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By Fred P. Dewey

Although coke is the acknowledged metallurgical fuel, and has been extensively used in this country for more than thirty years, yet the facts on record in regard to its physical properties are exceedingly meagre; and this is also true, but in a less degree, of its chemical composition. An investigation is being carried on in the National Museum which is intended to supply, so far as may be, this deficiency, and through the kindness of Professor Baird, Director of the Museum, I am permitted to present to the Institute a summary of a portion of the results already obtained. So far as I am aware, the credit for the first systematic investigation of the physical properties of coke belongs to Mr. John Fulton, Mining Engineer of Cambria Iron Co. The results of this investigation have been published in Report L, Second Geological Survey, Pennsylvania, 1875, and in a pamphlet setting forth the advantages of the Connellsville coke, the latter published also by the " Virginias"* His results are not altogether free from experimental errors, and the assumption that "the specific gravities of coke and water are very nearly alike "- is scarcely warranted. It has seemed to me, therefore, desirable to make an independent investigation of the physical properties of coke on a plan somewhat different from that adopted by Mr. Fulton. This is the investigation now being carried on at the National Museum.

Jan 1, 1884

By AIME AIME

TRAINED as a mining engineer and with no little experience in the field of mining, his interests and activities later transferred to the alloying, fabrication, and physical metallurgy of nonferrous metals, principally silver, Robert H. Leach represents in his professional life both of the major phases of the fraternity of mining and metallurgical engineers. In his personal characteristics, his wide circle of true friendships, his kindly, sympathetic interest in the problems of his fellow engineers, be they the junior men of the mineral industries or the mature and experienced men, he typifies the characteristics and attitude so desirable in the professional man.

Jan 1, 1939

By H. P. Greenwald

THE Committee on Rock-Dusting was formed after the fall meeting of the Coal Division in Chicago in 1938. Its primary task was to study the recommended American practice for rock- dusting coal mines to prevent coal-dust explosions as approved by the American Engineering Standards Committee. After approximately two years' work he committee concluded that although certain portions of the recommended practice could well be revised, information needed for a logical revision was not at hand, and it was inadvisable, therefore, to make revisions

Jan 1, 1943

By G. Issid, J. McGinty, C. Lee, Y. Pepin

For more than a decade, Hatch has used process and logistics models to assist Rio Tinto Fer et Titane (RTFT) with capacity planning, debottlenecking, and optimization to help ensure design capability, capital effectiveness, and operational efficiency of the integrated production chain. Process models are used to optimize the physics-based aspects of the system, such as mass and energy balances, flow rates, yields, and equipment specifications. Dynamic logistics models are used to optimize how the various plant areas work together to achieve the desired ends and deal with such things as plant scheduling and synchronization strategies, sizing of buffers between processes, defining the required number of process and material handling units, and designing a plant layout that minimizes plant interferences and inefficiencies. The combined use of process models and logistics models enables the overall plant to be optimized from both a productivity and quality point of view, with each plant area working in harmony with one another to achieve targeted capacities and efficiencies. This paper describes the many benefits derived from such modeling efforts over the past 15 years for each of the major plant areas at RTFT: Beneficiation Plant, Smelter Plant, Steel Plant, UGS Plant, and Powder Plant (RTMP).

Jan 1, 2011

By W. G. Stevenson

With the author's background of extensive experience, this paper delineates the role of the prospector in modern-day exploration programs. The stages in the development of a prospect to a producing mineral district are outlined, and examples are given from the Ross River area of the Yukon Territory and the Peachland and Highland Valley areas of British Columbia.

Jan 1, 1970

By AIME AIME

EVEN the weather man joined in a friendly conspiracy to make the fall meeting of the Industrial Minerals Division at Rolla, Mo., Oct. 23-25. the splendid surges that it was. Following weeks of rain, the foliage of the Ozarks was still green, merely enlivened here and there by splashes of autumn coloring. In contrast to the tranquil beauty of the School of Mines campus under smiling Indian summer skies, the pace of the meeting was lively. Registration was larger than at any previous meeting and included an unusual number of prominent names and delegates from all over the country. From 125 to 150 were present throughout the three technical sessions, at the Thursday evening smoker, and also at the banquet on Friday; when students trooped in to the technical sessions the audience was augmented occasionally to over 200.

Jan 1, 1941

By WILFRED SYKES

THE story of the rolling of strip steel is not limited to any one plant or individual or group of individuals. It is a story with many ramifications. First of all, it should be understood that the strip mills we are considering are continuous mills, in that the steel passes directly from one mill to the other in a more or less straight line. Continuous mills are not new; in fact, they have been used for many years in the rolling of a few simple shapes. They were, however, driven by one motor through jackshafts, and as a result the speed of each roll stand had a fixed relation to that of every other stand in the series. This in turn fixed the reduction that could be made in each stand. The mill could produce simple things, but was not satisfactory for the production of the variety of strip now required. It was, therefore, necessary to get away from the restrictions of that kind of drive. To accomplish this, the designer could either separate

Jan 1, 1936

By Karl Berger

The paper gives a comprehensive overview of the historical development of various metal rolling technologies and also describes the influence to industrial and socio-economic developments. The rolling of steel, in particular of rails, beams, rebar, strip and plate has enabled the large scale transport and travel, the building of bridges and buildings, the manufacturing of ships and cars. All this has changed the face of the world significantly. Further the paper approaches technological highlights in the design, manufacturing, drive and control of modern mills and the various types developed to create industrial economic units for the different markets and customers’ requirements. An outlook of future challenges is as well discussed in the paper. Various solution approaches for the rolling technologies, from continuous improvement of existing plants to more radical new concepts like endless rolling, near net-shape casting and rolling are approached. A positive conclusion is drawn that rolling technologies will remain a valuable area for engineers with scientific and economic challenges, but also a clear vision for positive contribution to further industrial and social development.

Jul 30, 2018

By F. R. Koeberlin

ABOUT thirty miles south of the port of Coquimbo, Chile, nestling in one of the western outliers of the main Andes range, lies the little mining town of Andacollo, a place whose history and traditions make up one of the most romantic pages in the life story of this southern republic. The beginning of Andacollo is shrouded in the penumbra of the pre-Columbian era, but its first mining activity probably dates from about the years 1440 to 1460. It was in the middle of the fifteenth century that the Inca Tupac-Yupanqui, grandfather of Atahualpa, conquered this part of Chile. His domain extended even as far south as the present site of Santiago, and perhaps farther, but was maintained with increasing difficulty against the fiercely independent and indomitable tribes of Araucanian Indians of the South.

Jan 1, 1938

By H. L. Teicliman, E. M. Sipprelle

ENACTMENT of Public Law 290 by the 78th Congress authorized the U. S. Department of the Interior, Bureau of Mines, to conduct an experimental program to develop the technology for obtaining oil from oil shale. In adopting and later extending this legislation, the Congress recognized the impending necessity of supplementing ground petroleum reserves with synthetic fuels. Under the provisions of this legislation, the Bureau of Mines, among other things, was charged with the responsibility of developing mining techniques, methods, and equipment for mining the oil shales of the Green River formation of Colorado, Utah, and Wyoming.

Jan 1, 1950

By T Ireland

The Rosedale Outfall Project utilised an earth pressure balance (EPB) tunnel boring machine (TBM) for only the second time in Auckland. Although the tunnel was excavated fully through East Coast Bays Formation (ECBF), the downhill gradient along with some unexpected areas of extreme water posed some significant challenges during construction.The Rosedale Waste Water Treatment Plant Outfall Tunnel project was commissioned in response to the growing needs of North Shore City, New Zealand. The outfall tunnel comprises a 3 km long segmentally lined tunnel and a 2.1 km buried marine pipeline, and discharges 2.7 km offshore. The capacity of the new outfall is 6 m3/s compared to the existing outfall capacity of 1 m3/s.Following previous project experience, and with the tunnel located along its full length in the bedrock weak sandstone/siltstone bedrock of the East Coast Bays Formation, tunnelling conditions were expected to be benign. However during construction six high inflow events were encountered, including a full face (3.4 m diameter) of Albany Conglomerate over a 48 m length of tunnel. This material comprised cobbles in an uncemented sand matrix, and inflows were recorded at over 25 L/s.This paper describes the design challenges on the project including the design of a steel fibre reinforced segmental lining for internal pressures. The specification of the machine is discussed including the modifications required to enhance the risk mitigation measures already in place. The ground conditions encountered are discussed and have improved the knowledge of the range of conditions that can be expected in Auckland.Despite the challenges presented during construction, excellent progress rates were achieved and the tunnelling was successfully completed ahead of program.

Mar 8, 2011

By W. S. Cavender

The Round Mountain mining district, Nye County, Ne- vada, was discovered in 1906 on claims owned by Lewis D. Gordon. Initial mining operations uncovered gold veins of spectacular richness, and within a few days of discovery, Gordon sold his controlling interest for some $87,000. From this sale emerged the Round Mountain Mining Co., predecessor of Nevada Porphyry Gold Mines, Inc., the latter destined to become the major property owner in the area. Vein mining in the district continued sporadically into the early 1930s, yielding 9.3 Mg (330,000 oz) of gold plus substantial silver credits from approximately 626 kt (690,000 st) of ore. In addition to the lode deposits, the early miners recognized the placer potential in the alluvial fan material accumulated around the west and north sides of Round Mountain itself. Intermittent placer operations were carried out for a number of years, and in the 1940s and 1950s, Round Mountain Gold Dredging Co. worked the placers under a lease from Nevada Porphyry Gold Mines. The last placer operation terminated in 1959 when it, like some of its predecessors, proved uneconomic. Total placer production for the district is estimated at 3657 km (4 million yd) of gravel containing 59 Mg (210,000 oz) of gold and possibly 2.0 to 2.3 Mg (70,000 to 80,000 oz) of silver. Round Mountain is a small hill situated on the east flank of the Toquima Range in central Nevada. The hill is com- posed of relatively flat-lying Tertiary rhyolitic ash flow tuffs, which overlie Paleozoic metasediments and Cretaceous granites. Throughout the surrounding Round Mountain mining district, most of the known gold ores occur in the tuffs, although the metasediments and granites are also mineralized. Mineralization is structurally controlled, principally by a series of northwest-trending shears and shattered zones. Vein, stockwork, and disseminated ores occur, usually containing simple quartz-pyrite-gold mineral assemblages. The gold itself is electrum, having a silver content of 30% to 40%. In September, 1967, Elwood Dietrich, a prospector and mine promoter, obtained a purchase option on the 4452 ha (1 1,000 acres) of mineral rights held at Round Mountain by Nevada Porphyry Gold Mines. The original option had a buy-out price of $1 million and was established through Dietrich's friendship with officers of Nevada Porphyry. In April, 1968, Dietrich conveyed his option to Ordrich Gold Reserves Co., a partnership created by a group of west coast investors, mostly employees of the airline industry. There- after, Ordrich invested considerable funds in trying to test and develop the property, but soon recognized the need to seek financial and technical support from the mining industry. In December, 1968, Dietrich contacted Wayne Cavender, then Regional Geologist, Southwest, for Copper Range Exploration Company (CRX) in Tucson, Arizona, and made a data presentation. Shortly thereafter, Cavender was appointed Manager of Exploration and Chief Geologist for Copper Range Co. (parent company of CRX), New York City, and he asked C. Phillips Purdy, CRX Regional Geologist, Northwest, to make an initial property examination. Purdy's one-week field study took place in March, 1969, and resulted in a recommendation that CRX pursue its investigation of the property. The presence of low-grade gold mineralization in both the alluvial gravels and in the bedrock was verifiable, but the placer was deemed to have the greater immediate economic mining potential. At that time, gold was in the $1.41/g ($40 per oz) price range. Working from Purdy's information, Cavender decided to attempt acquisition of the property, and the first in a long series of negotiations was initiated with Ordrich. Basically, CRX felt that the placer had a promising potential for several reasons, including (I) past operators had recovered free gold but not the gold contained in the pebble fraction of the gravels; (2) past operations appeared to have been ineffectively designed or managed and not costefficient; and (3) the price of gold appeared to be poised for an upward move. Negotiations with Ordrich were prolonged and difficult, with CRX competing against several ma* mining companies, but finally an agreement was reached, effective June I, 1970. Gold was then back to $35. It is believed that, in

Jan 1, 1985

By Robert L. Haffner

When mining operations of The Eagle-Picher Co. began in the Illinois-Wisconsin zinc mining field in 1949, all underground loading of broken ore and waste was by caterpillar-tracked machines. Beginning in 1956 rubber-tired end-loaders were brought in; ultimately they completely supplanted the tracked units. End-loaders proved to have the mobility needed for the mining conditions and additional merit in auxiliary capacities. Eagle-Picher operates five mines in this area; two are entered by shafts and three by inclined adits. Several ore zones, some of which are attenuated over a considerable distance, are worked from the same entry. Consequently underground haulage roads connecting or following these orebodies have attained great length. In addition, working places are often widely separated because of the character of the mining operations which include pillar recovery and extending haulage connections into old workings. At one mine, the haulage distance is 5000 ft on either side of the shaft, at another the maximum one-way distance is 8400 ft, and at another the present road system of 6800 ft is expected to reach 10,000 to 12,000 ft.

Jan 6, 1962

By J D. McDonald

This paper outlines the function of the Safety and Compensation Division of the Mining Association of British Columbia. After a general discussion of safety and the safety program now being followed in B.C., the author goes on to describe the wide-ranging aspects of compensation payments and company assessment rates. Special attention is also given to the problem of silicosis in mining operations. In appendices to the paper, the experience rating plan of the mining industry is compared to that recently adopted for the construction industry. Introduction The Mining Association of British Columbia consists of fifty-five member companies, including virtually all the producing mines as well as the larger exploration, contracting and development companies. On completion of an extensive study of safety and compensation in the mining industry, the Mining Association of British Columbia instituted a Safety and Compensation Division in 1954. The director of the Safety and Compensation Division reports to the Executive Committee of the Association. There are two main functions of this Division. First is the prevenion of accidents by encouraging

Jan 1, 1965

By L. J. Altenburg

There are a lot of key factors involved in achieving a successful Safety Program. I would like to discuss some of these factors and how they have played a major part in our success at Jacobs Ranch Mine. The areas I will cover concern: 1) Facility Standards (Corporate/Minesite), 2) Communication (Employee/Management -"Teamwork"). 3) Proper Training (Employee/Management). 4) Employee Attitude. 5) Incentive Programs. 6) Health Programs. 7) Results/Benefits.

Jan 1, 1994

By M. Solomon

Crushers are designed and manufactured to survive the severe duty of mining environments worldwide. Under these conditions the crusher performance and availability is one of the critical factors in the mine?s production and profitability. Traditionally the development of these machines tends to be experience-based, incremental improvements in design due to challenges of different applications, duty, or manufacturing. In order to better serve the mining industry a new approach was taken to the design of primary crushers. This approach was to focus on safety and maintenance activities. The result of this effort is a new generation of gyratory crushers that can be serviced from above. Using the features of this new generation of crushers to their fullest extent crushing installations have improved safety, reduced design and construction costs, and lowered maintenance requirements. This presentation explores the benefits of two crusher installations utilizing top service crushers.

Jan 1, 2010

By A. J. Giroux

"The use of Ishikawa cause and effect diagrams in an analysis of requirements for improving safety and productivity at Falconbridge's Strathcona Mill is presented. The analysis lead to numerous small improvements being made with the cumulative effect being a significant improvement in both areas.INTRODUCTIONMill management in the 90's involves the major requirements to improve both safety and productivity in the workplace. These objectives, once seen as unrelated or even mutually exclusive, are now accepted as being complementary. Managers, trained either on the job (coming up through the ranks) or in an engineering discipline followed by first and second line supervisory experience are now turning to methods developed in consumer product manufacturing to ensure that all the components are in place to ensure the ore processing facilities are safe and efficient.This paper shows how management at Falconbridge' s Strathcona Mill used the Ishikawa ""fishbone"" diagram ( 1) , a method further developed by Deming(2), to put into place a comprehensive safety and productivity process. The Ishikawa/Deming concept is that no one element or program will itself continually improve a process or service. It is only by examining and then improving all the elements that are involved in the process or service that continuous improvement is obtained. The process was built on the Deming principle of worker ownership where management is the facilitator for putting into place the mechanisms whereby workers can themselves improve the operation. The process is illustrated mainly by examples of the changes made in the hope that these may be of direct help to other operations."

Jan 1, 1993

By Rudolf Kudlich

THE problem of eliminating the hazards of hoisting in mines has been with us since the industry passed its earliest stages, when coal and ore could be won from surface working and tunnels. At first, safety devices were introduced as means of decreasing the amount of labor necessary, to produce the mineral, or to increase the amount that could be obtained from a certain opening. For example, crude, ladders replaced winding footpaths or steps cut into the walls of the pit or shaft, decreasing the distance it was necessary to carry the product to the surface and eliminating, to some extent, the hazard introduced by the precarious footing afforded by such paths and steps. Later, instead of being carried from the pit on the backs of men, the product was hoisted in buckets or baskets on a rope passing over a pulley or around a windlass. Thus the capacity of the pit was considerably increased, and the hazard due to making many trips up and down the shaft was eliminated. From such beginnings accident prevention in mine hoisting advanced with the importance of the industry, until at present hoisting compares favorably with other branches of the mining industry with reference to safe practices. As in the other branches, this progress has been accomplished along two general lines-by legislation, rules, and education, and by the installation of safety devices. Though due credit must be given the former, it is not so satisfactory as the latter. Legislation, to be effective, requires a policing and inspection system to guarantee enforcement, such as we cannot hope to inaugurate. Rules may be satisfactory so long as the employer controls the labor market, and dismissal or some other form of discipline is an effective means of insuring obedience to the rules; but where labor demand is in excess of the supply, or where labor organizations are in control, such measures are not effective. An educational campaign will draw attention to hazards and may awaken a desire to avoid accidents by exercising the proper care.

Jan 2, 1922

By J. V. W. REYNDERS

IN THE remarks which I am about to make concern¬ing the safety work of the Bureau of Mines, I want first of all to disengage myself from a disposition, which is frequently in evidence, to give spectacular emphasis to the hazards of mining operations. It is of the' utmost importance to the industrial welfare of our country that the enormous annual requirement of fuel be produced and be made available in our economic activities, with a minimum of distress and hardship. The safety of coal mining is a condition with which. we are all concerned in a fundamental way. And yet we should not rush to accept hastily conceived notions that laxity among employers in respect to safety measures exists to any outstanding degree. In fact in a large number of instances, the precautionary efforts of min¬ing companies, directed to the elimination of accidents are beyond all criticism, albeit the industry suffers in reputation from the carelessness of, its less effi¬cient constituents. The Bureau of Mines has been a leading influence in disseminating the doctrines of safety, in securing the cooperation of the miners themselves, and in stirring up ' the laggards, both among the employers and the employed. It is much to the interest of well-conducted mine operations that the industry, as a whole, observe safety regulations to the utmost.

Jan 1, 1925

By R. H. Wightman, G. H. ADAM

In order to secure good results in the prevention of accidents, it is generally recognized that the desire for such accomplishment, as well as the aggressive and constructive action to achieve it, must emanate from the Top Management and permeate successively down through the "Chart of Authority" to the workmen. Several years ago, with the above as a basis and with full support of the Top Management, the Mining Department started a program of selling the foremen and bosses the idea that safety could be achieved and that it was desired and required. Using psychology, persistence and numerous other methods, the foremen and bosses were finally impressed with the idea that "It can be done" and "It will be done." With this in mind, new ideas were brought forth by the foremen and bosses regarding the caving operation and the specific jobs in the operation. These new ideas were taken up in round-table discussions and resulted in certain changes in the undercutting method and the actual drawing of the blocks. These changes resulted in increasing fragmentation of the blocks which prevented the usual hang-up areas in the blocks. With the rock smaller in size and within reasonable reach from the tapping drifts, accidents were prevented in the tapping section. At the same time, an enforced campaign of housekeeping throughout the mine was undertaken with very beneficial results. The foremen and bosses then, in turn, educated and trained the workers themselves to become safely conscious. In so doing, a constant re- minder was given on all jobs assigned that the job was to be done safely as well as efficiently. No man is assigned a job who is not qualified for the type of work required. Efficiency and safety go hand in hand.

Jan 1, 1949