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By Wilfred P. Schmoe

Introduction An integrated oil company has two options in approaching strategic planning. It has to decide whether it is in business for the long-term. I state this in all seriousness. Those who help manage public companies have the responsibility of good stewardship of other people's money. We must decide whether continued investment in our basic business will generate a reasonable rate of return. With a world surplus of petroleum production capacity, and continuing downward pressure on prices, this question should be addressed by all oil companies. And a positive answer is not necessarily a foregone conclusion in all cases. The decision should be made based on proven competence in finding and developing petroleum reserves on a cost-competitive basis with other producers, and on a frank analysis of future prospects. This should include a realistic assessment of the projected rate of return on specific investment projects. If a company did not pass these tests, its strategy could take one of four paths. Diversification First, it could diversify. But recent history suggests that oil companies are not good at managing other businesses. Second, it could seek a buyer for its business at the optimum return for its owners. Third, it could sell its assets on a piecemeal basis. And, fourth, it could adopt a longer-range plan of self-liquidation by living off current recoverable reserves. In other words, by not investing in exploration and development, it could maximize short-term profit and pass the money back to shareholders in the form of dividends. The Conoco component of DuPont has a below-average cost of finding petroleum, a good track record of efficient production, and a full plate of projects that pass the test of return-on-investment. In short, Conoco is in business for the long-term. That fact, in itself, determines at least one key element in strategy. This is to extend the life of the petroleum reserve base while at the same time maintaining maximum efficient rates of production to provide a strong cash flow. A company that is able to maintain a strong reserve base will ultimately see the value of those reserves escalate as world oil supplies tighten. Our planners expect this tightening to occur within the next decade as demand grows and production in non-OPEC areas of the world begins to decline. An exploration program tailored to meet the requirements of reserve replacement and current production should have two basic parts. The first is relatively low-risk exploration in proven oil provinces. This is augmented by

Jan 6, 1985

By Edward Hall Smith

The E1 Indio Mine is located in the Andes mountains about 180 kilometers East of La Serena, capital of the Fourth Region of Chile. It is reached by an international highway running up the Elqui Valley as far as Juntas from where the last 42 kilometers is on a road constructed by the Company. The plant is located at 3.900 meters above sea level among extremely rugged terrain with nearby mountains rising about 5.500 meters. Climatic conditions at these altitudes are severe with winter temperatures down to -20°C. Snow storms lasting several days and leaving up to two meters of snow have been experienced, while fierce winds are corm=.

Jan 1, 1984

By G. M. Rao, P. N. Deo

Graphite is soft and easily floatable but it is quite difficult to obtain high purity concentrate at coarse sizes. Chemical treatment can produce high grade concentrate but it is an expensive process. Graphite containing plus 96% fixed carbon (FC) with coarse flakes commands high price in international market. Such graphite concentrate containing plus 96% FC was produced in Indian Bureau of Mines (IBM) by using newly developed reagent (mixture of different hydrocarbons and terpenes, IBM/D7) instead of commonly used frothers viz. pine oil, MIBC, kerosine etc. and regrinding in a special type of mill with special grinding media instead of grinding in a conventional ball/ rod mill followed by cleaning. Both the new reagent (frother) and special grinding media are inexpensive and readily available. The process is under patenting. This paper focuses application of this new grinding methodology for flake size protection, and the new reagent for selective flotation of high purity graphite.

Jan 1, 1995

By S. Noll

Ventilation is an essential part of any underground mining operation. It provides fresh air for workers and machinery, keeps up an adequate mine climate and dilutes and dissipates noxious gases. Possible changes in the economic environment for mining in the future, e.g. increasing energy costs, will necessitate optimization of distribution of airflow within most mines. This paper discusses the scientific set-up for measurements as well as the behavior and influence of parameters of ventilation according to airflow distribution under consideration of technically possible set-ups of mine fans. This study was done in an underground mine with a flat seam room and pillar mining method.

Feb 27, 2013

By H. Wesley Peirce

Arizona embraces portions of two major western-U.S. physiographic-geologic provinces and a smaller, local one. These exert fundamental control over the geologic framework and associated earth-material resources and potential. The Mogollon Rim diagonally crosses the State and separates the Colorado Plateau Province to the northeast from the Transition Zone and Basin and Range Province to the southwest. More than 90 percent of the population, production of nonfuel minerals, agricultural land, and water resources are in the Basin and Range part of the State. In 1981 Arizona was ranked number one in the Nation with respect to the value ($2.56 billion) of nonfuel-mineral production. About 8.2 percent of this amount ($212.9 million) can be attributed to nonmetallic (industrial) materials. Although a diversity of nonmetallic substances is produced and some are exported, the bulk is utilized within the State and is directly related to market growth. Since 1950 there has been a fourfold increase in Arizona's population, a concomitant twelvefold jump in sand-gravel production (tons), and a twentyfold increase in "stone" production. New industries developed during this time include cement, salt (and storage of liquid petroleum gas products in solution cavities in salt), zeolite, hydrofrac sand, vitrified clay pipe, crushed marble products (teed additive, pool sand, roofing granules, etc.), and "rock" wool. Most of these newer industries serve out-of-State as well as in-State markets. In 1981 at least 225 industrial mineral or rock deposits were being worked to produce about 10 tons of material per Arizona resident per year. In 1980 the relative values of basic industrial minerals produced in the State, by major group, were cement and lime (51.6 percent); gravel (26.5 percent); sand (11.8 percent); stone (4.6 percent); and others (5.5 percent). Detailed knowledge of the nonmetallic rock-and-mineral content of most Arizona ranges and basins is lacking. Exploration opportunities in this sun-belt growth region appear encouraging.

Jan 1, 1987

Adverse ground behavior events, such as convergence and falls of ground, are some of the most significant challenges and hazards in underground mines. Our goal is to work toward mine-wide, digital, and real-time three-dimensional geotechnical situational awareness and predictive capabilities in complex underground mining operations. This will benefit operators, engineers, and management by enabling them to develop a more proactive approach to ground control. To this end, and inspired by research in the field of remote sensing and autonomous robotics, this paper assesses the potential of mobile light detection and ranging (LiDAR) data acquisition for high-frequency, high-accuracy monitoring tasks in Global Navigation Satellite Systems (GNSS) deprived underground mines. Limitations of current monitoring practices are reviewed. Relevant academic and commercial developments in the fields of indoor mobile mapping systems (MMSs) and simultaneous localization and mapping (SLAM), robust autonomous robotic platforms, and automated remote sensing data processing are highlighted, and their current shortfalls are evaluated. To conclude, the ramifications of this work for the development of future autonomous underground mine monitoring solutions are discussed.

Jul 28, 2020

By Charles A. Gargano

The current state of the mass transit industry in America will be examined. How and why this important urban activity shifted entirely, or almost entirely, from the private sector to the public sector. Who pays for transit? For day to day operating costs? For capital investment? The prospects for transit's future will be the next major issue addressed. In a word, they are rather good. Over the past decade there have been major new transit investments made in Atlanta, Baltimore, Washington, D.C. and Miami, as well as constant re-investment in such cities as New York, Boston, Philadelphia and Chicago. While the current administration has put a temporary halt on the initiation of any major new rail transit projects using Federal funds, there are several mechanisms localities have for using other resources for such projects. These will be explored.

Jan 1, 1983

By Shawn Orser, Jennifer Waddell, Mike Sierakowski, Tom Barrett

Production evaluations were conducted at Daisy Gold Mine (Glamis Gold, formerly Rayrock), between August, 1997 and August, 1998 to quantify the effect of 3M fluorochemical surfactants (fluorosurfactants) on extraction kinetics and gold recovery in gold heap leach mining operations. Ore was treated at a level of 7-10 grams surfactant per ton of ore using 3M Pluorad TM Leach Mining Additive PC-GOLD. Kinetics and gold recovery were determined by solution assay for each of the tests. Both tests indicated improved kinetics, and data from Test 2 was used for determination of a quantitative increase in gold recovery resulting from PC-GOLD addition. A discussion of test results including methods used to determine gold recovery is provided.

Jan 1, 2000

By A. D. Davis, C. J. Webb, C. S. Johnson, J. L. Porter

The abandoned Belle Eldridge Mine near Deadwood, South Dakota, is on land controlled by the U.S. Bureau of Land Management (BLM) property. The mine produced primarily lead and zinc during the first half of the twentieth century. The BLM has expressed concern about acidic drainage as well as elevated arsenic levels in tailings and waste rock at the site. The mine site was evaluated for remediation in 1998 and 1999. Recent reclamation and remediation work included substantial regrading of waste rock, removal of material where metal loading were of concern, and re-routing of drainage from an adit. Trenching at the site shoed a greater volume than originally calculated during site characterization. Material was removed to a repository that was constructed at a nearby drainage divide. Because of physical hazards, the BLM has decided to remove some historic structures. However, a search of mine records and an inventory of archival materials were complete to preserve the history of the site.

Jan 1, 2002

By Bradford F. Townsend, Marc R. Kritzer, Michael F. Roach, Dennis Ofiara

All Rights Reserved. Printed in the United States of America. Information contained in this work has been obtained by SME, Inc. from sources believed to be reliable. However, neither SME nor its authors guarantee the accuracy or completeness of any information published herein, and neither SME nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that SME and its authors are supplying information but are not attempting to render engineering or other professional services. If such services are required, the assistance of an appropriate professional should be sought. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Any statement or views presented here are those of the authors and are not necessarily those of SME. The mention of trade names for commercial products does not imply the approval or endorsement of SME.

Dec 1, 2008

By Michael Gauna

A high seam geologic condition exists at Jim Walter Resources No.4 mine which requires immediate rib support after a continuous miner cuts a place, High seam mining heights are typically 2.4 to 2.6 m (8 to 9 it) and a thick rock layer is present in the upper portion of the coal rib side. The 610 m (2000 ft) mining depth at No. 4 mine induces horizontal rib line movement after excavating an entry. Horizontal rib movement greater than 30.5 cm (12 in) have been noted. When lateral movement occurs in the high seam areas, the thick rock layer, and the coal above the rock layer, become fractured and tend to roll into the entry. If not adequately supported, large rib rolls develop in the place being bolted as well as in previously mined areas which endanger men and equipment. To control this situation rib support must be installed in the roof bolting operation as the bolting crew works towards the face. A rib control system has been developed for this high seam mining condition utilizing a mechanical anchor bolt placed at an angle in the rib and installed with a modified Fletcher DDFI- 15 bolting machine. Over 120 km (75 mi) of entry have been supported with angle rib bolts. These angle bolts constitute 43 to 60% of the total roof and rib bolt footage in the high seam port- ions of No.4 mine. The angle rib bolting system has proven safer, more effective, and more efficient than the earlier support method employing bolts installed horizontally into the rib. No rib roll accidents have occurred since the angle drill bolting machines were placed in service in 1981. By securing the broken rib material with an angle bolt anchored above the coal pillar, a more effective means of rib control is achieved. Angle rib bolting does not interfere with continuous miner productivity. In addition, bolting crews are now reduced from three to two people and the total drilling supply costs are approximately 60% the previous cost, when compared to the previous support method using horizontal rib bolts.

Jan 1, 1983

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By Jan Krason

Introduction The South African Witwatersrand is the world's largest gold-bearing province and gold producing district. But the production capacity of the very big mines (Vaal Reef, Driefontein Cons., Western Holdings, Western Deep Levels, and others) is not as large as that of the Soviet Union's Muruntau gold mine. The Muruntau gold-bearing ore body was discovered in 1956-57, and has been in operation since that time. In the early 1970s, this mine produced 70 to 80 t/a (2.3 to 2.6 million oz per year) of gold. Within the last few years it has become the world's largest producing gold mine. Russian authors do not publish ore reserve or rate of production data. But it is very likely that the Muruntau mining complex, which involves several ore bodies, is currently producing about 143 t/a (4.6 million oz per year) of gold. The author has confirmed this by personal information from several knowledgeable Russian geologists. This amounts to one-half of

Jan 11, 1984

By G. B. Amicucci

Golden Sunlight Mines Inc. operates an open-pit gold mine and cyanidation plant about 11km (7 miles) northeast of Whitehall, MT. Golden Sunlight is a subsidiary of Placer Dome US Inc. Mining is accomplished with conventional open pit drilling, blasting and hauling methods. The mining rate is about 102 kt/d (113,000 stpd). Gold occurs as fine-grained disseminations in a pipe-shaped breccia and in immediately adjacent country rock. The ore body is low grade, averaging 2 g/t (0.059 oz per st) of gold. The metallurgical plant uses conventional carbon-in-pulp (CIP) technology. Daily throughput averages 6.5 kt (7000 st). Recoveries are enhanced through a sand tailing retreatment facility while a preaeration process reduces operating costs. The low grade ore dictates that maximum mill throughput at the desired grind size be maintained. Therefore, in October 1988, an Armco Autometrics (now Denver Autometrics) particle size monitor (PSM) 400 was commissioned. The PSM 400 is an on-line instrument. It measures particle size and percent solids in a slurry stream. The PSM pulls its own sample, deareates the sample and passes it through diametrically opposed ultrasonic sensors. The unit uses ultrasonic sound to measure the deareated slurry stream's particle size and percent solids.

Jan 1, 1991

"Use of the Bond Work Index to size industrial grinding equipment was widely known. Bond also described its application for measuring grinding circuit efficiency. Bond Work Index efficiency has been widely used by industry, but until now without concise standard methods, or a formal guideline, for doing so. The Bond Efficiency Sub-Committee of the Industrial Comminution Efficiency work group of GMSG has produced such a guideline, which follows. It covers the methods and provides examples of how to calculate the Bond Work Index Efficiency of most industrial grinding circuits. Bond Work Index testing equipment and methods are also provided. The next steps are: (1) to establish standard reference testing materials and one or more laboratories to serve as bases for reference testing; (2) to establish the accuracy of relative circuit Work Index Efficiency determinations; and (3), to develop and provide a public data base of industrial comminution circuit Bond Work Index Efficiencies. OUTLINE Introduction and Background Part 1. Determining the Bond Efficiency of a Grinding Circuit Method Demonstration/Example Calculations Bond Work Index Testing Equipment and Procedures Accuracy of Comparative Circuit WI Efficiency Determinations (under development) List of Symbols Part 2. Data Base of Bond Grinding Circuit Efficiencies (under development) References Annexes: A1. The Bond Crushing WI Test Equipment and Procedure for Bond Efficiency Determinations (Revised March 26, 2015) B1. The Bond Rod Mill WI Test Equipment and Procedure (Revised March 26, 2015) C1. The Bond Ball Mill WI Test Equipment and Procedure (Revised March 26, 2015) Introduction and Background Please see the references and slide presentation “Bond Efficiency SLC (rev3)-print.pdf.” This efficiency determination applies to most brittle materials in their naturally occurring (un-scalped) size distributions being treated in size reduction circuits down to a product sizing of approximately eighty percent passing 70 µm (see below). Unusually shaped materials (e.g. mica) should be regarded with caution. Part 1. Determining the Bond Efficiency of a Grinding Circuit Method In the plant: • Define the circuit for which the WI efficiency is to be determined • Procure samples of the circuit feed and product • Obtain the power draw of the size reduction equipment at the drive pinion(s) • Obtain the circuit throughput rate (dry tonnage) In the laboratory:"

Jan 1, 2016

The National Mining Hall of Fame will hold its 13thAnnual Induction Banquet during MINExpo International 2000 in Las Vegas, NV. The gala black-tie (optional) event will honor eight legendary leaders of the mining industry. The event will take place at the Las Vegas Hilton Hotel on Sunday, Oct. 8. The induction ceremonies will salute mining greats elected by the board of governors from a list of nominees submitted by mining industry partners and the public. The members of the Class of 2000 will join 151 other inductees enshrined in the Mining Hall of Fame in Leadville, CO. The evening will begin at 6 pm with a cash bar reception followed by the banquet and program at 7 pm. Keynoting the banquet program will be Harrison (Jack) Schmitt. He was the geologist/astronaut of the Apollo 17 mission to the moon in 1972 (see related story on page 26). And he is the only scientist to “kick rocks on the moon.” Schmitt is also a member of the Mining Hall’s board of governors. Schmitt was also the keynote speaker at the First Annual Induction Banquet in Denver, CO in 1988.

Jan 1, 2000

By J. A. Herbst

Fine coal cleaning by froth flotation has become common practice in the U.S. with more than 80,000 tons treated in this way per day. In spite of this large tonnage, developments in the automatic control of coal flotation circuits have lagged significantly behind those for mineral systems. One reason such developments have been limited is that instruments have not been available for the on-line measurement of carbon or ash and another critical variables in coal slurries. A second reason is that the influence of the operating variables on coal flotation has not been completely understood. During the last few years some of the required instrumentation has been developed and an improved knowledge of the flotation process itself has occurred through mathematical modeling; as a result certain control strategies for coal flotation are beginning to emerge. This paper attempts to evaluate several control strategies using a detailed flotation dynamic simulator, DYNAFLOAT. After constructing a process matrix for the system of interest, promising alternatives for linking manipulated and controlled variables have been analyzed. In order to develop combined grade and recovery control strategies, the authors found it necessary to construct a grade/recovery map with the aid of the simulator to drive the system to known final, feasible grade/recovery operating conditions. Finally, an advanced strategy which uses an on-line model to identify disturbances and take control actions is proposed.

Jan 1, 1983

By Fred Pena

Cyprus Pima Mining Company is located in the Mineral Hill District of southern Arizona, approximately 22 miles south-southeast of Tucson. Cyprus Pima Mining Company is owned 50.01% by Cyprus Mines Corporation, 24.99% by Utah International Incorporated, and 25% by Union Oil Company of California, with Cyprus having the management responsibility. Cyprus Pima's history has been one of continued expansion from an initial plant of 3,000 TPD in 1957; 6,000 TPD in 1963; 18,000 TPD in 1966; 36,000 TPD in 1967; and 53,500 TPD in 1972. The major reason for Expansion IV was that a large volume of low-grade ore had to be moved to get at a higher grade ore in the course of proper pit development. With mining costs already defrayed, this relatively hard, low-grade material became economically profitable for subsequent milling and concentrating treatment. Similar material previously stockpiled was available for ore treatment. In an effort to meet the continuing search for lower unit costs, the largest milling and concentrating equipment had to be examined. The management of Cyprus Pima Mining Company began investigating autogenous, and semi-autogenous milling in 1964 when two carloads of ore selected from the Cyprus Pima pit were sent to the Koppers--Hardinge Operation at York, Pennsylvania for testing. One car contained approximately 40 tons of hard arkosite and the other contained approximately 40 tons of ore classified as soft Hornfels. The purpose of the testing was to determine the amenability of both ore types to autogenous or semi-autogenous grinding.

Jan 1, 1974

By Peter J. Szabo

In 1980, a caravan of representatives of Japanese trading companies debarked on the shores of the United States bearing gifts of watches, electronic games, and radios. In early 1983, we find in a parking lot of a major U.S. coal company, a haggard general manager of marketing returning to the Orient with a box under his arm of trinkets of his own; cross pens with company logos, alarm clocks, etc. The tables have turned, but our fellow sitting in a jet plane over the Pacific Ocean had only to heed the warning of the famous 19th Century poet well familiar with the ways of the Far East. Kipling said; "And the End of the Fight is a tombstone white and with the name of the late deceased, And the epitaph drear, a fool lies here who tried to hustle the East."

Jan 1, 1984

By J. Harrison Daniel

Were the legislators and politicians responsible for the closing of the U.S. Department of the Interior?s Bureau of Mines (Bureau) in March 1996 fully aware of what they were doing? Throughout the United States? history, the domestic mining and minerals industry has been largely responsible for the nation?s growth and prosperity that had made it a world leader. The mining and minerals industry made it possible for the young nation to catch up with Europe during the Industrial Revolution, played an essential role leading to victories in World Wars I and II and was a core ingredient for continued economic growth. For a number of decades, America?s import dependency on non-fuel mineral materials has continued to increase. (USGS Mineral Commodity Summaries). Developing domestic resources to meet current and future demands ? particularly those resources considered to be of strategic and critical value to national security ? is necessary. Federal involvement is required since many of these resources are located on public lands. Another reason for federal involvement is that the success of the industry depends on long-range research programs and advances that may take up to 25 years to become commercially available. This situation requires federal partnership to coordinate the programs necessary to collectively involve the industry, individual mining companies and colleges and universities. So, how was it possible to close a federal agency that had contributed so much to the nation?s welfare in a mandated 90-day period, with more than 1,200 employees losing their jobs?

Jan 4, 2010