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By Burcu Ertug, Necip Ünlü

"On average, one out of two glass bottles coming on to the market is provided by recycling processes in Europe. Glass recycling has been started by the early of 1970s in Turkey, and the recycling amount has been reached to 70 thousand tons recently, while 4.2 million tons which represents only 25 percent of total glass manufactured, is the amount of glass collected annually for recycling in the world. The glass recycle process basically involves collecting, sorting, then crushing and grinding after which glass cullet is produced as the secondary raw material. Removing of the contaminants from the glass cullet, and then melting are the next steps. In this study, recent developments of 100% recyclable without any deterioration in quality, and never decomposable glass, are discussed detailed in terms of glass production processes.1.IntroductionIn many countries, waste glass constitutes a large proportion of solid wastes, and recycling the glass is a major environmental problem all over the world [1]. Among the diverse types of waste, glass is one of the most valuable recycling materials because it can be revived and recycled completely and hardly decomposes [2]. Between 80% and 85% of the mass output from the worldwide glass industry is either in the form of containers for the food, beverage, and pharmaceutical industries, or flat glass for building construction or for motor vehicle manufacture. Other product segments, whilst only constituting about 15% of the mass output, produce high value technical and consumer products by comparison with container and flat glass [3].In the present study, the recycling of Liquid Crystal Display (LCD), Cathode Ray Tubes (CRT) and Printed Circuit Boards (PCB) were examined. The production of glasses and glass-ceramics from glass cullet, synthesis of different compounds from recycled glass were other subjects of interest. The use of recycled glass for construction industry and using glass as aggregate were emphasized. Finally the recovery of glass fibers were investigated."

Jan 1, 2012

By L. Frost

Physical Conditions Great Britain The physical conditions in the mines investigated in Great Britain are similar to those found in the mines of the Dominion Steel and Coal Corporation, with the important difference that many of the coal seams visited were interspersed by a large number of heavy faults, making the development of a continuous face operation difficult, and in many cases the life of a unit development was exceptionally short, adding to unit cost; but in spite of these difficulties, a great deal has been accomplished in the application of mechanical loading units in a number of the mines in the areas visited. The coal-bearing measures, as in Nova Scotia, consist of shales and sandstones, and in some sections mussel bands overlie the coal seams making roof conditions difficult'. In several mines, the main roof consisted of weak shale bind, being held by a coal roof of varying thickness. This shale bind had a tendency to flow when the coal roof was broken. The floor, in some cases where cutter loaders were operated successfully, consisted of weak, flaky shales with very little resistance and a tendency to disintegrate into powder when broken. The depth of cover under which these mines were operating varied from 250 feet to 2,340 feet, with an average of 1,700 feet. The coal seams varied in height from 3 feet to 8 feet 6 inches, and the gradients from level to 33 per cent. The seams vary in hardness, but all-with the exception of one seam, the 'Morrison Busty'- presented a cutting problem similar to that found in Nova Scotia. The structure and cleavage of the coal was well defined and uniform. Some of the seams visited were gassy, ?but the temperature of the workings generally was not in excess of 70°F.

Jan 1, 1948

By P B. Hills

Almost a quarter of a century since Bridges (1993) documented techniques for the assessment of ground conditions in a seminal paper in the Proceedings Second International Mining Geology Conference, the necessary role of the geologist in recording geotechnical data on exploration properties and in mines remains. Typically, the geologist is the first professional on the exploration property. Of course, most exploration properties don’t become mines. However, when a property does start to come together and form a coherent mineral deposit and professionals from across the minerals industry spectrum, including specialist geotechnical engineers, become increasingly involved, it remains the geologist who has the most intimate knowledge of the deposit. By association, that knowledge extends to the character of the rock mass.Throughout the various phases of prefeasibility, feasibility, construction and production, culminating in the mature mine, the knowledge of the rock mass held by the geologists continues to grow. In the current era of minimising cost and optimising profit, meeting the requirements and expectations of stakeholders ranging from fellow employees to investors, industry and financial regulators and the broader public, in a social environment where occupational health and safety concerns are of uppermost concern in every endeavour, the value of the geologists’ observations cannot be understated. Mines nowadays employ more geotechnical engineers than they did in the early 1990s when Bridges (1993) wrote his paper. More funds are available for specific geotechnical investigations of exploration properties and mines; none-the-less, those programs remain limited in their extent and there is a wealth of additional data available for collection with the appropriate training, at little additional effort. Fundamentally it is all about the numbers. Any hole not geotechnically logged is a hole that will need to be drilled again if the data is required. Any face, surface or underground, not geotechnically mapped is one that may need to be mapped a second time. That doesn’t mean every hole or every face. However, it is the proposition of this paper that the opportunity for additional geotechnical data to be gathered during traditional geological investigations is an opportunity that cannot be ignored. Occupational health and safety requirements demand that the geotechnical risks associated with mining are appropriately managed. Mining regulations in most Australian and overseas jurisdictions requires the consideration of geotechnical risk through formalised management plans. The Joint Ore Reserves Committee (JORC) Code requires the consideration of modifying factors more than ever before. The benefit to be realised through improved geotechnical understanding by geologists on the ground leads to improved occupational health and safety, optimised reporting compliance, and improved financial and social outcomes for the exploration property and ultimately for the mine that follows.CITATION:Hills, P B, 2017. The necessary role of the geologist in geotechnical data gathering, in Proceedings Tenth International Mining Geology Conference 2017, pp 347–354 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 20, 2017

By R. W. Raymond

Edward Cooper was born in New York City, Oct. 26, 1824. His father, Peter Cooper, to say nothing of manifold reasoils for fame as an inventor and philanthropist, deserves to be remembered as a pioneer in the establishment .of public schools ; and it is not surprising that. he sent his son to one of the democratic institutions in which he was himself so ardently interested. From the public school Edward Cooper went to Columbia College, where he made the acquaintance of Abram S. Hewitt, who was first his tutor, afterwards his traveling companion, brother-in-law, business partner and life-long friend.' For twenty years I was the consulting engineer of the firm of Cooper & Hewitt, and also connected with the work of the Cooper Union, in which they were both deeply interested and faithfully active. On the basis of the intimate knowledge thus gained, I venture an estimate of Edward Cooper's character and career which, if not fully comprehensive, may facilitate a juster estimate than would be reached by the student of those data which the modesty of the man permitted to be placed upon public record.

Jan 1, 1907

By J. Drimmer

The past several decades have seen the rapid expansion of multinational mining companies? exploration and production activities around the globe. This trend has resulted from a number of factors, including increased demand for resources as a result of worldwide economic growth, the diminishment of known and proven reserves, rising commodity prices, technology improvements, and the liberalization of investment regimes in developing countries with significant natural resources. With those opportunities, however, come associated risks and significantly increased legal compliance obligations that may be imposed by various bodies. That includes domestic regulations, as well as foreign civil and criminal laws with extraterritorial reach. A failure to adhere to those laws can have dire consequences, including substantial monetary fines and penalties, severe damage to a company?s reputation, and even jail time for individual company employees.

Jan 1, 2010

By Patrick Bermingham

This report presents the results of six STATNAMIC loading tests that were carried out on four different pile types at the CALTRANS 280 Test Site (Bridge No. 34-46) in conjunction with the Tension Pile Test Program. The STATNAMIC testing was performed by Berminghammer Corporation at the request of the California Department of Transportation, Office of Geotechnical Engineering. Others performed the static tension (uplift) and compression loading tests which werecarried out on the piles tested using the STATNAMIC method. A summary of the STATNAMIC test results is presented and discussed, and the appropriate results are compared with the static test results

Jan 1, 1993

By Ming-Gao Qian

How to monitor and control the support and surrounding strata system on a longwall face effectively is one of the major research problems in ground control. Based on observations on movements of the support and surrounding strata of face No. 2703 of Dongpang colliery, the relationship between the downtime related to support and surrounding strata and other influential factors is analysed systematically in this paper. Monitoring indices and control measures are then determined by taking corresponding downtime as an objective function. When the monitoring method, developed from the above findings, was used on face No. 2703, the downtime due to support and surrounding strata was remarkably reduced, and the face advanced normally.

Jan 1, 1992

By R Stefansen

Stockyard operations are governed by the interaction between the different disciplines required to successfully schedule and control the supply chain of raw material through the stockyard in combination with the effectivity of the operation of the stockyard equipment. The system demonstrates a proven technology for implementing a centralised operation of full unmanned stockyard equipment, using a high precision absolute positioning system based on a Real-Time Kinematic (RTK) Global Navigation Satellite System (GNSS) receivers in combination with 3D rangefinders. The system implementation maps the surface profile of the stockyard inventory and allows in combination with proprietary algorithms for full operation of the stockyard machines without on-board operators. The operational impact of delayering the process by moving to a centralised operation is examined, together with the combined effect on the overall safety in the stockyard as a result of a change in reliance on operator skill dependencies. Average performance gains range from 10–20 per cent. The performance of the automation system is related to a consistency and reliability of uniform operation, which has an impact on the life expectancy and the effectiveness of the equipment. The effects of having instantaneous and correct information about the stockyard inventory volume measurement are investigated in relation towards spot price trading in current fast reacting markets.CITATION:Stefansen, R, 2017. Advanced automation for centralised stockyard operations, in Proceedings Iron Ore 2017, pp 105–110 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 24, 2017

By G. Winkel

Safety conditions in industry have greatly improved over time. However, around the world, in Canada, and in each province or territory, people are still the victims of serious industrial accidents. The increasing safety of people at work then continues to be an imperative in industry today.<p> So how do we achieve a workplace where no one gets hurt? Well, in simple terms, folks need to be protected from unplanned exposures to equipment or energy sources that can do harm. If you think about it, all of our efforts in loss management and safety should then be directed toward avoiding these uncontrolled events. And it works! Our safety performance over the years has enjoyed tremendous improvement due to this support for loss management and safety. We now explore best practices toward achieving that next step in safety improvement.<p> As shown following, a large combination of loss management activities act together to support safety performance. Many of these activities are interrelated and some people have described them as the ?inputs? into an approach or program for achieving safety. Using this description, it follows that the ?outputs? of the program are some of the advertised measures of safety we see around us today, such as injury frequency rates. <p> It is asserted that a leadership focus to regularly measure safety and loss management activites (so-called ?inputs?), as a basis for taking supportive actions to ensure their effectiveness, is the basis for safety results (so-called ?outputs?) that consistently achieve high standards of excellence.<p> The concept of managing input activities, as enabled by effective measurements, can significantly act to transform our focus and priorities in the workplace. Supporting input activities like strategies, plans, or procedures with our best efforts will get us to our intended goals. Tracking outputs alone will not.<p> Safety and production have traditionally been cast as competing objectives. When both objectives are mutually supported and considered, however, people will invent ways of doing work that support both safety and production, and any other business parameter. When done right, innovation through meaningful involvement of affected people in the workplace will support safety excellence in a manner that in turn improves business efficiency overall.<p> For a workplace to be safe, it then requires everyone?s help and participation to make it happen, a collaborative effort by management, leaders, and frontline folks with the power and responsibility to take appropriate action at every level in the organization. In this way, everyone becomes a leader in safety.<p> The achievement of commitment to loss management input activities by folks in the workplace is the basis for attaining safety excellence. A workplace founded on commitment supports a safety culture with a vision for safe work performance at outstanding or world-class levels of achievement.<p> One may ask if injury incidents will be eliminated with this commitment and focus on workplace safety? Well, despite our best efforts in this area, there is never a guarantee that things can?t go wrong. We are simply not perfect. There remains in our workplace complexities and unanticipated risks that can have disastrous consequences if not managed at every moment. And when it goes wrong, we need to know we?ve truly tried our best, and now we have more to learn so we can get even better. <p> That?s the challenge represented by the safety imperative, a challenge to take safety performance that next step, a fulfillment of our commitment to the moral obligation we have to each other?s safety. It?s an effort that will continually raise the bar of world-class safety performance achievement for future generations. It?s a legacy we can be proud to be part of.

Sep 1, 2004

By Wilbert J. Huff

The organization of the Explosives Division is indicated by the accompanying chart (fig. 1). As this has been discussed in a previous report3/, it will not be considered further in this report. The activities of the various units are outlined below. I. INFLAMMABILITY OF GASES AND VAPORS4/ Determination of the Explosion Hazards of Combustible Gases and Vapors Found in Mines and Industries The Explosives Division maintains, at the Pittsburgh Experiment Station, a laboratory specially equipped for the determination of the explosion hazards of combustible gases and vapors. Of particular importance, is the determination of the chemical composition within which explosions may occur and beyond which there is no danger of explosion, combustion or inflammation. These limits, known as the limits of inflammability, as determined by this and other laboratories, have been compiled in Bulletin 279 of this Bureau. The last revised edition (1931) of this bulletin has been exhausted. Since it was published, the Pittsburgh laboratory has determined the limits of about 40 combustibles and has ascertained more precisely ant accurately many previously published limits.

Jan 1, 1938

Two events during the past decade have combined to effectively alter the role of the geologist working in Papua New Guinea. The gold boom of the 1980s resulted in a substantial increase in the general awareness at village level of mining companies, gold and landowner issues, and as a consequence of the Bougainville tragedy, landowners are also very much aware of the potential problems of a mining operation in their area. Landowners know they have the power to remove a company from a project area, and government has shown itself to be virtually powerless and unable to help the company effectively. During a considerable proportion of a project&apos;s development time, the project geologist is viewed in the eyes of the local community as the &apos;company&apos;. Good landowner relationships are nurtured over a reasonable time period and the input of the geologist is significant in determining the eventual fate of company-landowner relationships. The initial impressions of the company, gathered by the local community, will have a far reaching impact on the nature and direction of their future exchanges with the company.

Jan 1, 1991

Meeting of Mar. 26, 1915.-The following Committee on Nominations was appointed: Fred W. Bradley, Chairman; James F. Kemp, Past President; Frank M. Smith, Chairman Montana Section; R. C. Gemmell, Chairman Utah Section; Frank A. Ross, Chairman Columbia Section; Louis S. Cates, Arthur Thacher. The Committee on Precious and Base Metals and the Committee on . Coal and Coke were appointed, the personnel of which is shown in another part of this Bulletin. The President was authorized to appoint a Committee on Welfare with J. Parke Channing as Chairman. W. P. Cutter, Librarian of the United Engineering Societies&apos; Library, was appointed a representative of the Institute on-the Committee oh Classification of Engineering Knowledge to co-operate with similar committees of other engineering societies. A vote of thanks was extended-to Edward B. Sturgis for his excellent work in arranging for the Annual Dinner. in February, of this year. The suns of $57.30 was appropriated to the New&apos; York Section. It was resolved that in response to the courteous invitation from 36 members of the Institute in Arizona and the neighborhood, the 1916 summer meeting of the Institute be held in Arizona.

Jan 5, 1915

By W. WANJUKOW, H. O. Hofman

(New York Meeting, February, 1313.) I. INTRODUCTION. IN the metallurgical treatment of most metallic sulphides it is usually necessary to carry on a roasting-operation. In some cases the raw ore will have to be roasted.; in others the intermediary product, matte, produced in smelting the ore; again, both ore and matte may have to be subjected to oxidation at elevated temperatures. Most metallic sulphides, when given an oxidizing-roast, pass through the state of sulphate before they are converted into oxides. All metallic sulphates are completely decomposed by heat, with the exception of those of lead and bismuth, but the temperatures at which decompositions take place vary with the metals. Some metallic sulphates are converted directly into oxides, others first form basic salts. Alkali-earth sulphates show a behavior similar to that of metallic sulphates, while alkali sulphates do not part with their sulphur trioxide even at elevated roasting-temperatures. The older data on the decomposition of metallic sulphates by beat are only approximations. Thus Kerl 1 gives the order in which metallic sulphates are decomposed with increasing temperatures as (Ag2, Fe, Cu, Zn, Ni, CO, Mn, Pb) SO4. More recent statements give definite temperatures and modify the formerly accepted order of decomposition. But the temperatures given by various observers do not agree. The reasons for this are to be found mainly in the method and manner of carrying out experiments. Four methods have been used: 1. Heating in an evacuated tube; 2, heating in a tube closed at one end, without air-cur-

Sep 1, 1912

By Hugh D. Pallister

Alabama probably has the most extensive deposits of high-grade flake graphite in the United States and was the largest producer during World War I. Therefore, with the outbreak of World War II, users of flake graphite turned again to Alabama to supply their requirements. Flake graphite is the most important ingredient contained in graphite crucibles used in melting crucible steel and special alloys essential for war purposes. Early in World War II the Army and Navy placed flake graphite on the list of critical war materials. During World War I, when the supply of Ceylon graphite (then in demand) was cut off, large quantities of flake graphite were produced in Alabama, and about 40 mills were built. Most of these were abandoned after the war when imports of the cheaper Madagascar flake (which gradually replaced Ceylon graphite) began to reach this country. With the beginning of World War II, the Madagascar supply was cut off&apos;, and consumers were again compelled to look to domestic sources for their supplies. They found only one small mill in operation, that of the Ceylon Graphite Co. in Coosa County, Ala. The Bureau of Mines made a preliminary examination of the Alabama flake graphite deposits in 1940. Samples were taken and tested at the Southern Experiment Station at Tuscaloosa.

Jan 1, 1948

By J. Engelbrecht

South Africa?s re-entry into the fast moving and competitive global economy calls for some careful strategic planning and a good deal of co-operation between suppliers and end-users. The issues that need addressing are generally well known and include: ?South Africa was ranked 45th out of 46 i.r.o. productivity ?SMMEs contribute 1% to exports compared to 40-60% for the ?tigers? ?High unemployment ?Limited skills of the majority of workers ?Slow growth rate of the economy ?The vast majority of suppliers are not world-class ?The vast majority of suppliers are not export or marketing orientated. In order to survive, all parties, i.e. government, labour and business, will have to play their part.

Jan 1, 1999

By William R. Yernberg

SME’s Arizona Conference was held at the Doubletree Hotel at Reid Park in Tucson on Dec. 5and 6, 2004. The annual conference is organized by the Arizona Conference Board of Directors, which represents SME sections in Arizona and adjacent areas. The conference provides an opportunity for individuals and corporations associated with mining in the region to get together each year to discuss the status of the industry. The meeting featured a keynote address and more than30 technical papers. Two years ago, the U.S. copper industry was facing on a run for two years now,” and “both precious metal and base metal prices are going up.” The increases in metal prices were attributed to development in China and other Asian countries. “With a population of 1.6 billion, China has recently created 80 million jobs,” said Silver.

Jan 1, 2005

By John Wellington Finch

INVESTIGATIONS by the Bureau of Mines of deposits containing strategic minerals were authorized by what has become known as the Strategic Materials Act (Public No. 117, 76th Congress, Chapter 190. 1st Session). A later act providing an appropriation for the first of four years through which the investigations are to be conducted was signed on Aug. 9, 1939. No time has since been lost as seven field projects already are being vigorously prosecuted, and two others no doubt soon will be in course of execution. Project engineers were at their stations within two days after funds had been made available. Crews have been hired; equipment and supplies have been purchased; 5 bids for diamond drilling have been obtained and the drilling has started base camps have been established: ground has been cleared; and several thousand feet of trenching, test-pitting, and sampling have already been done. At the Reno Experiment Station of the Bureau, a special metallurgical laboratory has been provided to make assays, analyses, and tests upon samples of ores from all projects under investigation.

Jan 1, 1939

By A. Gronningsater

Introduction As is well known, the fight between the blast furnace and the reverberatory furnace in copper smelting during the second decade of the century ended with a victory for the latter, a result which must largely be attributed to the introduction of flotation methods. To my knowledge, no new blast furnace has been blown-in at any American copper smelter since the War. As the metallurgy of nickel, up to and including matte smelting, is generally considered a close parallel to that of copper, the introduction of reverberatory smelting in the big new smelter of the International Nickel Company at Copper Cliff, built in 1928-30, seemed a logical adherence to a well established trend. In view of these facts, considerable comment was made when Falconbridge Nickel Mines decided to retain the blast furnace in their smelter built about the same time, in 1929. A presentation of the reasons governing this choice should therefore be of interest. The basic principles underlying the Falconbridge practice, and the considerations guiding the successive steps in the operations, will be discussed in the following. To understand the problems involved, the character and mode of occurrence of Sudbury ore must be kept in mind. Large amounts of disseminated ore are generally present. Although the gangue usually runs only about 50 per cent Si02, the ore hoisted as a rule contains more silica than needed in the smelting operation; until recently this excess was removed entirely by hand picking (in later years supplemented by magnetic sorting methods), a difficult and not very satisfactory method, in which &apos;the border line between ore and waste is entirely arbitrary, and therefore too much depends on the judgment of the picker.

Jan 1, 1934

By G. Winkel

"Safety conditions in industry have greatly improved over time. However, around the world, in Canada, and in each province or territory, people are still the victims of serious industrial accidents. The increasing safety of people at work then continues to be an imperative in industry today. In addition to protecting people, safety has been shown to make good business sense in any industry.The road to safety improvement is built on establishing a culture of safety that forms the basis for how work gets done in a company. Most importantly, an effective safety culture is built on the full engagement and participation of workers and leaders alike, who share in a vision for safe work performance where “no one gets hurt” and “everyone is a leader in safety.”Let’s learn together on how we can make a safety culture happen. The resulting bias for safety will ultimately save lives, and fulfills our moral objective to strive for safety excellence. IntroductionWe have the good fortune of living in democratic countries where freedom and the value of human life are key beliefs. These beliefs translate into the moral obligations and laws that we value and uphold in our society and life today.A minesite or workplace is simply a necessary part of our society where people earn a living. It is a place where our moral obligations and laws equally apply, a place where human life is of ultimate importance and value. In the early years of industry, this value has not always been evident. Take this description of a tragic accident reported in a coal mine on December 8, 1879:“Oliver Thompson, shaftman, aged 35— While taking wooden partitions out of a ventilation shaft, he fell off the work platform a distance of 100 yards, there did not appear to be anything unusual to account for this accident.”"

Jan 1, 2004

By Richard D. Lang

Introduction Argyle is located in the Kimberley region in northwest Australia (Fig. 1). It is a significant diamond discovery by world standards and is the first major diamond find in Australia. The deposit consists of a pipe and associated alluvial deposits. Before the 1970s, diamonds were known to exist only sporadically in Australia. They have been found occasionally in association with gold deposits in Western Australia. There is a small deposit near Copeton in New South Wales. Some alluvial occurrences have also been found in Victoria, South Australia, and New South Wales. The first indicator minerals in the Kimberley region of Western Australia were discovered in January 1973. Production from the alluvial deposits at Argyle began in 1983. A $430-million construction program to develop a mine and treatment plant capable of producing 25 million carats per year was completed in December (1 carat = 0.2 grams). Ownership and management Participants in the project are known as the Argyle Diamond Mines Joint Venture. The group consists of CRA Ltd., 56.8%; Ashton Mining Ltd., 38.2%; and the Western Australian Diamond Trust (formerly Northern Mining Corp.), 5%. The project is managed by Argyle Diamond Mines Pty. Ltd., a wholly-owned subsidiary of CRA. Marketing is undertaken separately by the Western Australian Diamond Trust and by Argyle Diamond Sales Ltd. (for CRA and Ashton Mining groups). History Ownership of the Exploration Joint Venture has changed over the last 12 years as various parties changed their shareholdings. The original Kalumburu Joint Venture was formed in 1972 with five participants, each holding a 20% interest. By 1983, a number of ownership changes had occurred. The end result is that two original participants have sold out. CRA now holds a 56.8% share and the Ashton Mining Group holds 38.2%. CRA also assumed project management in January 1977. Table 1 demonstrates the long lead times involved in developing a project.

Jan 1, 1986