption of conservation design criteria, flowsheets and processing data required for detail engineering were firmly established with a minimum of impact on schedule. On Oct. 21, 1980, HIMCO formally initiated a feasibility study to evaluate the Borealis project. Four organizations were contracted for particular scopes of work: • John T. Boyd Co.: Ore reserve estimation, preliminary mine plan, and mine capital and operating cost estimation. • Bechtel Civil and Minerals: Conceptual engineering, processing capital and operating cost estimation. • Hazen Research Inc.: Metallurgical testing. • Sierra Pacific Power: Cost estimation for power supply. Metallurgical testing and conceptual engineering of both heap and agitation leach flowsheets were investigated concurrently. Numerous economic evaluations were conducted for both heap and agitation leaching at varying production capacities. The results indicated a heap leaching flowsheet treating 454 kt/y (500,000 stpy) yielded the best economics and was compatible with the "fast-track" development goal. Conservative design criteria was established to provide operating flexibility and ensure plant productivities. A summary of major design criteria is presented in Table 1. HIMCO assembled the results of the studies of the various consultants along with internally generated studies to produce the feasibility document. The decision to supply 100% equity by HIMCO rather than arrange project financing help to expedite the project. Cooperation Between HIMCO and Regulatory Agencies With cooperation and mutual trust established between HIMCO and regulatory agencies, the time required for environmental permitting was streamlined as much as practical. To expedite the required construction permits, HIMCO proposed to the USFS that HIMCO fund the total cost of an Environmental Assessment Report (EAR) and that issues be addressed at the technical level of an Environmental Impact Statement (EIS). The previous studies on the critical issues of archaeology and biology provided HIMCO with the information to satisfy the proposed approach. Houston International Minerals and the USFS agreed to have Environmental Research and Technology (ERT) of Fort Collins, CO, prepare a draft EAR for the USFS.

Jan 11, 1983

By Leons Kovisars

Introduction Labor is the major cost element for most mining operations. Labor costs are continually increasing, both in nominal and constant terms. This is true in developed as well as less developed countries. There are two ways to control unit labor costs - labor costs per ton of ore mined. Replace labor with capital (increased mechanization) or improve productivity (reduce the labor force). Every miner is aware of specific inefficiencies at his or her particular operation. But the miner has no comparative measurement standards. So it is difficult to know whether these inefficiencies are major or minor. The miner may also be unaware of large-scale inefficiencies because ongoing labor practices may have caused management complacency. Met Research studied mining labor productivity. The firm collected pilot data by sending direct-mail questionnaires to 320 nonferrous mining operations around the world. The response rate was 27%, of which 78 operations provided full data on production and employment.

Jan 11, 1983

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

The US Bureau of Mines' dictionary of mining terms defines productivity as "the efficiency with which economic resources (men, material, and machines) are employed to produce goods and services." Or, the relationship between the physical outputs and the physical inputs used to produce those outputs. As demand for mine materials dropped, mining companies and equipment manufacturers discovered that ratios between the inputs and the final products were disproportionate to the profits realized. Some companies are fighting for survival. The US, while still the most productive country in the world in absolute terms, is looking over its shoulder as other industrialized nations continue to exceed its yearly productive growth rate. According to John Belcher, Jr., of the American Productivity Center in Houston, TX, the US has seen a steady decrease in productivity growth since the mid-1960s. During the post World War II period, the US labor productivity growth rate was 3.2% annually. The slowdown began in 1965 and by the mid-1970s, the country's annual growth rate was 1%. By 1978, labor productivity growth ceased to gain at all and from 1978 to 1980 a 2% decline occurred. Solutions to the productivity decrease are increasing product prices or improving productivity. By increasing prices, though, the producer runs the risk of pricing himself out of the competitive market. To maintain an acceptable profit level, prices must increase proportionately higher than required to offset production cost increases, Belcher says. Many companies are turning to in-house productivity improvement programs as an answer to increased costs and declining profits. These programs are geared toward management commitment and employee awareness of what productivity means. Companies are finding ways of measuring productivity levels in financial reporting, budgeting, and planning. Organizational teams have been formed to coordinate activities and oversee product management, and improve productivity of materials and capital investments. This special issue of Mining Engineering examines productivity in the mining industry. First, there are articles about various, and different, factors that affect productivity in each of ME's five main readership areas - exploration, mining, processing, coal, and industrial minerals. There is also a look at mining industry productivity from the manufacturer's view. The next section of this special issue is devoted to some topics that affect all areas and sectors of mining: research, management practices, computers, maintenance, and energy management. Then follows case studies in exploration, coal, and iron and steel. These studies provide examples of practices and strategies used by companies and operations to boost productivity.

Jan 11, 1983

By Samuel A. Reipas

Introduction The ore mining industry has been successful because of technological progress and huge sums of capital investment. But new technology and plants have not come cheap. The problem now is companies will run out of money before they run out of ideas. Survival Strategies Industry survival strategies demand restructuring and new plans. Inland's prescription for the future includes: • Continued emphasis on technological improvements to upgrade pellet quality and lower costs; • Effective use of human resources resulting in employee satisfaction and improved planning and productivity; • Deliberate, well planned, and documented cost-control programs for the short- and long-term; and • Capital investments to support the first three initiatives. Technology Technological changes are not only required by the need for operational improvements, but by product quality improvement dictated by the user - usually the blast furnace operator. Established ambient measurements of pellet quality, such as tumble index, compression strength, porosity, size distribution, and chemical composition, are no longer considered meaningful in predicting pellet performance in a blast furnace. New specifications, called low temperature and intermediate temperature properties, have been recently introduced. Low temperature specifications are characterized by disintegration of pellets in the 500°C (930°F) range in the upper portion of the granular zone during the hematite-to-magnetite transformation in blast furnace stack. Intermediate temperature properties (measured by 1000°C or 1800°F) are characterized by swelling, reducibility, and compression strength after reduction, reflecting conditions in the lower portion of the granular zone of the furnace. These new parameters are being used for pellet quality evaluation at Inland, and will be introduced at its Minorca mine for more routine analysis and correlation with the pellet furnace operation. With increased emphasis on quality, effective communication between the blast furnace operator, research, and the pellet plant operator is critical. At Inland, this is accomplished through technical meetings where the opportunity is provided to solve problems, establish a common understanding on the value of quality, and develop future quality standards and programs. With the degree of sophistication in determining pellet quality as it affects blast furnace operation, the future pellet plant operator will actually be producing a custom pellet. Human Resources Technological change has been a strong point at Inland, and will continue to be. However, human resource management is equally important. Is management giving sufficient attention to employee motivation and involvement? It is a way to improve productivity, reduce costs, and enhance employee job satisfaction. The industry is beginning to understand the principles and the potential for tapping employee brainpower. The payoff can be handsome. Management has to be willing to share both information and power if participative management is to live up to its potential. It has to become more flexible and be willing to adapt to change on the human side. Management should embrace rather than fear employee involvement. Given time, joint problem solving will replace adversarial attitudes and pay dividends for both sides. Productivity and product quality will improve and new dimensions of employee job satisfaction will be achieved. But, it will not happen overnight. Attitudinal change must permeate the organization from top to bottom. This change is needed to support the working relationships and give everyone a sense of direct and meaningful involvement.

Jan 11, 1983

Ten years ago, only 3% of Consol's underground coal production resulted from using the longwall mining method. Today, that figure has grown to 45% and has helped the Pittsburgh-based concern fuel an upswing in productivity. The company reported that productivity at its underground mines, excluding labor strike periods, increased 24% between 1978 and 1981. Last year, an additional 8% increase was achieved. Efforts such as improved safety, training, engineering, and maintenance programs as well as the closing of unproductive mines has contributed to these gains, according to Joseph M. Richards, Consol's executive vice president of operations. But, Richards adds, a great part of the credit goes to longwall mining. What is Longwall Mining? To fully appreciate the advantages of longwall, one needs an understanding of how mining is done by other methods. For instance, in both conventional and continuous mining, rooms or tunnels are dug in the coal seam. Pillars of coal are left standing to support the roof as mining moves forward in the seam. In conventional mining, a slot is cut in the base of the seam and holes for blasting are drilled. After blasting, the coal is loaded. A more efficient method - continuous mining - uses a machine that combines cutting and loading. Longwall mining, by contrast, works backwards from the end of a panel. Two parallel sets of tunnels (development panels) are cut into a seam with continuous mining machines, then connected with a set of crosscuts at the far end. Min¬ing then proceeds back toward the entrance. Longwall mining employs some very productive machines. Large drum shearers, for example, run on a track along the length of the coal face for some 150-180 m (500-600 ft). The shearers cut the coal which falls onto a conveyor system or pan that also runs the entire length of the face. The longwall crew works under a roof of heavy steel supports called shields. As the coal is removed, shearers, pans, and shields are moved forward by hydraulic rams. The roof is allowed to collapse behind the shields. In addition to increasing production, longwall mining is considered to be safer because the miners work under strong steel shields. New designs have made them more rugged and maintenance free, as well as more stable on soft mine floors. Early roof supports, called chocks, had gaps in the roof canopies. The new roof shields now cover the entire working area and are better able to prevent roof material from falling into the working area, thereby improving safety and productivity. Longwall mining also results in a cleaner product in many mines. If the first layer of rock over the coal seam is thin, it might have to be removed with the coal in a room-and-pillar operation so a

Jan 11, 1983

By Robert F. Reeves, Stephens A. Avary

Introduction People, systems, methods, and organization make up maintenance productivity. Methods promote efficiency in operations, systems ensure consistency and continuity, and organization maintains direction and control. The common denominator in these techniques, though, is people. Management systems can be technically correct, but fail to work because management systems do not work by themselves - people make them work. Therefore, the foundation for mine maintenance productivity must begin with the people involved. Traditionally, the emphasis placed on mine maintenance, as opposed to production, is not proportional to the impact that maintenance has on a mining operation. The performance and productivity of mine maintenance substantially affects the operating costs, revenues, and profits of the mine. The mining industry has recently experienced a period of economic depression. While it has created financial problems in all segments of the industry, it has caused the industry to focus on the need for improved productivity. Mining companies that have made investments in productivity during this period will have a competitive edge during the recovery, and mine maintenance may be the best place to put that investment. Future lost production and maintenance cost problems can be avoided if mine management has the foresight to seize the opportunities that now exist. Background Technological improvements over the last 30 years have been dramatic in the industry. Before these changes, mining equipment was not very sophisticated. So maintenance needs were not very sophisticated. Maintenance people were not required to have any formal training in mechanical or electrical skills. At many mines there was no formal maintenance organization. The mechanic was a part of the section crew and received direction from the face boss. Mine maintenance was not a function, it was a task. Technological change in mining came about in response to an expanding economy and greater demand for mined products. The past 20 years brought about a change in the kind of individual needed to mine ore and coal, and an even greater change in the person needed to maintain equipment. Equipment went from mechanical and pneumatic to complicated electrical and hydraulic. Maintenance progressed from being a task to being a function. Types of Mechanics Mine maintenance workers can be grouped into three categories based on experience: mechanics with more than 20 years, five- to 10-years, and less then five years. These groupings have influenced mine maintenance productivity. The 20-plus mechanic has been the foundation of the maintenance force. He had no formal training and his skills were acquired on the job. As new equipment was introduced, he learned to repair it by trial and error. Not all of what he learned was correct. Personal initiative and conscientiousness are characteristics of this group. They have experienced the bad times and the good, and appreciate the opportunity to work. The five- to 10-year group worked with the older, more experienced mechanics to acquire maintenance skills. These mechanics came in during industry boom times, and many progressed quickly by being in the right place at the right time. Many in this group have difficulty with diagnostic trouble-shooting, and depend on changing out parts to identify problems. This group is generally more mobile and less apt to have a strong work ethic. Mechanics with about five years experience have vocational training, some formal education or basic skills training. Like the five- to 10-year group, these miners are mobile and tend to move readily to satisfy their changing needs. These two younger groups are less apt to feel any loyalty to the employer or obligation to be productive. Their attitudes and abilities reflect the influence of their general age groups, and has a definite impact on mining productivity. Past Requirements In the 1960s, the basic requirements for a maintenance supervisor was that he be a top mechanic, get along well with the men, and be a hustler and improviser. He learned the details of new equipment as repairs were needed. Oftentimes, this individual would be the only person on the property with the ability to read prints, use diagnostic testing equipment, and troubleshoot using an analytical approach. This approach to maintenance is sufficient when the equipment design is reasonably uncomplicated. Management Changes As technology progressed, organized labor gained strength, government regulation increased, and the job of supervising and managing people had to change. The environment has changed and

Jan 11, 1983

With the rapidly growing use of hydraulics in mining equipment, maintenance personnel should be familiar with the various components in hydraulic systems. Hydraulic systems do wear out - the fluids they transport are hot and turbulent, the equipment they power often imposes tremendous pressure pulsations and bending stresses, and the working environment is harsh. Therefore, even though hydraulic hoses are made of remarkably trouble-free components, they do need to be replaced periodically. There must be coupling methods that allow hoses to be replaced without disturbing other components. Couplings must also provide a variety of leak-resistant connections between hoses and other components in the hydraulic circuitry. Threaded Connection and Seals Hydraulic coupling thread ends and sealing arrangements are standardized, with many types available. Their outward appearance varies, but coupling configurations are recognizable by examining threads and seals and comparing them to the examples provided here. Iron Pipe Thread There are two kinds of iron pipe threads normally used in mining equipment circuitry - National Pipe Tapered Thread for Fuels (NPTF) and National Pipe Straight Thread Mechanical Joint (NPSM). The NPTF seal is the engagement of the coupling threads, called thread interference. When tightened, the tapered thread of the male fitting binds into that tapered thread of the female fitting to form a relatively leakproof seal (Fig. 1). In the NPSM seal, there is a 30° angle seat machined into the end of the male NPTF fitting. This seat engages with a mating 30° angle cone on the inside of the female fitting. Female NPSM fittings have straight threads, as opposed to the tapered threads of the NPTF fittings. However, most NPTF solid male fittings also have a 30° angle seat enabling them to be used with NPSM female fittings (Fig. 2). JIC and SAE Fittings Joint Industry Conference (JIC) and Society of Automotive Engineers (SAE) seals are formed by joining two mating, conical metal surfaces. The coupling threads are used to bring and hold these surfaces together to form a leak-resistant seal. A JIC connection is a solid male threaded end, with a 37° machined male nose, mating with a 37° female flare seat. When connected, the mating surfaces are held together by the threads, but the threads do not form the seal. The female seat is created by flaring a tube end or machining the interior surface of a stem to 37°. A female JIC has a swivel nut, allowing the sealing surfaces to be joined together without twisting a hose or twisting the seats against each other (Fig. 3). JIC couplings are frequently used on low, medium, or high pressure hydraulic circuits on mining equipment and machinery. The SAE connection is similar in appearance and sealing characteristics to the JIC system, except the angle of the machined male nose and female flare seat is 45° (Fig. 4). "O" Ring Fittings Seals for "O" ring fittings are formed by compressing an "O" ring against an exposed machined surface on a mounting block or hydraulic component part. The "O" ring must be compatible with the type of hydraulic fluid used (Fig. 5). An "O" ring boss connection is made of a male straight thread

Jan 10, 1983

By William J. Miles, Raymond E. Blair

The oil and gas drilling industry is the largest user of "functional" industrial minerals for well drilling and completion. (Functional industrial minerals can be defined as those used for performance characteristics rather than composition.) This industry's use of industrial minerals involves complex mining, processing, and distribution of products. The cost of these products at the well site reflects the complexity of distribution to typically remote locations and the cost of service. Table 1 illustrates the use of functional industrial minerals by the drilling industry. The total tonnage shown is almost 2 1/2 times larger than the 3.3 Mt (3.6 million st) of kaolin used by the paper industry for filling and coating, another major use for functional industrial minerals. Drilling fluids are an indispensible part of a drilling operation. These fluids perform several functions simultaneously. They cool and lubricate the drill bit, remove formation cuttings, increase the specific gravity of the fluid to counteract formation fluid pressures, provide a filter cake on the wall of the drill hole to prevent drilling fluid loss to the formation, protect the porosity of producing zones, and prevent reaction of the formation or formation fluids with the drilling mud. When porosity of a formation exceeds the ability of the drilling fluid to form a wall cake, it is referred to as lost circulation. Because these fluids are being constantly formulated for changing formation conditions, they require a skilled technician or drilling mud engineer on the site at all times. Drilling fluids are composed of oil or water as the liquid phase, and industrial mineral products and chemicals to control chemical and physical properties. The basic function of viscosity and suspension result from the use of gelling clays and chemical and mineral dispersants; specific gravity of the mud is adjusted with mineral weighting agents; filtration control is maintained by clays and various natural and synthetic polymers; platey minerals and scrap products are used for controlling lost circulation in porous or fractured zones; salts are added to the mud to inhibit shale and clay swelling; chemicals are added for pH adjustment, prevention of corrosion, and as scavengers for formation fluid components. Because of the clay component, drilling muds have rheological properties different from conventional fluids, behaving as Bingham plastic fluids as opposed to the Newtonian behavior of water and oil. Newtonian fluids will begin to flow with the application of any force, however small. Bingham plastic fluids require a finite force or shear stress (yield value) before flow begins. Thixotropy is another property of clay-based drilling fluids. At rest they form a gel structure that suspends the weighting agents and rock cuttings. These gels break down when a finite force is applied and circulation is restored. At the bit where shear rates are the greatest, the viscosity or resistance to flow decreases, so hydraulic pressures and pumping costs are minimized. A drilling rig provides a means of rotating a hollow pipe attached to a cutting bit. A mud pit or tank is used for mixing the drilling mud and its components. A centrifugal pump delivers this fluid to the drill ripe and down to the bit

Jan 10, 1983

By Bruce A. McKinstry

Introduction For many major mining projects the time frame from initial planning to production can be measured in decades. Hecla's Silver Shaft project, scheduled to go into production by the end of this year, includes a complete surface facility, shaft with an ultimate depth of 2.4 km (7,700 ft), complete ore pass and loading pocket system, and 610 m (2,000 ft) of development drifting and stope preparation. The project was conceived in the fall of 1979, and the duration of a mere four years from conceptual engineering to production is testimony to what can be accomplished when a mining company and a contractor work as a team rather than developing into two warring camps, as often happens. Engineering In 1979, Hecla Mining Co. awarded a contract to J. S. Redpath Corp. to perform feasibility investigations and design engineering related to a proposed new shaft facility at the Lucky Friday Mine. The Lucky Friday, in Mullan, ID, is a major producer of silver, as well as significant quantities of lead and some zinc. In late 1979, stoping was in prog-

Jan 10, 1983

By C. Hosten, K. V. S. Sastry, D. J. Kawulok-Englund

Introduction Since the last decade the iron ore processing industry has undergone drastic changes from supplying screened and natural ores to manufacturing tailored concentrates and pellets. Increased need for the beneficiation of lower grade iron ore deposits and the increased demand for higher grade concentrates necessitate finer grinding of iron ores before concentration. The normal filtration stations used in the past are experiencing difficulties in dewatering the finely ground concentrates to moisture levels acceptable for balling. In addition to finer grinding, applications of complex beneficiation techniques has decreased the filterability of the concentrates and create problems in filtration of iron ore concentrates. An overview of the filtration literature indicates there are few research reports on the dewatering of iron ore concentrate slurries. There exists a need to understand the principles and mechanisms involved in the filtration of iron ore concentrate slurries with a goal of developing more efficient filtration techniques. This paper presents the results from the first phase of our research program that included the development of a reproducible benchscale filtration technique and the investigation of the filtration behavior of eight iron ore concentrates.

Jan 10, 1983

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 Don Fisher, Jean Juilland

Introduction A section of the Federal Land Policy and Management Act of 1976 specifies the procedure for areas the US Bureau of Land Management manages that have wilderness qualities. In part, FLPMA specifies that within 15 years of its approval, the Secretary of the Interior shall review roadless areas of 20 km2 (5,000 acres) or more and roadless islands of public lands identified during the inventory as having wilderness characteristics described in the Wilderness Act of 1964. Further, the Secretary shall report to the President his recommendation as to the suitability of each area or island for preservation as wilderness. However, before any recommendations for, wilderness designation, mineral surveys shall be conducted by the US Geological Survey and the US Bureau of Mines to determine if any mineral values are present. And finally, a Presidential recommendation for wilderness designation becomes effective only if so provided by an Act of Congress. BLM Inventory Procedures To fulfill these legal requirements, BLM is inventorying the land it manages for wilderness qualities. Since the law sets special provisions for Alaska, BLM included in its inventory only the public lands it manages in the conterminous US. In 1980, after public input, BLM picked 967 areas to be considered as Wilderness Study Areas. All of the selected WSAs are in 11 western states and the areas total about 97,128 km2 (24 million acres). From these 967 areas, through its multiple-use planning system, BLM is making initial recommendations of areas to be considered suitable for preservation as wilderness. Those WSAs that BLM initially considers suitable for wilderness preservation will have mineral surveys conducted by the USGS and the USBM, to determine mineral values. Based on these mineral surveys and other resources information including wilderness qualities, the Interior Secretary will report to the President his recommendations on the WSAs suitable for wilderness preservation. To make the initial recommendation of suitability, BLM managers will need information about geology, energy, and mineral (GEM) resources as well as information about other resources. BLM has begun a GEM assessment program to provide its managers with that information. This program is designed to provide information for a WSA suitability decision process that aims to supply minimum necessary GEM information. In essence, the program will provide preliminary assessment of the mineral potential for each WSA. Assessing the WSAs To accomplish this, a two-phase program was designed. In phase one, only existing data are collected and used. In phase two, new data are generated and added to existing data. Phase two begins only if BLM geologists, mining engineers, or managers consider the information provided in phase one as inadequate. This avoids unnecessary work and expenses and allows the program to proceed without undue delay. Figure 1 shows the two-phase process, including BLM's GEM in-

Jan 10, 1983

By E. Sabina Brady

Over the next two decades there will be significant trade and development opportunities in China for mining, engineering, equipment, and construction companies interested in becoming part of the development of China's chemical and fertilizer industries. At last count, China's phosphate ore reserves of 11.8 Gt (13 billion st), ranked fourth in the world behind the US, the USSR, and Sahara-Morocco. However, a recent statement by the head of the Ministry of Geology and Minerals, Sun Daguang, claims that with increased prospecting in the last few years, China's phosphate reserves now rank first in the world. Whatever the actual size of its known and potential reserves, China's present phosphate processing capabilities fall far short of demand, while the substantial progress that has been made in this area points out the severity of the problems that still remain. Since 1949 China has developed 181 mines and increased its phosphate concentrate production from 10 kt (11,000 st) to 10.86 Mt (11.97 million st). By the 1980s, China was the third largest chemical fertilizer producer in the world-although this claim is slightly misleading as China's nitrogen/phosphate potassium ratios are far from average world ratios and even further from US standards. According to the Sixth Five Year Plan promulgated in 1982, the country's development plans emphasize the expansion and upgrading of key energy and industrial sectors, including that of fertilizer production-specifically phosphate and potash. Within the framework of the plan, the Ministry of Chemical Industry's development priorities are to: • Increase potash production by 150% to 50 kt (55,115 st). • Raise phosphate fertilizer production 21.2% to 2.8 Mt (3.1 million st), 46 kt (50,705 st) of which will come from new projects constructed and completed within the Sixth Five Year Plan, with projected new production of phosphate concentrate and complex fertilizer in the next decades totaling 500 kt (551,146 st). • Commence work to increase phosphate ore production by 8.33 Mt (9.18 million st). Facilities for 2.43 Mt (2.68 million st) will be completed and come on stream by 1985. • Commence work to increase iron pyrite ore production by 3.69 Mt (4.07 million st), facilities for 2.9 Mt (3.2 million st) will be completed and come on stream by 1985. • Verify 600 Mt (661 million st) of new phosphate ore reserves. Since the promulgation of the Sixth Five Year Plan, Chinese authorities have announced that 70 key construction projects will receive top priority in the implementation of the plan. These projects include five in the chemical industry area, including the construction of four fertilizer plants in Urumqi (Xinjiang), Zhenhai (Zhejiang), Beijing, and Lucheng (Shanxi), and a pyrite mine in Yunfu (Guangdong). In addition, by 1985 the state will expand or construct three major phosphate mines: Wangji in Hubei, Kaiyang in Guizhou, and Kunyang in Yunnan. Fertilizer Ratios In 1982, China's fertilizer production was slightly higher than 12 Mt (13.2 million st) and consisted of 80% nitrogen, 19% phosphate, and 0.19% potassium. By 1985, state officials project that fertilizer production will reach 13.4 Mt (14.8 million st) and consist of 78.4% nitrogen (10.5 Mt or 11.6 million st), 21.2% phosphate (2.8 Mt or 3 million st), and 0.39% potassium (52.3 kt or 57,605 st). To attain the world average using the country's 1985 projected production level for nitrogen, China will have to double its 1985 phosphate production to 5.76 Mt (6.35 million st) and increase its 1985 potassium production almost 80 times to 4.1 Mt (4.5 million st). These numbers demonstrate the seriousness of the fertilizer production problem in China today and the long-term nature of the problem's solution. Development Examples Yunnan is the third largest phosphate-rich province in China with verified deposits of 1.9 Gt (2.1 billion st). Despite this abundance, the province only mines around 3 Mt (3.3 million st) of phosphate rock annually. In June of this year, Yunnan announced its intention to initiate 39 development projects within the next two and a half years, requiring an estimated $200 million worth of foreign investment. The three areas receiving the most emphasis will be:

Jan 9, 1983

By Wallace W. Roepke, James C. Church

Introduction The history of mining machine development has been and is one of "bigger is better." While this may not always be true, it is currently the only approach open to machine designers without specific in situ cutting force information. The US Bureau of Mines has tried to modify this approach by supporting research, both in the laboratory and in field tests, that demonstrates that bigger is only better if the equipment is used correctly. In-house research has shown conclusively that deeper cutting reduces both dust and energy (Roepke, Lindroth, and Myren, 1976). This approach has been applied to a large Lee-Norse (LN456) continuous mining machine, which confirmed that slow deep cutting is beneficial and does not have a negative effect on production (Black and Rounds, 1977; Black et al., 1978). Specific in situ engineering data needed on coal cutting forces have not, however, been obtained by field tests with the LN456. Although the machine was instrumented to obtain data on one seam, it would be impractical to move the machine from mine to mine. It became apparent that a portable, easy to use device was needed for obtaining coal cutting forces in situ. Such a device could provide the engineering data needed by manufacturers, the site-specific cutting information needed by operators, and a field research tool to establish correlation with laboratory cutting tests. Design and Development According to a set of design guidelines established by the Bureau, the proposed device should be able to measure cutting forces directly with standard coal cutting bits, be transportable by two miners, and be self-contained. These guidelines were given to Ingersoll-Rand Research Inc. (IRRI). The contractor performed a rigorous review of 16 existing in situ portable tester designs, none of which could use a standard coal cutting bit to measure cutting force directly. These included a wide range of devices, all of which are discussed in the final report (Banerjee and Wisner, 1982). A series of design tradeoffs were established to satisfy initial design guidelines. The final deci¬sion was heavily weighted by an industry survey to determine the preferred concept from four man¬ufacturers and four operators. To assure ease of use with maximum information, all respondents wanted a linear cutting device that could work in seams down to 1 m (40 in.). The final design choice was between a linear and a rotary tester. The rotary tester would cut on an arc in the same manner as a rotary drum machine. It had several faults, however, that could not be resolved within the scope of this contract. The worst was related to arc cutting (Roepke, Lindroth, and Myren, 1976). Since any bit cutting on arc enters the coal at zero depth, goes to maximum depth only at the horizontal centerline, and exits at zero, maximum cutting force is obtained only at the instant the bit crosses the horizontal centerline. This centerline peak response would require that many replications be made with an arc-type cutter to get reliable force information. The arc-type tester would require extensive face preparation to establish the cutting path and extensive wasted clearing cuts to advance the device for additional layers of cuts. The linear tester could be mounted directly on any face or rib with only minor preparation. By its nature, a linear cut at a constant depth provides multiple peak force data over the length of the cut, thus reducing the required number of replications. The final review of these two major design concepts plus indus-

Jan 9, 1983

By H. V. S. Tingley, D. Helfant Ghose

"Ten years ago," said a mining industry personnel manager, "we used to wine and dine new mining engineering graduates. Now I can pick and choose among men with 10 years of experience." Comments like that are common throughout the industry today. During the 1970s, the US and Canada did indeed suffer from a severe shortage of mining engineers, especially experienced ones. Moreover, it seemed likely this North American shortage would worsen. Increased production of minerals and coal was pushing demand for mining engineers upwards, and there appeared to be substantial new employment prospects for them in the nascent synfuels industry. The oil majors entering the mining industry were pushing for an increased professionalization of mining management, heralding a trend towards higher intensity in the use of mining engineers. In response to the shortage, mining schools expanded their programs dramatically. By 1982, American schools were churning out more than 600 new mining engineers per year, compared to barely 200 in 1970 (Table 1). The timing of the explosion in the number of mining engineers could not have been worse. The downturn in the economy and the resulting slump in the mining industry coincided almost exactly with peak output of mining engineers. The market for mining engineers shifted from shortage to surplus with startling rapidity. The new crop of engineers, no longer courted by the mining companies, struggled to find any mining jobs. At the same time, experienced mining engineers found themselves thrown into the job market, some for the first time in decades. The current oversupply of mining engineers is assumed to be a temporary phenomenon. As the economy recovers, the demand for mining engineers is expected to pick up at least enough to absorb today's surplus. Not so, according to a recent study by Fenvessy and Schwab, a general management consulting and executive recruiting firm. In 1979, Fenvessy and Schwab was commissioned by a group of major mining companies to conduct a worldwide study of supply and demand for mining engineers to the year 2000*. The study began at the height of the North American shortage. One major objective of the study was "to identify means by which business and educational institutions may cope with and alleviate a future shortage of mining engineering talent." The findings, however, ran directly counter to expectations. The current oversupply will not disappear with economic recovery, the study concluded. In fact, the US and Canada are facing a massive oversupply that will probably last until the end of the century, unless enrollments in schools are reduced. Study Method Fenvessy and Schwab's conclusions are based on supply and demand models for mining engineers that it developed in the course of the study. Specifically, predictions for the supply of mining engineers are based on a survey of the 54 mining schools that account for about 90% of the world's annual output of mining engineering graduates. This survey asked for data on historical and projected number of graduates, obstacles to further expansion, changing trends in the use of mining engineers, and graduate career patterns. Fenvessy and Schwab developed three mining engineering supply scenarios from the survey data. The high case, considered unlikely for most of the industrialized world, is based on a continuation of the 1970's soaring growth rates. The middle case was established from the mining schools' own estimates of future growth in the number of graduating mining engineers. Finally, a "low growth" case for the US and Canada assumed that the number of graduating engineers will remain at current levels. Mining engineering demand was forecast using a complex model based on the demand for 50 major minerals. Formulas were

Jan 9, 1983

By Nellie E. Guernsey, Louis J. Sousa, Alfred Weiss, Nickolas J. Themelis

Over the past decade, numerous factors have led US copper firms to face increasingly severe competition from low cost foreign producers. As a result, greater attention is being devoted to developing and implementing new technology that can reduce costs and maintain the competitive position of domestic firms while simultaneously meeting environmental requirements. To obtain a better understanding of the likelihood of the development, adoption, and use of innovative copper technologies in the future, the Bureau of Mines contracted with Mineral Systems Inc. of Stamford, CT, to undertake a systematic survey of technological experts in industry, government, and the academic community. According to the survey, major developments in exploration over the next 25 years are likely to be in technologies that facilitate analysis and interpretation of deposit data rather than those that enable the collection of additional data. Most new copper mining and beneficiation technologies are likely to represent evolutionary extensions of existing systems with a notable increase expected in the application of information systems technologies and computer control methods. A possible movement towards increased usage of continuous mining systems in copper was also noted. Experts indicated that several copper smelters are under consideration for extensive renovation and, as a result, flash smelting technology is expected to become much more widely used in the US. A gradual movement toward continuous smelting methods was also forecast. In copper refining, the major technological change expected is the gradual automation of various refinery operations. Finally, though increased usage is expected, in situ solution mining and hydrometallurgical processing of sulfide ores are not expected to become widespread over the forecast time horizon. This first article in a two-part series describes the survey method chosen and the technological innovations selected for eval¬uation. Also discussed are the assessment panels, background scenarios, critical events, and diffusion forecasts. Next month, part two will address technology forecasts resulting from the study. Featured are discussions on future copper exploration, mining, beneficiation, smelting, refining, and recycling. A cost/benefit analysis will also be included. Methodology Selection of Assessment Method To develop a consensus forecast of technological change in the copper industry, a technique for systematically polling subjective opinions of experts was required. After conducting a literature survey and some preliminary testing, the direct probability assessment method was selected. With this assessment method experts are asked to express in quantitative terms their judgment of the probability that a specified event will occur, usually over a series of time frames. The method was chosen because the experts were observed to be more comfortable with this approach during the testing period, and the results of this process effectively satisfied the assessment objective. The experts generally could provide more precise estimates of the timing of future events using this technique because it was the least cumbersome of the assessment methods tested. Identification, Selection, and Description of the Technologies The initial list (Table 1) of innovative copper technologies assessed in the study was developed from two principal sources: knowledge and expertise of the study team and a review of relevant technical literature. From this list of 47 potential technologies, 10 were selected for detailed assessment. Table 2 lists 35 technologies that were subsequently identified in the first series of assessments. Twelve technologies from this list were also selected for detailed evaluation in a second assessment round. Criteria used for the final selection of technologies for detailed assessment specified that: • The expected impact of each technology on copper supply (i.e.,

Jan 9, 1983

By J. G. Clevenger

Introduction Computer-based haul truck dispatching has been operational at Tyrone since May, 1980. The system, known as Dispatch, has accomplished significant productivity gains compared with the former method of manual radio dispatching. These gains translate into a reduction in equipment requirements or an increase in production. An operational mine may choose to increase production or reduce the number of equipment shifts operated, resulting in substantial operating savings. Dispatch Description The core of Dispatch is a VAX 11/780 computer. Originally purchased with 512 kbytes of memory, the system is now upgraded to 3.75 Mbytes to accommodate users from all areas of the operation. Dispatch alone requires 200 kbytes of locked-in memory, with an additional 300 kbytes of memory available on a top priority basis. The computer, located in the Tyrone Branch general office building, is connected by under-ground cables to the dispatch tower, 3.2 km (2 miles) from the general office. Four two-paired lines are used to drive two cathode ray tubes, a printer, and the Dispatch master panel. One CRT continuously displays pertinent pit information for the dispatcher's use. Routinely displayed transactions include truck assignments, changes in shovel material type, truck and shovel breakdowns and delays, and changes in truck, shovel, or dump status. Er¬ror detection capabilities include late arrival and improper input from the field panels. The second display terminal is used for utility reporting and input functions. Status reports are displayed for availability, position, and material type being handled by any given truck or shovel. Fuel reports are available indicating the time last fueled, quantity of fuel delivered, and the time spent fueling. A truck factor utility reports relative performance to other trucks and a shovel utility reports efficiencies in tons per shovel shift. Instantaneous shift reports and mine status reports are available. Inputs such as lineups, operator changes, new travel times, shovel bias, tie down times, and lunch times are all handled with the utility display terminal. The printer records a hard copy of operating truck locations and production from the beginning of each shift. If there is a system malfunction, the printer copy is readily available to the foreman for radio dispatching. The Dispatch master panel is a microprocessor-based panel that allows the dispatcher to override any computer-assigned transaction. Classification of "bad order" conditions and acceptance of certain field messages is entered through the master panel. This panel communicates with all truck and shovel field panels via UH radio frequency through a repeater tower located on a high ridge contiguous to the mining area. Each truck and shovel field panel unit transmits a coded signal that is identified by the computer. A typical communication sequence between field panels and the computer for one complete truck cycle is: • The truck panel LED display indicates the shovel number to which it is assigned. The truck arrives at its assigned shovel and the operator presses the "Arrive" button on the truck panel. As the computer receives the "Arrive" message, it concludes the return (empty) travel time and begins accumulating idle time before loading. • When the first dipper of muck is placed into the bed of the truck, the operator presses the "Load" button. The computer concludes the truck idle time accumulation and begins the loading time calculation. • When the truck is loaded, the shovel operator presses the "OK"

Jan 9, 1983

By Sabina Brady

Investment in the ferrous sector between 1981 and 1985 will total about $9 billion, or 7.6% of the state budget for capital assets. The money will primarily go to complete the first stage of the Baoshan Iron and Steel complex and to increase steel production by 3 Mt* (3.3 million st) and seamless tubing by 0.5 Mt (551,000 st). Investment in 1983 will be about $3.5 billion, a 28% increase over 1981. Although data on nonferrous investment is less specific, the Chinese announced early this spring that the country's investment would be 2.6 times greater than the average spent during the previous five year plans. Geological surveying will also be stepped up. The Ministry of Geology and Minerals recently announced it will incorporate a search for metal and mineral resources into its second round of oil and gas surveys. The Sixth Five-Year Plan desig¬nates some actual production targets. Steel is to increase to more than 72 Mt (79.4 million st). The country's production of 10 priority nonferrous metals - aluminum (and bauxite), copper, lead, zinc, nickel, tin, antimony, mercury, magnesium, and titanium - is to increase 12.7%. Top priority is to develop aluminum production. Renewed efforts are to be made to develop gold and silver production and to increase rare earth and rare metal production. By April 1983 when the China Nonferrous Metal Industry Corp. was established, some five months after publication of the Five-Year Plan, the goals for nonferrous development had already been upgraded and changed to include: • development priority status equal to that of coal's; • an increase of more than 150% in the 1985 projected production level for the 10 top nonferrous metals (a move from the Sixth Five-year Plan's production increase of 12.7% to one of 34%); and • modification of the top 10 nonferrous metals list to include tungsten, molybdenum, and rare earths. Aluminum, copper, lead, and zinc maintained primary importance, while mercury, magnesium, and titanium were deleted. It is likely that the modification will be taken one step further and titanium will be substituted for antimony. China has already indicated its intentions to stabilize rather than expand its antimony industry, while press reports play up the titanium industry's importance to the country's development. In addition, the China Nonferrous Metal Industry Corp. announced that it expects to register a progressive annual increase of 4% in foreign currency earnings through export. China's nonferrous development efforts, therefore, appear two-pronged. First, the country's efforts will be directed toward self-sufficiency in its four major process and primary metals - aluminum, copper, zinc, and lead - and a number of other nonferrous metals that are in increasing demand by its light industry sector. At present, 96% of China's non¬ferrous consumption is composed of aluminum, copper, lead, and zinc. Substantial portions of that must be imported to meet rising demand. Second, efforts will concentrate on those metals that can be developed the fastest and are in "urgent demand" on the international market. Metals such as tungsten, tin, molybdenum, titanium, nickel, and rare earths will be given freer use of foreign capital and technology to increase production levels and raise quality. Examples of some projects in the area include upgrading the country's carbide industry and developing new high speed and tool steels to meet international standards. Foreign involvement and sales have been reported in each area, particularly with regard to sales of deposition equipment and presses by Swiss and West Ger-

Jan 8, 1983

By James R. Oehler

Progress, future challenges, and the continual search for more efficient and rapid methods of excavating underground openings and shafts were main themes at the 1983 Rapid Excavation and Tunneling Conference (RETC) held June 12-16 in Chicago, IL. The event, jointly sponsored by the Society of Mining Engineers, the American Society of Civil Engineers, the Canadian Institute of Mining and Metallurgy, and the Engineering Institute of Canada, offered a diverse program for both civil and mining engineering disciplines. Although all papers given at the three-day conference were noteworthy contributions, and each is included in the conference proceedings currently available from SME, there were a few sessions that had particular mining-related interest. Research, Acceptance Needed for Water-Jet Technology Water-jet-assisted rock excavation is seen by some as a technology moving from the prototype phase to a fully developed, accepted system within the next decade. For an industry that is traditionally fairly slow in accepting significant changes, this development appears especially noteworthy. However, speakers at the water-jet technology session generally agreed that many large US manufacturers are not viewing water-jet-assisted equipment as viable replacements for all-mechanical systems. This, they fear, may mean some US manufacturers will lose a significant share of certain equipment markets to foreign competitors who are moving aggressively ahead in this area. Despite the advantages of increased cutting rates, reduced power requirements, less dust, prolonged bit life, and reduced sparking in many cutting situations, water-jet technology applied to mining is apparently having some acceptance problems in the US. R. J. Evans, professor of industrial engineering at the University of Pittsburgh, noted that there are several perceptual barriers to water-jet coal cutting; such as uncertainties concerning the fu¬ture demand for coal and the reliability of equipment, apprehensions that jet-assisted equipment will make the mine operator dependent on specific types of hard-to-obtain equipment, and fears about accessibility of the equipment for repairs. Evans also said numerous parameters need defining before taking advantage of water-jet-assisted cutting systems in under-ground coal mining in the US. For the cutting head, information must be obtained on optimum bit geometry and spacing, and maximum and minimum torque requirements. For a complete US water-jet cutting system, Evans added, research is needed to establish optimum jet pressures, jet powers, number of jets per bit, and location of jets relative to the bit. One research project making progress towards optimizing parameters for a water-jet-assisted drag bit cutting system for coal mining was described by Levant Ozdemir, director of the Earth Me- .

Jan 8, 1983