Search Documents

By Drew F. Holbrook

Most of the siliceous rocks of the Arkansas Novaculite are novaculite, but they also include some chert, siliceous shale and, rarely, sandstone. Novaculite is defined as a homogeneous mostly white or light-colored rock, translucent on thin edges, with a dull to waxy Juster, and comprised almost entirely of microcrystalline quartz. The most plausible theory of origin for novaculite is that primary silica from submarine volcanism was picked up by organisms and deposited as amorphous silica, which was subsequently converted to microcrystalline quartz (novaculite) through diagenesis. The Arkansas Novaculite crops out over an east-west distance of 200 miles in the Ouachita Mountains of Arkansas and Oklahoma. Three divisions of the formation have been defined: a Lower Division, almost entirely massive light-colored novaculite; a Middle Division of interbedded dark chert and shale; and an Upper Division of massive calcareous novaculite. The Lower Division and most of the Middle Division are Devonian in age, and the remainder of the Middle Division and all of the Upper Division are Mississippian. The massive novaculites of the Upper and Lower Division attain their maximum development along the southern and central outcrop belts of the formation in Arkansas, and it is these rocks that are the source of current silica production. The calcareous novaculite of the Upper Division weathers readily to a light-colored, porous, less brittle rock, and in places to tripoli deposits. Currently tripoli is mined from a single deposit near. Hot Springs, Arkansas, and the rock is processed for highly specialized filler and abrasive applications. In the vicinity of Hot Springs, Arkansas, certain novaculite layers from the Lower Division with unique textural characteristics are quarried and processed into whetstones. Several small quarries produce this rock for two local and one out-of-state whetstone-fabricating plants. Chemical analyses of composite samples of novaculite from both the Upper and Lower Divisions taken at widely separated localities average 99 percent SiOz indicating a substantial resource of high-silica rock.

Jan 1, 1978

By Brian Flintoff

SCOTT COULTER: Our second speaker today is Brian Flintoff. Brian graduated from the University of Alberta in 1973 with a master's of science degree and worked as a project metallurgist at Brenda Mines until 1977. He returned to the University of Alberta in late 1977 to work on his Ph.D. and later joined the faculty of engineering in 1980, leaving in 1988 to rejoin Brenda in the newly formed process technology division. In 1998 he left Svedala-Brenda to take a position with Simons International's newly formed enterprise development services group. His topic today is "People: Reduce, Reuse, and Recycle." INTRODUCTION BRIAN FLINTOFF: Historically, the mining industry has relied on the people within a corporation to get things done. The culture of most companies was one of a slow but sure development of people, processes, equipment, and technology. Many of the larger companies supported in-house engineering and research organizations. However, the metal market pressures of the 1980s and the emergence of the global economy in the late '80s and early '90s put enormous financial pressures on the industry. As the old adage says, "necessity is the mother of invention," and the mining industry, like many others, has undergone a transformation. A cornerstone element of the transformation was the downsizing (or right-sizing) that was calculated to "trim the fat" from the capital and operating budgets. The goal was and is to find the highest sustainable operating profit.' While I'm sure one can find examples of losers (e.g., those who can be classified as suffering from corporate anorexia or institutional Alzheimer's) in such business reengineering efforts, there is little doubt that, on the whole, the transformation has been successful. The reality that now faces mill management is "How to do more with less?" At the risk of oversimplifying, one can look at this on two levels:

Jan 1, 1998

By C. M. Jones

Cyprus Sierrita Corp. has developed a training program that has led to several significant improvements in safety performance and productivity. Truck productivity has increased 6% as measured by truck cycle times. Increased skill levels and awareness on the part of the mine's operators are due to the new training effort. Costs associated with productivity training have been about $185,300. This includes program development and execution costs, as well as lost productivity during the training itself. These costs are offset by $1.9 million in savings attributable to the increased skill levels of technicians due to the training effort. Cyprus Sierrita is a subsidiary of Cyprus Amax of Englewood, CO. The company operates a copper and molybdenum mining and processing facility south of Tucson, AZ, near the town of Green Valley. The Cyprus Sierrita operation produces about 109 kt/a (240 million lbs/ year) of copper, 11.3 kt/a (25 million lbs/year) of molybdenum, 31.1 t/a (1 million oz/year) of silver and 1.8 t/a (4,000 lbs/year) of rhenium. The opera¬tion employs 770 people at the site. About 200 of these employees work in the mine operations. Mining at Sierrita uses standard open-pit techniques. Crews of 43 people rotate on 12-hour shifts. Hourly technicians are nonunion and do not use rigid job classifications to define pay. Rather, the system is designed to pay employees for what they are able to do. Administering this effort requires that training opportunities are provided to those people who desire them. Successful training opportunities al¬low people to gain skills. The more skills an employee can demonstrate, the higher his or her "tech level." A technician's pay is commensurate with his or her tech level. Much of Sierrita's training in past years concentrated on building basic

Jan 1, 1998

By Bruce K. Cantrell

As part of a continuing study of diesel exhaust aerosol characteristics, the Bureau of Mines has applied Chemical Mass Balance (CMB) model source apportionment analysis to evaluate a size selective sampling method for determining the separate diesel exhaust and coal dust aerosol concentrations in a diesel equipped coal mine. Size selective sampling was used under the premise that diesel exhaust aerosol dominates the submicrometer aerosol size range, while most of the mineral dust aerosol is greater than 1 m. A micro-orifice, uniform deposit impactor (MOUDI) was used as the size selective sampling method. Concurrent samples of mine aerosol were collected using a dichotomous, respirable aerosol sampler. This sampler separated the fine and coarse size portions of its sample at 0.7 m. Trace element concentrations for in-mine aerosol sources and the dichotomous samples used by the CMB model were measured using Instrumental Neutron Activation Analysis. The CMB analysis, applied to both the fine and coarse fractions of the respirable mine aerosol, yielded the mass concentration contributed to each by diesel exhaust and mineral dust aerosol sources. The MOUDI size distribution data were analyzed using nonlinear regression to parameterize the fine and coarse fractions of the sampled aerosol and to estimate the contributions to each fraction from both coal dust and diesel aero- sol sources. For the diesel mine visited, analysis of the MOUDI samples yielded a value for the fraction of the fine aerosol attributable to coal dust of 15[]7% fine fraction coal from analysis of the MOUDI samples versus 25[]4% from the CMB analysis. The remainder of the fine aerosol in the mine was diesel exhaust aerosol. CMB analysis confirms the original premise for such sampling. After correcting for the presence of coal dust in the fine aerosol fraction, analysis of the MOUDI size distributions yielded estimates of respirable mineral and diesel exhaust aerosol concentrations that were accurate to with-in 10% of values determined by the CMB apportionment.

Jan 1, 1987

By Guy G. Jr. Granger

INTRODUCTION Due to the current depressed state of the mining industry, many mining companies have been forced to operate at less than maximum capacity. This paper will describe how the AMAX Henderson Molybdenum Mine and Mill near Empire and Parshall, Colorado respectively have utilized operations scheduling and budgeting to achieve production targets at minimum operating costs The AMAX Henderson Molybdenum Mine and Mill have been operating most recently at approximately sixty percent of maximum capacity. OPERATIONS SCHEDULING Production Targets. The production targets are tons, operating days, tons per opera- ting day, head grade, recovery, and pounds of molybdenum. One specific objective of operations scheduling is to meet the production target for pounds of molybdenum. Present market conditions dictate that production be adjusted to match sales of molybdenum. Over-production and creation of molybdenum inventories is unacceptable. In summary, the product ion target for pounds of molybdenum must be met, but not exceeded. Capacity. The AMAX Henderson Mill single stage open crushing circuit capacity is 48,000 dry short tons per day. The AMAX Henderson Mill single stage semi-autogenous primary grinding mill circuit capacity is 38,000 dry short tons per day. All other AMAX Henderson Mi 11 circuits such as rougher flotation, regrind, cleaner flotation, lead leach, filtering, drying and concentrate handling are sized to accommodate the 38,000 dry short tons per day and pro- ducts from same. The tailing delivery system is designed to accommodate tailing from a 38,000 dry short tons per day operation. Constraints. One mill production scheduling constraint is that the mill operating schedule must be the same as mine production, ore haulage and crushing. There is a total crushed ore stockpi1e storage capacity of 240,000 dry short tons. This breaks down to 60,000 dry short tons of crushed ore over the three reclaim pan feeders for each of the four primary grinding mill circuits. However, there is only approximately 10,000 dry short tons of live crushed ore available over the three reclaim pan feeders for each of the four primary grinding mill circuits. Dozers must be utilized to re- claim and push the other crushed ore. Primary grinding mill throughput is

Jan 1, 1986

The next 13 years gave me an education that anyone, then or now, would well envy. W.T. Reid had founded Belmont School along the lines of Groton and, as at Groton, he sent many graduates to Harvard. He obtained excellent teachers and maintained as strict a discipline as the independent nature of the western students would stand. With a beautiful location in an unspoiled little valley in the foot- hills of the Coast Range there was every chance for walks and expeditions. The years at Belmont were good ones. My closest friends were Harold Jordan and Lewis Hackett. Lewis was son of the military director at the school. With half a dozen other very young inmates we early won the sobriquet of "The Dirty Dozen." Sliding down a steep muddy hill on barrel staves helped us earn the name. An inherited shyness exaggerated my sensitivity at being a "teacher's boy" and this prevented a close association with the wilder western boys who made up most of the schoolmates. Trapping wildcats and coyotes in the brush-covered hills and taking long walks gave me plenty to do. I had grown too fast and when I went to college was 6 ft 3 in. tall and weighed only 145 lb-hardly a respectable bean pole. I was only two months past 16 when I left for Harvard. The long summer vacations were happy ones. Most of them were spent in the high mountains, and even when I was ten years old I could keep up with anyone on long steep climbs. I learned to handle a rowboat during our stays at Lakeside, a rustic resort at the south- east corner of Lake Tahoe that could then be reached only by the steamer that made a dally trip around the Lake. Several of the teachers at Belmont remained good friends as long as we were on the same side of the continent. The finest was C.H. Rieber, who taught mathematics at Belmont for the first few years we

Jan 1, 1976

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 Y. C. Kim

Three rock fracture parameters define three points along empirical cumulative size (of rock fragments) distribution curves at Inspiration copper mine. These parameters are: rock quality designation (RQD), longest piece of intact rock and % of +1 inch. The RQD and the longest piece are actually measured on drill hole cores whereas % of +1 inch is visually estimated on the same cores. These size distribution curves are then utilized in a variety of engineering applications such as; slope instability analysis, blast design, copper recovery prediction from heap leaching, etc. The three rock fracture parameters for two dominant rock types (porphyry and schist) in the pit had to be estimated separately due to different rock fracture characteristics.' Both ordinary kriging (OK) with measured hard data only and soft kriging (SFTK) with hard and soft data were used to estimate each parameter. The cross validation of 100 measured sample values served as the-basis for evaluating the potential benefits of SFTK over OK. Use of subjective information during SFTK required obtaining (prior) probability distributions for all three rock fracture parameters. These distributions were obtained from the typical rock fracture parameters observed in drill hole cores falling inside the geologically interpreted structural domains with varying degrees. of fracture intensity and also through direct mapping along the exposed bench faces. Two different types of soft information were developed for this study; namely, Type "A" and Type "K". The former is based on sample distribution of fracture parameters whereas the latter is based on two step estimation designed to narrow the range of variation observed in data Type "A". The results of the cross validation were analyzed using a linear regression of actual values versus estimated values. The results confirm an improvement on the estimates made by SFTK with hard and. both types of soft data over those produced by OK with hard data only.

Jan 1, 1989

By James A. Brierley

The author has known Professor Wadsworth since the 1960s, when interest in the application of microbial technology for metallurgical processes was beginning its rapid rise. The development of bioleaching and mineral biooxidation was advanced, in part, by Wadsworth's belief in the potential for its application, as well as by his numerous contributions to the understanding of the fundamentals of hydro-metallurgy. Wadsworth is recognized for fostering research and development of the field and adding credibility to microbiological-based metallurgical processes, now often referred to as biohydrometallurgy. This Wadsworth Award is recognition of the field of biohy-drometallurgy. It is an honor to serve as a representative for all those individuals involved in research and commercial development of this technology. Modern commercial application of biohydromctallurgy began with the bioleaching of copper from submarginal-grade. run-of-mine material. Kennecott Copper successfully developed this process in the 1950s at the Bingham Canyon Mine in Utah. Other mining operations around the world followed Kennecott's lead. Today, dump bioleaching remains a very low-cost process for scavenging copper from rock that cannot be economically processed by any other method. Despite the commercial success of dump bioleaching, little effort has been made to enhance the micro Biological component of this leach process. Expansion of biohydro metallurgy into recovery of other metals did not occur until the mid-1980s, when the first commercial plant for the pretreatment of refractory gold-bearing concentrate was commissioned at the Fairview operation in south Africa. Now, processes for copper bioleaching and refractory gold pretreatment are engineered specifically to promote the activity of the microorganisms. This paper reviews the current state of commercial applications of biohydrometallurgy. It examines potential future developments and portrays the role of the microbiologist in facilitating continued growth and commercial acceptance of the technology. The commercia1 examples in this paper illustrate the expansion of microbial processing in the mining industry during the last 20 years. Copper bioleaching Early commercial applications of bioleach technology involved processing submarginal-grade, copper- bearing, run-of- mine rock in dumps. Recent applications of the technology use engineered bioleach heaps. Currently. all of these operations are in the Southern Hemi-

Jan 1, 2000

By Lynn B. Hales

Flotation performance varies widely as feed conditions change. Maintaining metallurgical targets has proven almost impossible without automatic control. Traditional control methods and procedures are inadequate. Using on-line x-ray analyzers, reagent control and accurate froth level control with flotation models and "Expert" computer control systems has improved metallurgical performance significantly. Examples of actual plant cases are described as well as the expert system methodology.

Jan 1, 1989

By M. Quamrul Ahsan, Andrew Griffiths, Edward P. Jucevic

Heap leaching of precious metal ores using the cyanide process is extensively used in the Western U.S.A. for extracting gold. Consequently, the impact of cyanide in the spent heap is closely examined by environmental agencies and permitting authorities. Currently, many states require that all decomnissioned heaps be detoxified before abandonment. This paper describes a case study for detoxification of spent heaps at the ACH-Dayton Project using hydrogen peroxide. The chemistry of cyanide detoxification by hydrogen peroxide, together with simplicity of a detoxification operation, is discussed.

Jan 1, 1989

By Ian Kilgour

The development of the Escondida concentrator is described, from the design of the original 35,000 tpd concentrator through successive expansions and modifications to the 115,000 tpd plant currently under construction. Operating problems, and the steps taken to overcome them, are briefly discussed. Reasons for key equipment choices and flowsheets modifications in the expansions are explained, with some emphasis on the flotation circuit.

Jan 1, 1995

By David A. Grisafe

Divided opinions concerning dredging-permit locations and boating uses on the Kansas River in northeastern Kansas led to a study of the recreation potential on the river by a legislatively mandated interagency group (five agencies) that included the Kansas Geological Survey (KGS). In addition, the KGS conducted its own study of the river corridor, encompassing the development, geology, and economic resources of the corridor (Brady and others, 1998). The corridor area is 12 mi wide and 140 mi long (171 river miles). Included in the study was the potential impact of restric¬tions to river dredging. The Kansas River and its floodplain in northeastern Kansas are underlain by Lower Permian and Upper Pennsylvanian limestones and shales. The river and its floodplain are the major sources of sand and gravel for northeastern Kansas, and the limestones along the river bluffs supply crushed stone and building stone. The population of the 10-county area bordering the river has grown by 20% since 1980, and now comprises nearly 40% of the state's population (U.S. Bureau of the Census, 1996). Projections (Floerchinger, 1992) indicate close to 50% of the Kansas population will reside in these counties by 2025, with a continued increase in the demand for aggregates. Factors such as floodplain width, price and availability of land, and overburden ratios tend to favor river dredging on the lower part of the river, and floodplain or pit dredging on the upper portion. The use of alternate sources of sand and gravel such as the Missouri and Arkansas Rivers would increase sand prices due to transportation costs to much of the 10-county area. In 1996, river and pit dredges along the Kansas River supplied more than 3 million tons of sand and gravel valued at about $8 million to northeastern Kansas. As a result of its study, the KGS had concerns with the idea of large recreation zones on the river that excluded river dredging in areas of presently large population and projected population growth. This controversial issue is likely to recur elsewhere.

Jan 1, 1999

By Robert L. Sundeen, Richard V. Wenberg

Overshot loaders are loading machines which fill a front-mounted bucket by crowding and bucket lifting, passing the loaded bucket over the machine and throw¬ing the load into a haulage unit to the rear. The load is retained in the bucket as the load mass is accelerated in its path over the machine. At the point of discharge, the bucket is stopped suddenly and the load leaves the bucket, following the throw trajectory past the rear of the loader. Fig. 1 shows a typical overshot loader of this type. Overshot loaders were developed for loading in nar¬row drift headings and drawpoints, where it is impossible to place or pass a haulage unit alongside the loader. Haulage access is to the rear of all overshot loaders. The first overshot loader was developed in the early 1930s. The early machines were rail-mounted, air¬powered, and had small loading capacities. To this day, the same basic design configuration exists, and all suc¬cessful overshot loaders still use compressed air. Bucket sizes range from 0.14 to 0.59 m3 (5 to 21 cu ft). The most commonly used machines are rail-mounted, al¬though crawler versions are popular for special applica¬tions, particularly shaft sinking. Rubber-tired machines have found some application where a greater travel distance is required between the loading and discharge points. CONDITIONS INFLUENCING APPLICATION Roadway Type Rail-mounted loaders are used where soft bottom requires rail support or where the long haul is ac¬complished with rail. This situation usually occurs in civil tunnels or in mine drifts that will continue to utilize rail-bound main haulage after development work is completed. Crawler and rubber-tire mounted loaders are used where the roadway surface is rough and lateral travel beyond the range of rail-bound machines is required. Work Area Dimensions The largest rail-bound loaders can clean roadways as wide as 4 m (13 ft) from a single track. Wider headings require multiple trackage. Headroom require¬ments are dependent upon the path described by the bucket as it passes over the machine. The largest over¬shot loader requires approximately 3.4 m (11 ft) of headroom. It follows that the largest heading that can be driven by overshot loaders from a single set of rails is approximately 4 m (13 ft) wide and a minimum of 3.5 m (11.5 ft) high above the rail. The smallest rail-bound loaders can work efficiently in headings as small as 1.8 m (6 ft) wide by 1.8 m (6 ft) high above the rail.

Jan 1, 1982

By Stefan Lorenz, Robert Galler

"The technical lifetime of underground structures does not only depend on the long-term behavior of individual support elements and material characteristics, but also on various boundary conditions, which influence the entire long-term system behavior of the structure. Thanks to the construction of second tunnel tubes and the corresponding cross passages sampling of support materials such as shotcrete, concrete of the inner lining and rock bolts including sheet membranes is possible. To evaluate the stresses and the supporting effects of the tunnel shells, flat-jack tests and different simulations were performed. With these simulations the percentage of the load bearing behavior of the shotcrete shell can be determined. From the results, conclusions for new design approaches for tunnel construction should be generated. New concepts, in which the outer lining is part of the permanent support elements can be considered. This approach would be applicable for conventional as well as mechanical tunneling. INTRODUCTION Tunnels are an indispensable part of modern transport infrastructure. As multi-generation structures their long-term preservation as well as their technical service life is of central importance. The current state of research in the field of durability of structural elements must be considered separately. In almost all areas a prediction of materials and structural components towards lifetime exists. System-wide investigations were rarely performed, so that there is no technical lifetime consideration of the outer lining in systems included. In this study the mechanical behavior of the interface connection in a double shell lining (DSL) tunnel was investigated in laboratory tests. Objective The target of this work is, at first, to create a large database with the lifetime of different structural elements and materials, which may be the basis of durability considerations of tunnels. Secondly, the goal of these investigations is to optimize tunnel designs and their dimensioning regarding to the technical lifetime. For that matter, it is necessary to analyze the selected approaches of the loss of strength and stiffness of the outer lining."

Jan 1, 2016

By Randy Ynchausti

ERIC GUTIERREZ, Knowledgescape: Our next speaker is Randy Ynchausti. He's the director of development, Knowledgescape systems division, of EIMCO Process Equip- ment Company. The title of Randy's talk is "An Expert Control System for Phosphate Beneficiation." RANDY YNCHAUSTI: System integration. How does the systems integrator survive when caught between plant engineers, plant management, and third-party engineering firms, and stay within the budget of the corporate goals? I'm not sure that anyone knows how to do all of that on one project. Results are critical when we talk about how systems integrators work with operating people, how the operating people want systems integrators to work with them, and how both groups work together so that at the end of a project, you have been provided with solutions that meet your needs and solve your problems at a fair price. How does the integrator's role change when working with different types of professionals, such as plant managers, plant engineers, engineering firms, or other system integrators? Finally, what is the dynamics of people working with machines and providing services and solving needs? The average number of employees per pound of copper processed has decreased significantly during the past 15 years. I would dare to generalize and say that the average number of employees per whatever unit of measure we have in whatever industry we work in has decreased over the last 15 years. From a system integrator's perspective, there are some clients who lack a bit of internal expertise as corporate downsizing occurs, and that's one reason why we go out to system integrators or third-party vendors and buy things from them to solve our problems. Downsizing really amounts to savings, but more than that, I think Brian expressed this and I agree with him, it also amounts to a cost. Unfortunately, most of us count the savings and none of us count the cost in that approach. It's easy to count the savings, which is one reason why we count it so quickly. Maybe that also accounts for why we set our pencils down so quickly after we get that dollar value. Maybe we should pick that pencil up every once in awhile and refigure the expense, the cost to us, and determine what we're going to pay during the next year or two or three in losing that expense, or that staff. A broad experience base accumulated over projects at various plants helps system integrators to provide services to clients. This experience enables the system integrator to

Jan 1, 1998

By George Weinman

GEORGE WEINMAN: Our first group leader for the discussion, "Ups and Downs of Downsizing," wishes to remain anonymous. ANONYMOUS PRESENTER: When George and Jamie asked me to do this, I thought a while about what to say and went through several variations of what I’ll present today. I came up with the title "Ups and Downs of Downsizing." A lot of downsizing has occurred in all of our industries-mining in particular. While this downsizing has gone on there's no doubt that all of us produced more and more, probably with less and less people and less and less resources. But I contend that there's also a big downside associated with this. I disagree with a point made in the keynote presentation yesterday, the point being that vendors are bringing new technology to us. I can agree that the major changes associated with equipment and similar items are being brought to us by vendors. But I do contend that there's an awful lot that's getting away from us-especially if you factor in the integrated supply or the strategic alliance or the various and sundry related purchasing techniques. I contend that we are missing a lot of, let's call it, lesser technology; not major equipment changes, but different tools, different techniques for doing things, different left-handed widgets. The integrated suppliers, to some degree, are bringing this to us; but I am concerned about the small guy who comes up with a good idea but deals through integrated suppliers rather than having direct contact with plant people. They're probably going to go somewhere else and market their wares. That's what I'm hearing from a lot of smaller vendors. I also think that we are losing a lot of our knowledge base. Every time you shrink an organization somebody leaves. The bottom line: less people. When a person leaves-and I don't care who he or she is, be it the janitor who's cleaning the bathroom, the operator, the engineer-when that person leaves there's some knowledge that goes with that per- son. And sometimes that knowledge is quite valuable. I've worked more or less at the plant "low." I can't tell you how many excellent, viable projects have come from people who said, "Look here. There's a better way of doing this." And, you know, they were right. Now, maybe they didn't have the resources or the expertise to develop these ideas into full projects, but they had that basic idea. Someone may say, "Well, if we put a no. 6 skyhook here, so we can lift this particular pump without bringing a crane from 30 miles away ...." No. 6 skyhooks are a bit expensive, but what if we put together a little structural steel here or whatnot?

Jan 1, 1998

By Ronald Allum

Underground copper mining at Magma Copper Company's San Manuel Mine has been un going since 1955. The block caving mine has been producing copper ore at the rate of over 16 million tons per year. Depressed market conditions during the 1980's forced Magma to look at new technology. Late in 1984, Magma began testing new equipment and mining methods at the underground mine at San Manuel, Arizona. The tests resulted in a move towards mechanized production using new procedures and equipment. The goal was to increase efficiency and cut costs through mechanization.

Jan 1, 1988

By Liu Cheng-si

Variable airway is controllable, which is an important discovery in ventilation research in recent years. For this reason, conventional calculating methods are no longer suitable to solve this problem. I used Mayeda-Seshu and Newton methods to solve the above problem before, they have been proved feasible. However, it is troublesome and difficult to apply to operation with a large amount of calculations. In this paper combination theory and simplified formula are used in determine all control plans and its parameters. This new method with less calculation is easy to understand and master, so it is more important in research and application.

Jan 1, 1997

By Murdoch Mackenzie

"Organic Polymers used as gangue depressants are classified according to their chemical structure. Absorption mechanisms for these reagents at the mineral - water interface are reviewed. The method of selecting these reagents for a particular flotation system is discussed. Details are given of methods of reagent solution make-up and distribution. Plant addition policy is reviewed.”

Jan 1, 1986