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RMCMI members were welcomed at 12:30 p.m. by President McKeever. Following the luncheon held at the Conference Center, McKeever introduced Mr. Brooks Mitchell who is President, Human Resources Management, Inc. in Richardson, Texas. His topic was "Perspective on the Last Five Years. " The RMCMI Championship Tennis Tournament was held at the Marriott's Mark courts under the direction of Chairman Alan W. Czarnowsky and his committee members Mary Kay Aisenbrey and Jon Pratt. EVENING Tuesday, June 29, 1982 From 6:00 to 9:00 p.m. a Mini-Banquet was held for the young people of RMCMI members in the East Room of Lionsquare Gore Creek Lodge. The 6:00 p.m. time found RMCMI members gathered for a social hour at Marriott's Mark poolside, The Annual Speechless banquet followed at 7:00 p.m. in the Conference Center. After the dinner, President McKeever introduced the Golf and Tennis Chairmen who announced the prize winners. Robert W. Wilson, Chairman of the Nominating Committee, presented the following slate of officers for 1982-83: President, Vernal Mortensen; Vice Presidents-Colorado, Charles W. Margolf; Montana, Art K. Neill; New Mexico, Robert Diederick; North Dakota, James A. Brown; Utah, Bernard Bernstrom and Wyoming, John T. Goodier. It was moved by Loren V. Linville, seconded and carried that the elective ballot of RMCMI be cast for the officers as nominated. Mr. Wilson advised RMCMI that a successor to Mrs. Whiteside would be selected at a later date by the Committee and Executive Board inasmuch as Mrs. Whiteside's resignation had been received only ten days earlier and there had been no time for interviews. There being no further business, the meeting was adjourned at 9:30 p.m. MORNING SESSION Wednesday, June 29, 1982 President McKeever called the meeting to order at 9:30 a.m. in Salon A of the Marriott's Mark. New business included a report of the Auditing Committee and it was moved by Chairman Paul Hronich, seconded and carried that the Financial Report as prepared by the Treasurer, Mrs. Augusta Whiteside, be approved as submitted. The report of the Resolutions Committee was presented by Chairman Ed Ziolkowski who moved that certain resolutions be approved. The motion was seconded, carried and the resolutions follow: 1. RESOLVED, WHEREAS, in the year since the last convention of The Rocky Mountain Coal Mining Institute, the Institute and the coal industry have suffered the loss, through death, of the services of: John Chrystal Richard R. Fenner G. D. Grayer Albert M. Keenan C. E. Osborn Stanley C. Shubart George Sumers Cal Witmer NOW THEREFORE, BE IT RESOLVED, that there be recorded in the minutes of The Rocky Mountain Coal Mining Institute recognition of the passing of these members, who have so greatly contributed to the advancement of the industry, both nationally and in the Rocky Mountain area, and that a copy of this resolution be sent to the next of kin as evidence of the sincere and deep regard and sympathy of the members of the Institute. 2. RESOLVED, that in recognition of the faithful service to the coal industry generally, and to this Institute in particular, the status of Life Membership in The Rocky Mountain Coal Mining Institute be hereby conferred upon these members: John T. Leech George C. Lindsay A. George Setter

Jan 1, 1982

By D. Harrington

My acquaintance with rock, dusting as a preventive of wide spread explosions in coal mines dates from the fall of 1914 and the spring, summer and fall of 19.1.5 when I had an opportunity to observe the staging (both before and after) of several of the explosions in the Experimental Mine at Pittsburgh and saw violent explosions stopped by rock dust, also saw violently explosive coal dust made insensitive by use of rock dust to ignition or to propagation or spreading of an explosion. From this work I became a convert to rock dusting though I had previously been a firm believer in watering methods and am yet a firm believer that watering, methods have a well defined place in promoting the health and safety of our coal miners. In 1916, while in the Bureau of Mines service, I made an underground study and a report to the Bureau on the first extensively rock dusted mine, in the United States, the Delagua Mine of the Victor American Fuel Company near Trinidad, Colorado, there being then some ten miles of entry in that mine which had been kept well rock-dusted for at' least four years The dust used was " adobe" or surface soil screened from sweepings of the dry surface wagon roads through a screen with one-eighth inch openings, the dust giving about 20% through 200 mesh and about, 10% of approximately 1/8-inch size. The material was collected during dry weather by contract at $1.00 per ton (sacked) and was accumulated in summer and stored for winter and spring use. The dust was scattered through haulage entries by hand or by an electrically operated blower and was held on shelves along the ribs or between and on timber caps with from 1/4-inch to 2-inch thickness of the rock dust. The cost of maintaining the 10 miles of entry well dusted was about $1,500.00 per year or $150.00 per mile per year. Total cost of 'the rock dusting over a four-year period was about $6,000.00, about 2,500 tons of dust being used and 2,000,000 tons of coal produced; the above cost included about 1,200 days labor dusting at $2.50 per day, 2,500 tons of rock dust at $1.00. per ton and miscellaneous labor, material, repairs, power cost, etc., amounting to about $500.00. The cost per ton of coal produced for keeping 10 miles of entry rock dusted being about 3/10c. In addition to the rock dusting, some sprinkling was done, chiefly in the interior of the mine, costing about 2/5c per ton; and due to spilling of coal and sifting of coal .dust through loose cars on the entry floors, the floors of haulage roads were kept sprinkled between and just outside-the rails. Total cost of sprinkling and rock dusting was about .7/10c per ton much less of course than the same work would now cost. Between January, 1916, and July, 1924, my duties in the Bureau of Mines allowed me, to follow up and make underground inspections and reports on more than 20 coal mine explosions and fires in a number of states of the union and in this work a large number of samples of road, rib, and other dusts were taken to ascertain the effect of moisture, roof and floor dirt, etc., upon the propagation or the stopping of the explosion; also a large part of my work was to obtain evidence pro and con as to influences affecting the disasters and very prominent among those influences were the occurrence or use of water, water drippers, or ponds, as well as of sand, roof or floor rock or dust on floor, ribs, etc. The Dolomite explosion near Birmingham, Alabama, in November, 1922, and the Dawson No. 1 Mine Explosion at Dawson, New Mexico, in February, 1923 (at both of which I made underground inspection and report) both starting on main intake haulage road and both in mines which had fairly elaborate watering systems, convinced me that at least as far as freezing can occur on main intake air courses which also act 2s main .haulage ways, rock dusting is likely to be much more dependable than sprinkling. In making up the report on the Dawson Explosion to the Bureau of Mines (copy of which also

Jan 1, 1925

Jan 1, 1974

The following pages contain valuable information about the products and services offered by our advertisers

Jan 1, 1984

Jan 1, 1960

By Bill Reid

Jan 1, 2007

President Robert Wilson opened the meeting at 9:00 a.m. He introduced William A. Bear, General Manager Bear Coal Company, Inc., Somerset, Colorado, who presided over the session. George Nugent, Peter Kiewit Sons' Company, Sheridan, Wyoming, presented a most interesting film "Montana Mine Reclamation." His biography follows: George Nugent first entered the coal business in 1943 when he developed Peter Kiewit Sons' Co.'s first coal mine-Big Horn Coal Company at Sheridan, Wyoming. Since that time he managed an expansion program for P.K.S. in mining that resulted in the development of two other producing mines - Rosebud Coal Sales Company at Hanna, Wyoming and Decker Coal Company at Decker, Montana, in which Pacific Power and Light is a partner. Applications are now pending for a third mine. Black Butte, a joint venture of P.K.S. and Rocky Mountain Energy Company, near Point of Rocks, Wyoming. Nugent is a Past President of the Wyoming Chapter, Association of General Con- tractors, Wyoming Mining Association and Rocky Mountain Coal Mining Institute. He was President of Big Horn Coal Company and Rosebud Coal Sales Company as well as Manager of the Mining Division of Peter Kiewit Sons' Co. and Decker Coal Company when he retired Jan. 1, 1975.

Jan 1, 1976

Bowdil Co. Bucyrus-Erie Co. Coal Age Coal Mining Cobre Tire Dresser Construction FMC Corp. T. J. Gundlach Machine Co. Ingersoll-Rand Joy Mfg. Co. K&P Sales Engineers, Inc. Kennametal Lively Mfg. Co. Long Airdox Co. MSA McLanahan Corp. National Mine Service Co. Page Engineering Co. Plateau Supply, Inc. Pyramid Parts Scandura, Inc. TIC Utah International Utah Power & Light Co. Western Energy Co.

Jan 1, 1986

Jan 1, 1995

BHP-Utah International, Inc. Coal Magazine Crane & Hoist Sales, Inc. Cummins Southwest, Inc. Cyprus Coal Company Harnischfeger Corporation Hemscheidt Corporation Jennmar Corporation Joy Technologies, Inc. K&P Sales Engineers, Inc. Kennametal, Inc. Kerr McGee Coal Corporation McLanahan Corporation National Mine Service Company The North American Coal Corporation Peabody Coal Company Pittsburg & Midway Coal Mining Co. Roberts & Schaefer Company Santa Fe Pacific Coal Corporation Southern Pacific Lines Tamarron Resort Utah Power & Light Company Utility Fuel

Jan 1, 1991

By Mike Onsager

Jan 1, 2006

Anixter Bros., Inc. Bowdil Company Bucyrus - Erie Company Cincinnati Mine Machinery Co. Coal Age Conoco, Inc. Cummins Power, Inc. FMC - Material Handling Equipment Div. Fox & Associates, Inc. Goodman Equipment Corporation Jeffrey Mining Machinery K & P Companies Kennametal, Inc. Lee-Norse Company Lively Manufacturing & Equipment Co. Long-Airdox Company McLanahan Corporation McNally Group Mine Safety Appliances Company Ohio Brass Company Page Engineering Company Peabody ABC Pelton Equipment Company, Inc. Plymouth Rubber Company, Inc. Stearns-Roger Corporation TIC The Industrial Company of Steamboat Springs, Inc. UNC Teton Exploration Drilling, Inc. Uniroyal, Inc.

Jan 1, 1982

The Bowdil Company Bucyrus-Erie Company Card Corporation The Cincinnati Mine Machinery Co. Coal Age Coal Mining Cobre Tire Cummins Power, Inc. FMC Corporation - MHE Division T. J. Gundlach Machine Division/Rexnord Inc. Imperial Oil and Grease Company Ingersoll-Rand Jeffrey Mining Machinery Division, Dresser Industries Inc. Joy Manufacturing Company K&P Sales Engineers, Inc. Kennametal, Inc. Lively Manufacturing & Equipment Co. Long-Airdox Co. MS A McLanahan Corporation National Mine Service Company Distributor Products Division Page Engineering Plateau Supply, Inc. Plymouth Rubber Company, Inc. Pyramid Parts Div./American Alloy TIC - The Industrial Company Tricon Metals & Services, Inc. Uniroyal, Inc. Utah International Inc.

Jan 1, 1985

By J. F. McDermott

The problem of converting our raw coal, and especially those coals that are not suited for long storage, in other words soft, into a fuel which would be at once clean; of a high B. t, u. content and low ash, is one that has occupied the minds of many able chemical engineers and hydrocarbon technologists during the past few years. Low temperature carbonization is the present outcome of this line of research, and many methods have been evolved of recent years to turn out a serviceable, useful fuel, and at the same time, save the by-products. As most of the research and data within my experience and knowledge pertains to lignite or sub-bituminous coals, I will confine my remarks to coals of that character and grade: I might say that Colorado coals, commonly called lignite, are not in reality true lignite, but are sub-bituminous, although I have in my possession an analysis of a Colorado coal which shows a moisture of 17 per cent, volatile 31.5 per cent, fixed carbon 28.8 per cent, and an ash of 22.7 per cent, and B. t. u. less than 8,000. Even this, though useless for domestic or indeed industrial purposes, could not be classified as true lignite. However, for the purposes of this paper I will refer to these coals as lignite. Two thousand pounds, or one ton, of raw lignite carries about 20 per cent moisture. This, of course, varies in some coals, but is, I believe, a fair average. For carbonization purposes this is usually dried to a 5 per cent moisture, therefore leaving but 1,700 pounds of coal to be placed in the retort. From present knowledge, and with the average process of carbonization, 70 per cent of this coal will come out carbonized, or 1,190 pounds, to which is added about 10 per cent pitch, which is fried out as the coal passes through the retort, and which is used as a binder, making a total of 1,360 pounds of coke or carbonized coal. This is usually in appearance a dark colored, rather porous coke of about the size of pea coal. It burns without smoke and have a very high B. t. u. content. According to most authorities on this subject, carbon, hydrogen, oxygen, nitrogen, sulphur and ash constitute the only elements on which carbonization value of a coal depends, and of these hydrogen is the most important. It is claimed the value of a coal for carbonization purposes may be roughly surmised from the hydrogen content. If this is promising, that is, showing an available hydrogen content of from 3 to 5 per cent, the coal should be given a careful ultimate analysis. Should the seam, as often happens in lignite coals, show varying bands of coal of different structure or appearance, samples should be taken from each band as well as a gross sample taken down the face of the seam in the usual way. This is in order to determine what part of the seam is most promising for by-product processes. A seam showing a high nitrogen content adds to the attractiveness of the coal in carbonizing as; if available nitrogen is 2 per cent or better, it should give a very high ammonia yield.

Jan 1, 1923

By Michael A. Poling

Ladies and gentlemen, I appreciate this opportunity to be with you, and to share my outlook on the future of Federal coal leasing. I'm told that you wanted the best speaker on this subject in the world. Perhaps it's a reflection of these trying financial times, but I'm glad you finally agreed to settle for the best speaker your budget would afford. I have been asked to give you some insight on the status of Federal coal leasing, and how the budget problems facing the Department will affect the coal program. So I've polished up my crystal ball, and I'll try to give you a peek at the future. Before I do that, however, let me first go back in time - to when this Administration took office in 1981. We had a coal program then, after a hiatus of ten years. But that program was untested and - for reasons well known to all of you - did not work well in practice once we began operating the program. We went back to the drawing board and redesigned the program so that it can do what it is intended to do. We've made the program more predictable. That means that when future lease sales are scheduled, those sales will be reflective and reactive to the need to lease coal. On February 26, Secretary Hodel unveiled a framework for resumption of Federal leasing program activities, ending a more than two-year suspension of regional coal sales. The new program will provide the opportunity to satisfy market demand for acquiring and developing new leases, assure the government of fair market value for its coal reserves, and provide a stable supply of coal for this country's energy needs. The new program grew out of the Department's response to recommendations of the Linowes Commission and the Office of Technology Assessment, coupled with a supplemental environmental study. The Linowes Report, issued in 1984, contained 36 recommendations and three Judgments on leasing levels, tract selection, sale procedures, appraisal methods, key statutory and related factors, and organization and management of the leasing program. Major changes in the new leasing program reflect these concerns. We have developed a definition for captive tracts and devised procedures to appraise their value to the adjacent coal or mine owner. Other steps include a coal lease appraisal guide which describes our appraisal methodology and is available to the public. Improvements have also been made in the gathering of lease assignment information to help in estimating the value of potential lease tracts. To improve market analysis, a three-tiered system will be used to ensure that steps of the lease sale decision process are undertaken in the context of coal supply and demand. Regional Coal Teams will thus have the advantage of long range, regional and tract specific market studies to help them determine whether sufficient demand is expected first to warrant the initiation of activity planning, then to set regional leasing levels, and finally to actually offer specific tracts for lease sale. Sale procedures will also be improved in many ways to encourage competition, improve the chances for receiving adequate bids, and to evaluate whether bids represent fair market value. We made additional modifications to the program in response to the OTA recommendations. Regional Coal Teams have been given a larger role in recommending key decisions concerning the amounts of coal to be studied and the actual selection and scheduling of tracts for lease sale. These recommendations will be accepted unless the Secretary can cite an overriding national interest factor, or a governor's request to modify the recommendations. Smaller, more frequent sales will be held, to better judge market conditions and prevent over- or under-leasing. Public participation guidelines have been written, to document all opportunities for the public to comment at various stages in the planning process. We also decided that resource management plans prepared after the passage of FLPMA in 1976 must be completed, in order for a new round of lease sale planning to begin. The BLM will also beef up its procedures for consulting with affected Federal agencies during the planning process, to assure that the purposes and values of those agencies are considered and factored into land use decisions. To assure consistent use of an adequate data base in coal lease decision-making, Regional Coal Teams will develop standards and guidelines for data adequacy, and document the use of these standards. These procedures will also be applied to the unsuitability criteria screening process. Thus, the new leasing system announced by Secretary Hodel: is fully responsive to recommendations made by the Linowes Commission and the Office of Technology Assessment for improving environmental planning and fair market value procedures; gives the regional coal teams a major say in determining leasing levels, and on the timing,

Jan 1, 1986

By Jessica Smith

Jan 1, 2009

By J. A. Bullington

Mr. Chairman and Gentlemen: Some of you men may know who are familiar with what we have been doing in the C. F. & I. the last three years, that we have revamped our entire method of cost accounting from the pit bosses' report through to the final report of the president. The basic ideas involved in our cost system are not ours. They were given us by one of the best management and industrial engineering concerns in the country-at least they have that reputation. All I can do now is to try to pass on to you some of the ideas we have from various sources and the methods we have used in teaching those ideas to our coal men on cost accounting. This will not be a technical paper. I tried to put it in language we could all understand, and I hope I will be talking the same language that you gentlemen talk when you think about the cost of your coal in your own mines. Accounting of all kinds is classed as overhead expense, and as overhead expense we must justify its cost by the service it gives the rest of the organization. That brings us up to the problem of making the cost department pay its own way, just the same as the power plant has to pay its own way, and we have gotten away from the old idea of cost accounting in that it is sufficient within itself. The cost sheets are only so good as they enable the operating man to reduce his costs. The cost sheets are only just so much work for the cost department, and if they do not help the operating man to control his costs, we figure that is so much work wasted. The cost department works for the operating department.

Jan 1, 1931

Jan 1, 2009

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Jan 1, 1989

By C. A. Herbert

We all deplore the high accident rate of our coal mines, but when brought to task we immediately attempt to appease our conscience by calling attention to the high tonnage rate per fatality in American coal mines as compared to European mines, losing sight of the fact that the accident rate per hours of exposure has shown no improvement during the past twenty years. Measuring our accidents in terms of hours of exposure, not in terms of production, is the only correct method. Certainly it can be of only scant satisfaction to the miner to know that his chances of getting killed this year are as great, or perhaps greater, than last year, but the tonnage rate per fatality will have gone up. We cannot help asking ourselves why it is the other major industries, almost without exception, have made wonderful strides toward reducing accidents, while coal mining stands alone as the one major industry in which no improvement has been made. It certainly cannot be charged entirely to the increased use of machinery and the increased productivity per man employed, as the other industries likewise, or to an even greater extent, have increased the use of machinery and the production per man.

Jan 1, 1931