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By J. J. Snodgrass

Faults, sandstone channels, and abandoned mine workings present severe safety hazards, disrupt mining, and necessitate costly precautions or discontinuance of operations. In addition to fault detection, mining companies have a need to map discontinuities such as seam thinning and previously mined areas in both longwall and room-and-pillar operations. Initial field tests demonstrated successful generation and propagation of higher order guided wave modes. Theoretical studies indicate potential for improved resolution by sensing small details in the coal seam and roof structure. Controlled-waveform source transducers and specialized detectors are particularly useful to preferentially excite and detect the Love (SH) and Rayleigh-type (P-SV) waves, including the higher frequency modes. The distinct observation of reflections using the transducers in the shear wave mode makes feasible the detection of the water-filled voids.

Jan 4, 1985

By Robert S. Shank

Introduction The Pinto Valley open-pit copper mine is located in southern Arizona, 11 km (7 miles) west of Miami. Production at Pinto Valley began in 1974. About 350 Mt (386 million st) of ore and waste was removed by the end of June 1982. At that time, the mine was using more than 90 major equipment items with a total mobile fleet numbering 320. Some of the major equipment consisted of four Marion M4 rotary drills; six P&H 15, 11.5- and 19.1-m3 (15- and 25-cu yd) shovels; and 24,136- and 154-t (150¬and 170-st) Wabco haulage trucks. This equipment was used to move more than 139 kt/d (154,000 stpd) of ore and waste. The mill was processing more than 50 kt/d (55,000 stpd) of mine ore. Shutdown A two-week vacation shutdown began in July 1982. Maintenance jobs were scheduled, and most employees left for the vacation. During the vacation period, copper prices fell below $1.32/kg ($0.60 per lb). Inventories remained at alarmingly high levels. At this point the mine was losing more money operating than it would by being shut down. The vacation shutdown was first extended to five weeks. But, after further evaluation, the mine was shut down indefinitely. In Dec. 1982, Cities Services Co., owner of Miami Operations (which included the Pinto Valley mine and mill), was acquired by the Occidental Petroleum Corp. On March 1, 1983, Occidental sold the operations to Newmont Mining Corp., and Newmont created Pinto Valley Copper Corp., as a wholly owned subsidiary. Copper continued to be produced by the Pinto Valley solvent extraction-electrowinning (SX- EW) plant because of its low cost per pound of production. To ensure proper equipment care during the shutdown, maintenance management was given three goals; • maintain the SX-EW plant; • maintain the environmental and pollution control systems such as domestic water pumps and mine dewatering; and

Jan 4, 1985

By R. J. Sweigard, R. V. Ramani

G.F. Learning The paper by R.V. Ramani and R.J. Sweigard is a wonderful description of the labyrinthine web that has been spun about the mining industry by energetic bureaucrats and politicians over the past 50 years. The remedy for the problem, however, is not more of the same, but less. That may be difficult for the industry to achieve, for it is not a technical solution but a political one. And the current fervor for more detailed planning at all levels of government and private enterprise has become deeply ingrained. The authors recommend the provision of more information about mining and mineral resources to "macro" (i.e., government) land use planners. They apparently overlook, however, the already strong tendency on the part of most government land use planners to consider themselves omniscient. Thus, giving them more information about the technical problems of mining will only make them want to get more and more involved in the "micro" (private, site specific) mine development and production plans of the individual mining firm. In fact, this has already happened at all levels of jurisdiction from municipal to federal government. Examples are legion. The most effective way to ameliorate the adverse impacts of government land use planning on existing and potential mining operations is to: (1) introduce greater flexibility in the definition of land use zones by local and state governments; (2) adopt realistic and relevant ambient environmental performance standards in governing relationships between mineral land uses and concurrent or subsequent nonmining land uses; (3) allow greater leeway for economic considerations in land use decisions in contrast to the explicit legalistic approach now in vogue; (4) recognize that all minerals are not the same and that sand and gravel mining should not be treated the same as underground metal mining, coal stripping, oil field production, or in situ leaching; and (5) eliminate the notion that mining operators should be responsible for determining in detail the use of land by subsequent owners of mined land. This last bit of conventional ethic really makes no more sense than requiring the builders of every shopping center or government office complex to provide detailed plans for the use of that land when its use for shopping or government is ended. Did the builder of Ebbetts Field plan for Brooklyn after the Dodgers went to Los Angeles? Should the developer of the Bingham Pit plan for suburban Salt Lake City after the copper mining goes to Chile? The nation's mining industry must address these questions before further bankrupting itself to provide more data to planners and spending thousands of dollars per acre to create land that when reclaimed is worth only a few hundred dollars per acre. Reply by R.V. Ramani and R.J. Sweigard We thank Mr. Leaming for his valuable contribution. His views on the problems of land use planning and mineral resources are most welcome additions to our paper. As the title indicates, our paper was more concerned with the impacts of land use planning on mineral resource conservation than with the details of the planning process. On the whole, his five recommendations would be helpful for mineral resource conservation. However, we would suggest that the argument he presents for his final recommendation does not address the differences between mining as a land use and commercial or institutional uses. We believe that this difference is the crux of the issue. We share Mr. Leaming's desire to ameliorate the adverse impacts of land use planning. Possibly the most detrimental impact is the loss of mineral resources. Any development, whether mineral or community, that does not give proper consideration to other resources can result in permanent loss or sterilization of resources. With proper planning, some of these losses can be avoided. As our paper indicated, one factor that limits the consideration of mineral resources, and ultimately leads to their sterilization, is the generally inadequate levels of resource characterization and understanding of the unique nature of mineral resources and mining operations. The last point raised by Mr. Leaming is also important. In terms of reclamation and land use planning in mining districts, we certainly do not advocate spending more than what the results are worth. The main thrust of the paper was to explore the avenues for conserving the mineral resources so that, at some appropriate time, the issue of mining and reclamation can still be addressed.

Jan 4, 1985

By Syd S. Peng

Introduction Modern longwall mining, introduced to the US coal industry in the mid-1960s, is the latest coal mining technique. Today, longwall mining produces more than 15% of all underground coal production. The growth of longwall mining in the US is slow. However, nearly two decades of longwall mining have demonstrated that its benefits outweigh the disadvantages. Longwall Advantages Production and Economics - A typical longwall production ranges mostly from 0.9 to 1.8 kt (1000 to 2000 st) of clean coal per shift. This is about three to six times the production of comparable continuous mining units. Furthermore, there are much less rejects in longwall mining, typically 15% to 25%. It must be noted, however, that a new longwall with an inexperienced crew may produce less, depending on mining conditions. But as experience gains, production increases rapidly. Due to its high production, the cost per ton of coal mined over the mine's lifetime is cheaper with longwall mining than with continuous mining. A study on a conceptual mine of 25 year life using actual operational data (Dangerfield, 1981) concluded that the cost per ton of coal mined is 32% cheaper by longwall than by continuous mining. Another benefit from its high production potential is that it enables the production to be concentrated in a few longwall faces versus many units of continuous mining required to achieve a similar production. As a result, mine organization and management simplify considerably. Safety and Savings - Most US longwalls use shield supports that cover the roof with solid canopy and isolate a gob completely from the face area. Thus, if the supports are properly selected and operated, the potential for roof fall accident is almost zero. Furthermore, it is not unusual that a well-run longwall face is much more orderly and cleaner that most well-run machine shops. The ventilation system for longwall mining is the most ideal type. It is simple and unique. No auxiliary fans are required. The fresh air sweeps through the whole face. Its volume and velocity can be adjusted as demanded. Recovery - In spite of multiple entries layout for US longwall panels, the longwall method recovers up to 40% more coal than the continuous mining method (Dangerfield, 1981). The typical recovery for longwall mining is 70% to 85% versus 45% to 80% for continuous mining. Versatility - Longwall mining has been employed successfully in seam heights ranging from 0.8 to 3.7 m (2.7 to 12 ft); in seam inclinations from horizontal to 35°; in overburden depths from 46 to 914 m (150 to 3000 ft); in single or multiple seam mining; and in uniform or irregular seam characteristics. For seam height less than 1.2 m (4 ft), the plow is used instead of a shearer. However, in spite of recent developments, the plow still is unsuitable for hard coal seams. Slow Acceptance How come longwall mining, with so many advantages, has not spread more rapidly? Undoubtedly, the major reason is the large capital investment required. Under normal market conditions, the capital required for a longwall panel ranges from $7 to $11 million. Another factor is the uncertainty of its applicability to any specific coal seam of interest where longwall has not been used or operated successfully. Although longwall mining elsewhere has proven its applicability to wide-ranging seam conditions, there have been several failures in the past two decades. Analyses of those cases show that most failures can be attributed to inexperience, both operational and technical, including equipment selection. Therefore, personnel training on the longwall mining technique is absolutely necessary before its initial operation. Some earlier statements about adverse surface subsidence associated with longwall mining were misleading. Research has proven that surface subsidence under longwall mining is controllable and predictable. And, if longwall mining was mandatory since the onset of coal mining in the US, there would be no surface subsidence problems over abandoned mined land today. It is a blessing that surface subsidence occurs

Jan 3, 1985

By Sandy Clamage

"Seeing the elephant" was a term often heard from 1849 to 1859, the period of the great California Gold Rush. The phrase was used by those who dreamed of instant wealth that was believed could be found in California's virgin earth and mighty rivers. When news of fabulous gold strikes throughout the Mother Lode reached far away places, thousands of gold seekers left home and family to join in this incredible adventure. The barren, placid state of California soon became one of the most bustling, populous areas in the West. Before the Rush Before 1848, Mexico ruled California. It was then a remote region, isolated from the urbane world of the East by 2900 km (1800 miles) of scorching desert and impassible mountains. By sea, it was 29 000 km (18,000 miles) via Cape Horn. Spaniards and Mexicans settled the coastal lands on tracts donated to them by the Mexican government. The inland area was the domain of Indians and a few settlers who also had been granted estates by the government. Among those settlers was Captain John Sutter. He had been fortunate enough to obtain about 11 leagues of land (spanning 100 km or 60 miles in length) from Governor Alvarado of Mexico. Sutter was somewhat of a visionary and possessed a gifted tongue. He managed to receive most of what he desired with minimal trouble. Enchanted with Sutter's personality, Alvarado promised him Mexican citizenship. Alvarado also commissioned him to become "representative of the government and officer of justice on the Northern frontier." With uncanny foresight, Sutter began building a fortress on his land in the Sacramento Valley. It later became known as Sutter's Fort. It was more than just a fort, however. It also became a stopping place and home for many foreigners and Americans who traveled to California, and it eventually became the mecca for overland pilgrims. Sutter engaged in many projects. These included a cattle ranch, fur trade and trapping, and the construction of an irrigation system. With the influx of immigrants over the years, the community around the fort grew rapidly. Lumber was much in demand and Captain Sutter agreed to supply the necessary capital for a community sawmill. The site chosen was some 72 km (45 miles) northeast of the fort on the south fork of the American River in the town of Coloma. During the course of its construction, Sutter's carpenter, James Marshall, discovered a problem with the tailrace on the mill. First Strike Early in the morning on Jan. 24, 1848, Marshall was checking the tailrace. He noticed an object shining in a foot of water at the bottom of a ditch. He reached down and picked it up. His heart began to thump wildly as he realized he was holding a gold nugget. Sutter planned to keep the find a secret for as long as possible. He knew very well that he could become an extremely wealthy man. The ever loyal Marshall remained faithful to his employer and the pair did their best to obtain more

Jan 3, 1985

By Russell L. Wood

Introduction It is the morning after and there is one monumental hangover among many, if not most, of the oil companies that invested in mining in the past decade. How an oil company looks at mining depends on the time period. A few years back, around the time of investment, they were probably looking at a balance sheet of their own that was beginning to go wild. Many of their commodity prices already increased two-, three-, or fourfold, with no end in sight. There was a need to invest their earnings someplace before the stockholders or the government got too interested. And that someplace needed to be an industry where their own management skills could be applied. In mining there was an industry amazingly similar to their own. Both worked with nonrenewable natural resources, dealt with the same types of government agencies, and had the same type of critics and pressures from the general population. Oil executives saw mining as an industry that was somewhat backward as compared with their own. They also saw how a generous ration of the capital and management skills, so handsomely bestowed upon the oil industry, could be used to great advantage. But, looking at mining through the eyes of an oil company today, this is what might be seen: • An industry that has been spectacularly unprofitable for the past few years; • An industry of many commodities, any of which can go bad on short notice for protracted periods, for a variety of unpredictable and uncontrollable reasons, or for no reason at all; • A labor-intensive industry, often beset by labor problems. And with only limited potential for further economic mechanization or automation in today's primitive mining environment; • An industry confronted with external, foreign, and political problems, with no reasonable expectation of near-term relief; and • An industry that does not appear to have many "up" periods in its immediate future. And, there is little chance for either big, fast bucks or long periods of large, steady earnings. What Went Wrong? The visions of a few years back seemed as correct then as today's viewpoints seem to be now. What happened to change these views? What went wrong? The simplest and easiest answer is that if the economy was normal back then, nothing would have gone wrong. This is an easy answer but, unfortunately, probably incorrect. Let us take a broad overview. Certain events enabled and prompted oil companies to invest heavily in mining. These same events were major factors in precipitating the worldwide recession that has grievously injured mining and has brought those mining investments into disrepute. Taking a somewhat narrower, but still broad overview, the simi-

Jan 3, 1985

By S. D. Thompson

An AIME transaction by P.L. Allsman (1960), "Analysis of Explosive Action in Breaking Rock," contains many useful concepts applicable to blast design. Of special interest was the derivation of a heave blasting burden formula, which is important in establishing the maximum burden. Unfortunately, its derivation contains a fundamental error and then a compensating one. This formula was: [ ] The derivation used the impulse-momentum principle, with a 0.3 m thick (1 ft thick) radius of rock mass being acted on by an explosive impulse. However, the rock weight was not converted to mass by dividing by the gravitational constant. This mistake can be verified by checking the units in the formula, which resolve into m%-sec instead of meters. Adding the gravitational constant corrects this: [ ] If the minimum velocity is now taken as 0.3 m/sec (1 ft per sec), as was recommended, excessively large burdens result. Any appropriate rock velocity should be capable of throwing the rock mass a minimum distance so that the swell needed for breakage can occur. Unless the burden is extremely small and the bench height is very high, it is unlikely that a velocity of only 0.3 m/sec (1 ft per sec) will be sufficient. A review of the literature indicates that average rock velocities observed by camera studies typically range from 15 to 30 m/sec (50 to 100 ft per sec) (duPont deNemours and Co., 1977; Tansey, 1979). On this basis, a minimum rock velocity of about 15 m/sec (49 ft per sec) would be expected and not 0.3 m/sec (1 ft per sec). When a velocity of 15 m/sec (49 ft per sec) is inserted into the corrected formula, the results approximate those of the original formula with a velocity of 0.3 m/sec (1 ft per sec). The errors were approximately self-compensating [ ] References Allsman, P.L., 1960, "Analysis of Explosive Action in Breaking Rock," Transactions, AIME, Vol. 217, pp. 475-476. E. I. duPont deNemours and Co., 1977, Blasters' Handbook, 175th Anniversary Edition, Dupont, Wilmington, DE, pp. 233. Tansey, D.O., 1979, "The DuPont Sequential Blasting System," CIM Bulletin, Vol. 72, July, p. 80. Thompson, S.D., 1981, "Critical Review and Revision of Surface Blasting Practice," MS thesis, West Virginia University, pp. 308-316.

Jan 3, 1985

By David M. Stearns

Introduction Millions of tons of coal are shipped by rail each year in the US. Loading those trains efficiently is a topic being studied by coal producers and railroads. Alternatives range from volumetric loadouts to systems that weigh the product, using either belt conveyor scales, track scales, or weighbins. Each system has its proper application and each has pros and cons, depending on the volume, nature, and layout of the specific loading facility. In recent years, a batch weighing system has been developed that offers significant benefits to higher volume operations shipping by a unit train. The Unitrain Loadout System (ULS) features a precision electronic batch weighing system married to a mechanical loadout system by a microprocessor-based digital control system. A batch weighing loadout could be designed using analog electronics or even a mechanical weighbin. But it is the adaption and use of a microprocessor that provides the primary benefits of a unit train loading facility. Those benefits are accurate weight determination, optimum car use, overload prevention, speed in loading, optimum labor use, and documentation of the loading process. Unitrain History The first ULS was erected for iron ore applications in Canada during the 1960s. The first domestic system on coal was installed at Pittsburg and Midway Coal Co.'s McKinley mine at Gallup, NM, in 1978. At present, there are more than 20 Unitrain Loadout Systems in operation worldwide. They are loading minerals, concentrates, and coal. Eleven systems are presently in service or under construction in the US. In the last several years, a number of comparable systems have also been installed. As a result, the concept has been well proven and is now commercially available from several sources. Unitrain Operation The basic operation of a ULS involves loading a unit train with individually weighed batches of coal while it moves slowly under a loadout tower. Typical coal systems are designed to load at rates of 2.7 to 6.3 kt/h (3000 to 7000 stph). The contents of each car can be accurately weighed. This meets the requirements of the National Bureau of Standards Handbook No. 44 for static weighing. Also, cars can be loaded within very close tolerances. This optimizes railcar usage and prevents overloads. Principal components of the loadout system are the main feed conveyor, the surge bin, surge bin gates, weighbin, weighbin gate, flood loading chute, control room, calibration weights, and hydraulic and electrical systems (Fig. 1). Main feed conveyor: Coal is delivered from a storage area by the main feed conveyor. The conveyor fills the surge bin. It should be capable of conveying coal at the same rate at which it is being loaded. Usually the feed conveyor is equipped with a conveyor scale that can display rate in the control room and control feed to the belt. The surge bin will typically store 227 to 272 t (250 to 300 st) of coal. If the loadout is installed in an over-the-track silo, there is no need for a surge bin. Four double-bladed, hydraulically actuated gates are incorporated into the bottom of the surge bin. These gates open to fill the weighbin. Automatic pre-act points are selected by the control system. They shut these gates as the desired weight is approached. The final amount of coal is added by a single gate that closes. This results in a weighed batch of coal within ± 0.5% of the selected optimum load per railcar. Thus, if loading 91-t (100-st) capacity cars, the system is set to batch up 90.2 t (99.5 st) batches. Each car is expected to be loaded between 90 and 91 t (99 and 100 st). Weighbin: The weighbin is next in the flow scheme. Typically, it is

Jan 3, 1985

By Karl A. Smith, Roger T. Johnson, David W. Johnson

Conflicts are common in the mining industry. Engineers are accustomed to addressing issues such as land use, air and water pollution, and health and safety. Although conflicts of interest are important in the industry, they do not have the impact on organizational decision making that controversy does. Controversy is a type of conflict, probably the most important type, for effective decision making and competent problem solving. It exists when one person's ideas, information, preference, choices, conclusions, theories, opinions, or perspectives are incompatible with another's and the two seek to reach an agreement (Johnson and Johnson, 1979). Interpersonal and intergroup controversy is prevalent in the day-to-day functioning of organizations. If constructively managed, this type of controversy has important implications for effective decision making and problem solving. Too few organizational members accept controversy, and almost none attempt to stimulate it. This is because too few of them understand controversy well enough to accept and use it effectively. Most organizational personnel lack the interpersonal skills needed to stimulate controversy and manage it effectively. Discussion of conflicting ideas may not be common in problem solving situations due to the fear and anxiety most people feel in conflict situations. Traditionally, organizations suppressed conflict. They believed it was avoidable, caused by management errors. Optimal organizational performance required its removal. Conflict, though, is inevitable. And optimal organizational performance requires a moderate level of conflict. Management should manage the level of conflict and its resolution, for optimal performance. The current view stresses the importance of controversy for learning. Confronting a person with a different point of view stimulates that person to gather more information to elaborate, justify, or provide rationale for their position. Controversy: Process and Outcomes The decision making process begins with participants categorizing and organizing current information and experiences so that a conclusion is derived. When participants present their conclusions to another group and realize their conclusions are being challenged, a state of internal conceptual conflict or uncertainty ensues. This uncertainty motivates the challenged group to actively search for more information, experiences, and a more adequate cognitive perspective and reasoning process to resolve the uncertainty. Participants will adapt their cognitive perspective and reasoning through understanding the perspective and reasoning of others to derive a new or reorganized conclusion. This process may be repeated several times before a decision is reached. The active search for additional information on the alternatives is also promoted, along with greater mastery and retention of information and a more accurate understanding of opposing viewpoints (perspective taking). Of the many positive outcomes of the use of controversy, the effect on higher level cognitive reasoning and processing is especially important in engineering decision making. Research has been done on expert-novice difference in medical diagnoses, physics problem solving, and geological exploration. It shows that preparation for verbal interaction and the actual verbal interaction with peers with differing view-points promotes the development of expertise. Constructive Controversy Conditions Some controversies among decision makers concerning their preferred solutions to a problem can be beneficial. But sometimes they are not. As with all types of conflict, the potential for either constructive or destructive outcomes is present. Whether the consequences are positive or negative depends on the controversy and the way it is managed. The conditions and procedures of controversy management that determine the outcome include: the goal structure within which the controversy occurs; the degree of heterogeneity of decision makers; the amount of relevant information distributed among decision makers; the ability of decision makers to disagree with each other without creating defensiveness; and the perspectivetaking skills of the decision makers. Goal structure: Two possible contexts for controversy are cooperative and competitive. A

Jan 3, 1985

By S. A. Shoop, J. J. K. Daemen

Site-specific blast vibration prediction can be more accurate than using a universal prediction equation. Vibrations from 37 blasts were monitored using three seismographs. Data analysis showed that square root, cube root, and site-specific scaling predicted ground motion with equal reliability. Imprecise prediction is caused by geologic and blast variability, particularly, inaccurate delay times. Vibrations at some mines were consistently lower or higher than vibrations predicted from US Bureau of Mines (USBM) equations. Vibration restrictions based on USBM studies could then be too conservative or too lenient. Predominant vibration frequencies were generally less than 50 Hz, but several blasts had significant energy up to 125 Hz. In some cases, energy was concentrated at frequencies corresponding to delay intervals.

Jan 3, 1985

By E. Tulcanaza

M.S. Azun I do not at all agree with the basic points of the author's conclusion. The use of lognormal or normal model to respond to the attribute distribution function should be carefully questioned. If fitting a distribution function of regionalized variables is the main purpose, one may employ one of certain well-known families of distributions, such as Tukey's lambda functions. For instance, the distribution function of gold assay values studied by Krige (Krige, 1978) may fit the lognormal model well, but one should not exclude that the basic idea of using the distribution function of observed data is to have insight of the physical mechanism that gives rise to the regionalized variables. In Applied Geostatistics, there are many examples considering only lognormal or normal model for the distribution function of geostatistical data even if the observed distribution function has more than one mode. Of course, using lognormal or normal model always brings easy computation for the statistical properties of attribute under investigation. Still, I object to adopting any of those models without having any "statistical inference." As seen from the author's paper, lognormal and normal model produce the same average grade (0.746% copper) and almost the same sample variance. Therefore, which model explains the probabilistic behavior of ore deposit is always an important question that should be replied by the geostatistician using not the common sense but the statistical and probabilistic methods. For kriging procedures, such as linear kriging, one should describe either second order stationary properties or bivariate properties of regionalized variables. Second order properties, such as correlogram function or semivariogram function, are the inputs of the so-called kriging equations. Selecting one of any useable models for the observed second order properties, such as spherical model, is not easy since the models are not based on the correlations structure of the regionalized variables. How those models being used in Applied Geostatistics can be distinguished is another important problem. One may develop many fitting models to respond to the observed second order properties of regionalized variables. However, I suggest that the model should be based on the probabilistic behavior of geologic process. The author used spherical model for copper, wolfram, and silver grades from isotropic sector (Fig. 2, 4, 3b) and exponential model for silver grades obtained along raises in isotropic sector (Fig. 3a). It seems that those semivariograms given in Fig. 3b for isotropic sector and Fig. 4 may be described by the random model implying that regionalized variables do belong to renewal process (Azun, 1983). If I knew the total number of data points used in estimation, I may prove that my conclusion is correct. Recalling the test for the first order sample correlogram value, the test procedure is introduced such that the independence is rejected if [ ] where Za/2 is the a/2 percentile of standard normal random variable and N is the total number of samples used in estimation (Azun, 1983). For the other observed semivariogram functions I suggest the author might try to use the so-called "Markovian model" describing not only the correlation structure of regionalized variables, but also the physical mechanism that produces the regionalized variables. The Markovian model for correlogram function is, [ ] The Markovian model for the other second order properties of ReV are also derived. T ve B, in the above equation, show, for example, structural change and mineralizational variation in a considered deposit, respectively (Azun, 1983). In selecting any model, it is not easy to search for the "best" response to the observed second order properties of ReV's. The Markovian model, based on a theoretical understanding of underlying mechanism, gives more information about the occurrence of regionalized variables and respond to all properties. Random model and the so-called hole effect structure can be easily defined as a special form of the Markovian model (Azun, 1983). An estimation of any second order properties of regionalized variables may be computed through (N-1) lag. However, the dependency between the regionalized variables may be deemed to have "died out" after the so-called stationarity width (range). In practice, the estimation is carried out through 25% of the total number samples available. Therefore, the large fluctuations around the zero level and variance for correlogram or covariogram function and semi-variogram function, respectively, cannot be observed. Since the number of pairs involved in the estimation of higher second order properties is small, the estimation variance at those lags is large. There is no need to show higher order estimated second order properties. After using one of any kriging procedure for block estimation, the distribution function of average grades has the same mean as the drilling sample grades but

Jan 3, 1985

By T. R. Jr. McMillan

Introduction Examining the short- and long-term job prospects for engineers in the coal industry might include looking at coal tonnage projections, future export markets, federal regulations, and the decrease in overall graduates. But coal is the US most competitive basic industry. As such, why not go back to basics? That is, there are three basic challenges that need to be faced by students, faculty, and members of the coal industry. These challenges are counseling, career placement, and professionalism. Counseling Counseling can include elementary, high school, and college students, as well as individuals already employed. But what happens to students after they have selected a course of study at a particular university? As shown in Fig. 1, only 87,000, or 7.25% of our graduates have technical degrees. Generally, there is a strong market projected for these engineering graduates. However, many students who have majored in other nontechnical curriculums, have to scramble for jobs. This says something about our ability to make students aware of where the real job opportunities are. As a student spends four or five years pursuing a degree, he or she is looking for professional guidance. The student has the right to expect "real world" counseling - counseling that is not "the way it should be" but "the way it is." The influence of faculty members is significant. They should take this long opportunity to tell students not what they want to hear or what the problem's of academia or the industry are, but what the real job market is all about. If faculty do not use this opportunity, they in-advertently-through omission - mislead their students. Once a student graduates and is a working alumnus, faculty should take advantage of their relationship with the student and continue to stimulate conversation leading to a two-way exchange of ideas and information. Faculty should also encourage and solicit financial support for their mining departments from their alumni. These monies, in many cases, will be matched dollar for dollar or more, depending on the company the alumnus works for. In the private sector, the responsibility is to communicate with faculty and students. Alumni can be effective by participating in this two-way dialogue with their professors at meetings, technical seminars, and conventions. In many cases, alumni will employ summer or co-op students in their organizations. While getting to know these students, industry members should level with them on where the true opportunities are and what it takes to be successful. It is important to communicate with both faculty and students candidly on both the posi-

Jan 2, 1985

By R. Kent Comann

Introduction This article describes ways to maximize employment potential for those looking for a job in the minerals industry. Advice on the right way to prepare a resume is followed by tips on where and how to look for a job and ways to make the best of an interview. Information on current salaries is also included. RESUME NAME: Give home and college addresses and telephone numbers, ADDRESS: if still in school. Otherwise, give home address and TELEPHONE: telephone plus business telephone number. JOB OBJECTIVE: What do you want to do? EDUCATION: List degree(s), name of college(s), location(s), and date(s) degree(s) received or to be awarded. Do not list your high school but do include postgraduate education, training, or seminars. WORK EXPERIENCE: List your most recent experience first, and the rest in reverse chronological order. Include dates (month and year) and company names. First show the entire time spent with each employer, then list the various jobs (with dates and duties) you may have had with this employer. MILITARY SERVICE: List dates, branch of service, and duties. If you did not serve, delete this section. COLLEGE ACTIVITIES: Show organizations, sports, and offices held. Only list these if you are a graduating senior, otherwise delete this section. PERSONAL DATA: List age, marital status, height, weight (optional), foreign languages spoken, professional memberships, and health (if good or excellent, otherwise do not mention it in the resume). If you prefer a certain location and would not accept a job anywhere else, list the location desired. Otherwise, do not restrict yourself. Also list special skills, hobbies, or interests that will help sell you to the company. Be brief in this section and use good judgement as to what you say. REFERENCES: Furnished on request. Resume Guidelines There are some things to remember when preparing a resume. These include: • Limit your resume to one page, unless you have a lot of experience. Then it should be a maximum of two pages. • Use 8.5 x 11 plain bond paper, white or off-white. Stay away from colored paper, odd size paper, and cute resumes. They are counter-productive. • Make certain your resume is typed professionally. Be sure to check for spelling, grammar, and typographical errors. • Have your resume reproduced by copier or printing shop. Do not use carbon copies. • Keep your sentences and remarks short and punchy. Use action verbs. • Have a good layout that is easy to read, brief, and uncluttered. Allow some white space in your resume. There are also some things you should not do when preparing a resume. These include the following: • Do not include a photograph or mention your religion, race, or sex. • Do not leave gaps of time unaccounted for in your resume. • Do not include your college transcripts with your resume or list all the courses you took in college. • Do not list all the articles you have written. Only list one or two, if appropriate for, say, a research and development job. • Do not include reference letters with your resume. Any good, prospective employer will make telephone reference checks. • Do not use "Curriculum Vitae," use "Resume." • Do not include unnecessary data such as your social security number, passport number, or PE registration number. If you are a PE or EIT, be sure to mention that in your resume. Do not mention US citizenship or US work permit unless you have a foreign education or are not a native US citizen. • Do not include present salary or salary requirements. This will come out in the interview. • Do not use the word "I" in your resume or refer to yourself in the third person. • Do not lie, distort, exaggerate, or editorialize in your resume. • Do not have your resume prepared by an outside resume service. This is unnecessary, costly, and generally not effective.

Jan 2, 1985

By D. W. Gentry

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

Jan 2, 1985

By Richard L. Stotlar

Introduction During the last decade, the metallic minerals segment of the industry could be categorized as a "feast-or-famine" business. It is no secret that metallic minerals are cyclical. Employment opportunities greatly depend on the supply and demand for its mineral products. It is also not unusual for there to be a lag between the industry's manpower requirements and academia's ability to produce new graduates. Due to this lag, there will be years with manpower shortages, as in the mid-1970s. At other times, supply will exceed demand. The question is where will the jobs be in the years to come? This presentation will review reasons why employment opportunities have declined within the metallic minerals industry. It will also predict future demand for mineral engineering graduates. And it will outline strategies for obtaining an employment offer. Historical Review - Employment From 1977 through 1983, about 75% of all metal mining employees were directly engaged in production activities, down from 83% in 1965. This decline reflects increased use of labor saving equipment, and more government regulation and foreign competition. Metal mining's employment decreased from 74,000 jobs in 1982 to fewer than 68,000 in 1983 - an 8% decline. The overall industry is having these problems because of the general downturn in the economy. For example, at the beginning of this decade, US automobile and steel industries were in trouble. Interest rates were too high and volatile. This adversely affected construction, housing starts, and manufacturing. All these industries, being large users of base metals, drastically affected the metals industry. US copper companies are still having problems. Reports indicate that many copper employers have cut production, laid-off workers, and permanently closed mines, refineries, and smelters. A decline in the demand for US produced metal products, such as copper, obviously affects some mineral engineering employment opportunities. Other factors to consider when looking at employment opportunities and why it has become difficult for US metal producers to compete in the world market include: • The grades of ore bodies of many US minerals are considerably lower than the grades of ores being mined elsewhere in the world. • The grades of ore bodies currently being mined in the US are steadily declining. • Foreign producers are largely government controlled and are not necessarily subject to the realities of supply and demand. • US environmental regulations have considerably added to production costs. Foreign producers in most countries do not have to worry about these additional costs. • US mines are getting deeper. This adds to the cost of production because of the increasing distance the ore has to be transported. • Plants and equipment are outdated. Many companies find themselves operating with equipment and plants that need modernizing or replacing. This obviously hinders competitive productivity. • Labor and management have had problems. Work stoppages in certain mining businesses and high wage and benefit costs in relation to foreign producers place US producers at a disadvantage. • Much land is unavailable. The US government owns most of the land considered to have the best potential for minerals development. Most of this land is unavailable for mining or exploration. Therefore, it appears that finding employment with a company whose primary business is mining and processing most metals, such as copper, in the US will be quite restricted and competitive. Future Demand It is difficult to anticipate what key employment opportunities within the next few years will be available to mineral engineering graduates. The Engineering Manpower Commission estimated that US engineering schools awarded 72,471 undergraduate degrees in 1983 vs. 66,990 in 1982. This was the eighth consecutive year in which the number of baccalaureates awarded has increased. On a brighter note, the US government's Occupational Outlook Quarterly stated that the growth rate through 1995 for all engineers is an encouraging 49% over present levels. The estimated number of engineers employed in 1982 is 1.2 million. The numerical in-

Jan 2, 1985

By R. J. Roman

Introduction This paper attempts to describe the characteristics of the industrial minerals segment of the minerals industry that make it different from the other segments. Also described are the trends, strengths, and shortcomings in the industrial minerals segment. This may help professionals in the minerals industry determine if there is a place for them in industrial minerals. Industry Overview It is difficult to generalize when describing the industrial minerals industry. Some products, such as cement and potash, are produced exclusively by large, well capitalized and technically sophisticated companies. Others, such as sand and gravel, are generally produced by small, family-owned companies operating on a shoestring budget. Still other products, such as feldspar, are produced by both types of companies. Not only are the companies vastly different, the products and marketing of their products are also different. Industrial mineral products are sold based on their physical characteristics (abrasives), or their chemical characteristics (trona), or both (glass sand). Marketing can be direct by the producing plant, a corporate office handling products form several plants, or through distributors. The geologic, mining, and processing skills needed can be minimal or sophisticated. There can even be large differences in the technical skills needed in two plants producing the same product. One feldspar producer may only need to mine and grind his ore, while another may use a delicate flotation process. One easy generalization is that there are industrial mineral operations in all geographic locations. A second is that industrial minerals offers more opportunities to entrepreneurs than the metals field because of the variety in the sizes and types of operations. Industry Growth Industrial minerals must be considered a mature industry. Consequently, little exciting growth can be expected. Over the past 30 years, industry sales have grown at a rate of 6.2%, compared to a 6.7% growth rate of the GNP (Kliff, 1978). A 3.8% growth rate has been forecast for the remainder of this century. The fortunes of those plants producing a product for local consumption will depend on the prosperity of the local economy. The fortunes of those plants that sell into the national market will depend on their competitiveness in their industry. Major industrial mineral products are shown in Table 1. The first three commodities account for 66% of the industrial minerals market. Typically, deposits of stone, sand and gravel, and the limestone, silica, and clay needed for cement are easy to find and mine. Role of Mining Engineers and Geologists Because a sophisticated techcical knowledge of geology or mining is not required, very few geologists and mining engineers are employed in industrial minerals. Geologists working for these companies function less as geologists than managers and executives dealing with permitting and land acquisition. Likewise, mining is done mostly by open-pit methods. It is generally supervised by an individual experienced in the operation and maintenance of heavy equipment, not a mining engineer trained in rock mechanics or computer methods of mine planning. What of the geologists and mining engineers employed by the industrial minerals industry? Many gained their positions as a result of their experience dealing with the regulatory agencies that control the operations of all mines and mills. Their technical expertise in geology or mining becomes only a side benefit. Finding and mining industrial minerals does not generally require the concentrated efforts of geologists and mining engineers. But the processing of the ores does

Jan 2, 1985

By John R. Marks

Introduction An engineer is a builder and a problem solver. He uses knowledge of the properties of matter and energy to furnish the needs of society. Engineers form the bridge between scientific researchers and the general public, most of whom are technologically illiterate. Mining, metallurgical, and petroleum engineers extract minerals from the ground and process them into usable forms. Then, other engineers further process them into society's needs. Minerals engineers deal with more uncertainty than other engineers. Each ore deposit has its own personality and each ore is metallurgically unique. Minerals engineers, therefore, must be flexible, often applying larger safety factors and contingencies than other engineers, and frequently functioning as a jack of all trades. A minerals engineer can work in coal, oil, oil shale, base metals, ferrous metals, precious metals, industrial minerals, strategic minerals, or in exploration. Other mining jobs include banking and financing, education and research, marketing and sales, and government. As a minerals engineer, you may be among the first to work on the ocean floor or the moon. College Preparation A difference between college and industry is the type of problems to be solved. A typical college problem has an exact answer derived from given information. An industry problem is more apt to have a solution chosen from a number of alternatives. Information required for the solution is not given. It must be measured, calculated, looked-up, estimated, or otherwise derived. Solutions involve trade-offs, economics, and human factors, as well as application of physical laws and theory. When a college problem is answered, you move on to the next one. In industry, however, the headaches may just be starting with the implementation of the solution. Students often complain that they see little use for the theory they are learning. This is valid. A good professor will link theory and practice. Another difference between college and industry is the price of failure. In college, you can make a half-hearted effort in an assignment and take your C or D. On the job, however, poor engineering results in potentially effective projects being rejected and unsound projects being undertaken. Poor performance results in cost overruns, schedule holdups, oversights, disgruntled employees, irate bosses, unsafe structures, and unreliable systems. The costs are time, money, and possibly lives. The student pays the university for his work - not the other way around. So the rewards for good schoolwork often seem nebulous. But education must be viewed as an investment. Working for good grades will help you think better, learn more, receive better job offers, and perform more effectively on the job. There is no substitute for hard work. Avoid taking the easiest electives. If you desire a more liberal education or dislike rigorous physical sciences, mathematics, or engineering courses, change majors. Remember, you are training to be an engineer, not a computer programmer or market analyst. At least one summer of industry employment is necessary for minerals engineering students. The sooner you gain actual experience, the sooner you will know whether to change majors. Most large companies hire students during summer. It is best to send out applications around Christmas break. First and second year students usually work as laborers. Upper-classmen may work as engineering technicians. Students must sometimes choose between returning to a company at a higher position or trying a different company at a lower position, for more varied experience. Both alternatives have advantages. Do your best on these summer jobs. The company is watching. If you do well, the chances are good you will get a job offer when you graduate. Good references are important when you begin job hunting. Interviewing occurs near the end of your school career. The standard procedure is to send your resume with a cover letter to each company you are interested in. The resume for a graduating engineer with little experience need not exceed one page. The cover letter must be written for the individual company.

Jan 2, 1985

By G. H. Roybal

Humic-acid-rich deposits exist in Arkansas, Florida, Louisiana, New York, North Dakota, Michigan, Minnesota, Texas, and Wyoming (Burdick, 1965) and in New Mexico (Shomaker and Hiss, 1974). New Mexico humic deposits are associated with coal in the northwestern part of the state where humate and weathered coal are presently mined. Discussion of the humic -acid industry in New Mexico requires an understanding of complex terminology and coal geology. TERMINOLOGY Humic material is not a pure substance so an ambiguous and complex terminology is in use by geologists, chemists, soil scientists, agronomists, and producers. Material mined for its humic-acid content is an extremely variable mixture of base-soluble humic, fulvic, and ulvic acids and their salts, formed during partial or complete decay of organic matter. This decay releases a high-molecular-weight organic material which is darkly colored, partly colloidal, and weakly acidic.

Jan 1, 1985

By William G. Davenport, Eric H. Partelpoeg

Direct smelting of copper in a single vessel has long been the extractive metallurgist's dream. Such a process offers the important advantages of (i) maximum use of the energy available from oxidizing the sulphur and iron of the concentrate; (ii) restriction of SO2 emissions to a single constant-strength source; (iii) minimum materials handling and (iv) elimination of at least one process step. Extensive developmental work was carried out in the 1960's and 1970's to implement such single-step processes. Some of the processes reached the prototype stage and it appeared that copper smelting technology was on the threshold of a new, efficient, minimum-pollution era. Since that time, however, the forward thrust has slowed and single-step smelting is still a process of the future. The paper describes in detail the potential advantages of single-step smelting; its history and current status; and the reasons why it has not been adopted industrially. It concludes that the potential benefits of single-step smelting are powerful and that many of the difficulties encountered in the 1970's will be overcome in the 1980's.

Jan 1, 1985

By Robert S. Hendricks

The paper describes the design and operation of a Shaft Boring Machine (SBM). The machine has been developed by The Robbins Company. It is anticipated that the prototype, which will bore shafts in the 6.1 to 7.3 m (20 to 24 ft) size range, will be placed in operation during 1985. This pioneering application of rapid excavation technology is expected to lead to significant improvements in the cost and speed of shaft construction. The technical and economic factors which have limited the employment of Shaft Drilling and which caused unsatisfactory results with earlier attempts at Shaft Boring are reviewed. The design criteria adapted to overcome these problems are discussed. Cost and performance estimates are presented and are compared to conventional sinking methods. Factors that influence the application of the SBM to specific projects are reviewed.

Jan 1, 1985