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By C. L. Monroe

It has been the custom in recent years to look upon Atlin as a worked-out placer camp. This is a conception, however, which is far from the real situation. The placer-gold deposits of Atlin are today, after thirty-one years of continuous working, a field well worth the attention of the mining world. It is true that the shallow diggings (the 'easy money') have been practically cleaned out, but although there have been perhaps ten millions, or more, in gold already taken from the district, there are still many more millions left in the creek beds . A conservative estimate of the gold still remaining in one creek alone, Spruce creek, for a long time known as the 'prospector's meal ticket', would place the amount at anywhere from fifteen to twenty million .dollars, and there are a number of other creeks that have never been thoroughly worked, and some only partially prospected. That the true situation is beginning to be recognized by those who are on the lookout for a profitable field for investment, is born out by the fact that, within the last few years, New York capital directed by Mr. Charles V. Bob, who is also responsible for the opening up of the Engineer mine, has installed on Pine creek, where the first discovery of gold in the district was made, one of the largest hydraulic mining plants on the continent, utilizing six miles of the old hydraulic ditch of the Discovery Mining and Power Company, and over two miles of pipe line. On Boulder creek, where already two millions have been taken out, the Consolidated Mining and Smelting Company are on their third year of development work in opening up the unworked ground, while on Otter creek a newly organized French company have started a plan of development which will involve an expenditure in the neighbourhood of $200,000, and two or three years' work, before they can hope to find gold in paying quantities. It is probably safe to prophesy that placer gold will be produced in the Atlin district for the next fifty years

Jan 1, 1929

By V. C. Wansbrough

First, permit me to say with what very great pleasure we find ourselves assembled in this most ancient and honourable city of Quebec. It is a city which we deeply respect as the fountain-head of the culture of French-speaking fellow citizens, and the seat of government of a province which is steadily recording new achievements in Canadian mining. Such achievements prove what can be accomplished when enlightened and progressive government policy, technical and scientific competence, and private initiative pull forward together in harmonious rhythm. It is a most happy and auspicious event also that the guiding control of the affairs of the Institute and of the fine traditions of provincial administration have for the past year been united in the person of our honoured President, Dr. A. O. Dufresne. This year, again, we have bad prepared for us by our hosts a splendid programme of technical sessions and social entertainment. Each year we pay an unspoken compliment to the Institute, expecting as a matter of course nothing but the highest standards in both these spheres. In its annua1, semi-annual, and regional meetings, in the constant activity of its local Branches, the Institute continues with marked success to perform its great dual service, social and educational. We are all its beneficiaries to the extent to which we choose to profit by participation in its affairs. But, one imagines, to none are the advantages of Institute membership more valuable than to young men embarking on their professional careers.

Jan 1, 1951

By Barry D. Simmons

Abstract -A well-defined approach is essential to ensure the long-term success of a regional exploration program. Teck's approach in eastern Canada is designed to fulfill corporate objectives while recognizing certain unique parameters for exploration in the area. The elements of this approach include clearly defined objectives, technical considerations and personnel policies, all of which are equally important. The goal is a significant discovery before the mid-1990s and the company is confident that this target will be achieved.

Jan 1, 1992

By G. M. Mason

History Due to its strong affinity for oxygen, aluminium as an element was isolated only after many other rarer metals had been prepared and studied. It was just over one hundred years ago that two scientists, Hans Christian Oersted and Friedrich Wohler, produced the first few pellets of aluminium and determined its physical properties. These early investigators used metallic potassium as a reducing agent. Later, St. Claire Deville, by using sodium instead of potassium, improved the yield in the reduction and produced some pounds of aluminium. From a figure of about $110 per pound in 1855, the price had fallen to about $4 per pound by 1886. In that year, a very important discovery was made independently by Charles Martin Hall in Oberlin , Ohio, and Paul . Heroult in France. Stated in its simplest terms, the discovery of Hall and Heroult was that aluminium could be produced by electrolyzing a solution of the oxide in molten cryolite. The application of the Hall-Heroult process made the metal immediately available in commercial quantities and, by 1900, the price had fallen to 23 cents per pound. The growth of the industry in the past fifty years is well known, and is outside the scope of this paper. It is, perhaps, not generally known that aluminium was first produced in Canada at Shawinigan Falls in 1901. Since that time, production has been continuous at one or more smelters in the Province of Quebec. The largest of these smelters, which is also the largest aluminium smelter in the world, is at Arvida, Quebec, on the Saguenay river. A large power potential and access to ocean shipping were the two principal reasons for the establishment of aluminium production facilities in the Saguenay district. It is interesting to note that the aluminium industry, as a large user of power, took an active part in the early industrial development at Niagara Falls and Shawinigan Falls, and is now repeating the process in the Saguenay valley.

Jan 1, 1949

By Larry A. Morris

The environmental impacts of industrial activities have become very serious concerns of the public over the past few decades. Not surprisingly, governments have responded with legislation and regulations to force industry to operate in a more environmentally responsible manner and, more recently, have prompted industry to initiate voluntary measures in response to specific environmental issues. The concept of Product Stewardship has evolved as a system or vehicle for the industrial sector to demonstrate an active concern about the environmental impact of their products, services and processes.

Jan 1, 1996

By Larry A. Morris

The environmental impacts of industrial activities have become very serious concerns of the public over the past few decades. Not surprisingly, governments have responded with legislation and regulations to force industry to operate in a more environmentally responsible manner and, more recently, have prompted industry to initiate voluntary measures in response to specific environmental issues. The concept of Product Stewardship has evolved as a system or vehicle for the industrial sector to demonstrate an active concern about the environmental impact of their products, services and processes.

Jan 1, 1996

By Mark Hollingworth

"There is general consensus that as the world continues to change at an ever-increasing pace, companies must continually adapt their operations in order to remain competitive. Those that change fast enough, survive; those that don’t, perish quickly. Today, we hear that it is not worth the time preparing corporate business plans as they are out-of-date before the ink is dry. Within the corporate environment of the 1990s, we must “think” strategically, be a “learning organization”, keep our costs low, focus on our core competencies, stay as flexible as possible and create value. So-called “sustainable competitive advantages” can be obsolete before a patent is issued — if its even worthwhile patenting the advancement. This is industry in the 1990s.Now, while all this radical change has been underway in the global industrial environment, what have Canada’s universities been doing to keep pace with the change affecting one of their major stakeholders? Have they adapted their products and services to suit the new market conditions? Have they built closer links to industry to try to understand how better to serve this important client? Do they welcome industry input as to how to redefine their mission, objectives, strategies or their course contents? Do their students graduate with skills ideally tailored for the global mining industry? In the era of communication, can they write high quality reports in English, never mind speak French or Spanish?In an effort to provide Canada’s engineering faculties with a “blueprint” for the future, the Canadian Academy of Engineering pre-pared a report entitled “Engineering Education in Canadian Universities”, published in August1993, which concluded with the following recommendations:"

Jan 1, 1996

By J. Gray, J. Peck

As the turn of the century approaches, traditional open pit mining methodologies and processes are being modified through the introduction and use of new technologies. As in other industries, the personal computer is dramatically changing the traditionally conservative mining industry by allowing mines of varying size and capacity to increase their productivity and efficiency through the use of easy to use, office software. Computer-based monitoring and control systems are also being used more frequently to measure and optimize, in real-time, the performances of operating equipment. When communicated to an end-user, this information can provide accurate and timely answers to questions of how much, where, when, and by whom. This capability forms the foundation of a more comprehensive, proactive management and planning facility where, ultimately, information acquired from the producing equipment will be used to optimize and control machine and human activities. As these technologies mature and become essential tools in a mine, they will eventually serve as the basis for more robotic and autonomous mining operations.

Jan 1, 1999

By C. R. Hocott

"IntroductionRESEARCH in petroleum production consists primarily in investigations related to the drilling for and recovery of oil. As an organized activity of individual oil companies, production research is now 30 to 35 years old, and the petroleum industry may point with justifiable pride to the achievements of this third of a •century. Emphasis on research has grown through the years until at the present time many of the larger companies operating in the United States •have well-organized production research staffs.In addition to the efforts of the oil companies, significant research and development in petroleum production technology have been performed by oilfield service companies and others. Valuable contributions have been made through fundamental research carried on by the U. S. Bureau of Mines and by various colleges and universities, both in their own programmes and in programmes sponsored by industry, such as those of the American Petroleum Institute. However, the total effort of these groups is small when compared to the sum of the effort devoted to research by the individual .oil companies. In contrast to some industries which conduct the major portion of their research through co-operative, sponsored research at universities or research institutions, research by the petroleum industry is done predominantly by individual company research staffs. These industrial research groups have usually been organized in such a way as to provide liaison and co-ordination with operating technical staffs. In this way, the research groups are kept aware of the major problems confronting the operating departments and, correspondingly, the operating technical people •are able to keep informed on research activity and progress. This type of close contact generally results in prompt testing of research developments in actual operations."

Jan 1, 1953

By Barry D. Simmons

"A well-defined approach is essential to ensure the long-term success of a regional exploration program. Teck's approach in eastern Canada is designed to fulfill corporate objectives while recognizing certain unique parameters for exploration in the area. The elements of this approach include clearly defined objectives, technical considerations and personnel policies, all of which are equally important. The goal is a significant discovery before the mid-l990s and the company is confident that this target will be achieved.IntroductionAs one of Canada's oldest continuously operating mining companies, Teck Corporation traces its roots to Kirkland Lake, Ontario, with the development of the Teck-Hughes gold mine in 1913, later supplemented by production from the Lamaque gold mine in Val d'Or, Quebec. Control of the company was acquired by Temagami Mining Company, part of the Keevil Mining Group, in 1959. Credited as one of the first discoveries made using airborne geophysics, the Keevil Group had recently found the small but very high-grade copper deposits at Temagami, Ontario. These developments in eastern Canada formed a foundation for remarkable growth and Teck's present status as one of Canada's most successful and respected mining companies.Teck currently operates successful mining ventures across Canada and has international exposure through its association with Cominco Ltd., M.I.M. Holdings Limited and Metallgesellschaft AG. Operations in eastern Canada, however, remain an important component of Teck's ongoing success. The David Bell and Williams mines at Hernlo, Ontario, are Canada's lowest cost and largest gold operations, respectively. The Niobec Mine at Chicoutimi, Quebec, is North America's only significant producer of niobium. Teck maintains a 45070 interest in Golden Knight Resources Inc., part owner of the successful gold mining operation in the Casa Berardi area of northwestern Quebec. As a significant shareholder in Aur Resources Inc. and as a part owner, Teck is participating in the development of the Louvicourt deposit, a major base metal discovery at Val d'Or, Quebec."

Jan 1, 1992

By Ursula M. Franklin

Old iron nails are one of the most common objects which entice the general public to ask questions about the history of metallurgy. There is a lot of history in old nails - history of the manufacturing industry, and social and economic history. Nails, therefore, are fine teaching tools; whether students have to acquire metallurgical skills or explore the structure and properties of wrought iron, whether they want to look into the history of inventions and the development of machinery, studying nails tells a story better than any teacher or any book. I have used this approach often and the following note is based on several student projects, particularly the work of Carmina Herrero and Vicky Marchant. Nails, those essential metallic fasteners, have long been with us. Their size, shape and design is basically a compromise between the makers' ability to control and manipulate material and the demands of the intended application. There were copper and bronze nails in antiquity, but in this paper I want to deal only with iron nails. In Rome, iron nails were common, and Cleere carried out the fine metallographic investigations on a large stock of nails recovered from a Roman fort site in Scotland. Those nails were hand forged; sorting them at the site on the basis of length, shape of head and shape of shank (in cross section) indicated that there seemed to have been some nail standardization. It appears that the Roman smiths used a series of heading dies starting with a 1/s-in. size. Each successive size increased by approximately 1/16-in. The metallographic inspection of the microstructures of the nails showed that the smaller nails were made in the one operation; i.e. both the tapering and the formation were accomplished on the heated rod without reheating. However, in the case of the larger nails, the nail had to be reheated for the tapering after the head had been forged. Most nails were tapered on all four sides of the shank and the shanks were square in cross section; only one group had rounded shanks. Most heads were flat disks, but in one group the heads were pyramids and another group had conic heads. Figure 1 shows the procedure used to produce the pyramidal heads. Obviously, Roman nail making was sophisticated and each nail design was meant for a particular use.

Jan 1, 1999

By Norman R. Ball

"Many people in the mining and metallurgical industries were brought up to embrace Henry Ford's pronouncement that ""History is bunk"" but it is not generally known that the same Henry Ford created and paid for one of the finest technological museums in the Western World. I am aware that many people feel that industry history is something you ask aging executives to do or that history is a clip-andpaste compendium of pictures re-discovered every 25 years or on the occasion of issuing a press release on plant expansion. Moreover, there are many who fear historians as somewhat deranged individuals interested only in corruption, injustice and sensational labour strife. Good history lies somewhere between the controlled P.R. handout and the hysterical attack. Writing good history is a difficult creative act based on the application of experience, insight, wide knowledge and careful reasoning to available evidence. To date, the Canadian mining and metallurgical industries have achieved a great deal but left too little evidence and it is this lack of evidence which must be corrected before it is too late. It is the purpose of this article to stimulate thoughts with regard to archives, one of the more important vehicles for the preservation of such evidence."

Jan 1, 1999

By A. Kowalski

Telvis Limited, manufacturer of an emergency communication dispatcher's broadcasting system, now introduces the possibility of a remote software upgrade to its devices. The paper presents methods, features and ways to accomplish this task. It describes the mechanisms used and the opportunities that arise from the use of this type of functionality. The mechanism software update presented applies to devices on the surface and in underground areas of mines. The electronics used currently allow the use of remote software updates, but the mining equipment makes little use of these methods. This paper aims to start the discussion on this topic and tries to lay the path of development by showing one of the first examples of the application.

Aug 1, 2013

By N. D. Wineinger, J. Jodouin

"An Independent Electricity System Operator Industrial Accelerator Program (IESO IAP) case study was completed for a mine in Ontario, Canada by SRK Consulting, Inc. The purpose of the study was to analyze the ventilation system to determine whether and which system improvements could reduce the overall electrical power demand of the mine. Financial incentives are offered by the IESO IAP grant program to help cover the capital costs of these improvements. This study included the completion of a full mine ventilation survey as well as measurement of a full suite of electrical parameters of the surface and underground ventilation fans. After these measurements, a base ventilation model was created and established as the system baseline. Changes to the ventilation system were modeled, and their effects on the power demand were projected. The results of the study showed that several improvements were possible which may significantly improve the efficiency of the ventilation system and reduce mine electricity demand.INTRODUCTIONIn 2017, a ventilation study was conducted in accordance with the Independent Electricity System Operator Industrial Accelerator Program (IESO IAP) at a mine in Ontario, Canada. The IESO IAP is designed to assist eligible transmission-connected Canadian companies operating in Ontario to fast track capital investment in major energy conservation projects. The program will provide financial incentives to encourage investment in innovative process changes and equipment retrofits to reduce electricity consumption on the provincial system and to help companies become more competitive by positively impacting their bottom line. There are now four initiatives under the Industrial Accelerator Program:1. Retrofit2. Process & Systems, including Small Capital Projects3. High Performance New Construction4. Energy Managers – a new initiative under the Industrial Accelerator ProgramWithin the program, companies may propose energy saving changes to their current systems where applicable and appropriate. Companies may then be awarded funding to implement the proposed changes. The program allows partial financial compensation to implement certain energy saving changes that would otherwise not be considered due to high capital costs. For larger projects, such as underground mine ventilation systems, a detailed engineering study must be submitted. This study must detail each energy saving change or measure, its savings, and calculate the financial incentives using the IESO IAP Payment Structure. The payment structure for a project is an amount equal to the lowest of the following (Independent Electricity System Operator, 2015):"

Jan 1, 2019

By J. McCreedy

This paper reviews new methods of exploration for metals and new techniques of mining the deposits and extracting the metals from their ores. Examples of mining innovations are taken from Inco's Thompson Operation. The importance of presenting a favorable image of the industry to college students and young people deciding on a career is stressed.

Jan 1, 1971

By T. E. Warren, K. W. Bowles

"IntroductionTHE PROBLEM of producing synthetic liquid fuels from coal and other raw materials is of increasing importance in Canada as well as in the United States. This is due, to a large extent, to the continually increasing demand for gasoline and other liquid products which are now obtained solely from petroleum. The United States has reached a position where domestic supplies of crude petroleum must be augmented by imports and Canada is still a long way from self-sufficiency. In the event of war, there might well be an immediate need to find supplementary sources of liquid fuels. It is, therefore, expedient to consider alternative sources of production now -well in advance of the time when supplies of petroleum may prove inadequate to meet requirements.The purpose of the present paper is to give a short review of the history of liquid fuel production from coal, to describe briefly the research sponsored by the Federal Government on the coal hydrogenation process, and finally to evaluate the present status and future trend of the synthetic fuel industry, with special reference to necessary research work.History of the Oil-From-Coal IndustryThe history -of coal liquefaction began in 1913, in Germany, with the work of Frederick Bergius. His first approach to the subject was not deliberately planned."

Jan 1, 1952

By J. C. Heaslip

Introduction The greatest single advance in rock drilling practice since the advent of percussion drills was the introduction of tungsten carbide tipped rock drill?bits. The evolution of rock drills has been a long and highly diversified effort which has culminated in the highly refined ?drilling machines we know today, but because of the spectacular possibilities shown by ?detachable bits, and especially those with tungsten carbide inserts, there is little doubt that the cutting face of .the drilling unit has in recent days stolen the spotlight of rock drilling research and commanded the major attention of the rock drilling fraternity. "Solid" Steels Until about twenty years ago, all rock was drilled with a one-piece rod with a bit forged on one end. In the early years of the art of rock drilling, there was tried every conceivable pattern of :bit from the single-edge chisel to elaborate geometric 'designs. In the end, it was found that a 4-point bit with two sharpened cutting edges crossing each other at right angles would serve best for most rock drilling requirements. For some years thereafter, the main concern of drill manufacturers was .to obtain the best possible steel for drill rods. This was not accomplished as easily as might be thought. The cutting end had to be such that it could be hardened sufficiently to do its work without premature dulling and yet not so brittle as to shatter under the multiple impacts.

Jan 1, 1951

By Ralph Johnson, Philippe Gaultier, Loui Fauteux, Andrew Dasys

"This paper outlines the implementation of the Mechanic's Stethoscope from the earliest stages of development to the implementation at Brunswick Mining and Smelting. It details the cooperative efforts of personnel at Noranda Technology Centre (NTC) and Brunswick Mining & Smelting (BMS) during the technology transfer of the Mechanic's Stethoscope. It demonstrates how everyone worked toward a goal of developing a product that is accepted as a useful addition to the work environment.The Mechanic's Stethoscope is an underground vehicle diagnostic system consisting of computer hardware and software intended to assist mechanics in daily tasks. Its tools facilitate quick and easy access to any information required during the maintenance of an underground vehicle. Each tool presents vehicle condition data in a simplified manner. The additional information improves the mechanics understanding of the vehicle condition. The result is a healthier fleet of vehicles and faster diagnosis times.When introducing a computer based system into a traditionally non-computer oriented environment a concern is the acceptance of the system. This concern exists on many levels."

Jan 1, 1995

By P. Tarassoff

Extractive metallurgy is concerned with the winning of metals from their ores and concentrates. It is therefore not unexpected that extractive metallurgy in Canada has always been closely linked with mining. The discovery and exploitation of new orebodies has provided the impetus for the building of many of our smelters and refineries - past and present - and for the development of new metal extraction processes. The purpose of this paper is to provide a brief overview of those early metallurgical developments, and to highlight the continuing expansion and diversification of the Canadian metallurgical industry.

Jan 1, 1999

By A. J. Williams

"Whenever a decision is made to bring a mineral deposit into production, the Owner in actual fact has decided to convert substantial sums of capital into productive capacity with the intenti6n of making a profit from such conversion.Escalating costs of construction, frustrating and costly delays in comp1etion, the increasing tempo of technological change and the increasing size and complexity of mineral processing projects have convinced Owners that the best way of implementing their capital must be sought and utilized. This requirement has stimulated a search for ways and means of applying modern management techniques to the design and construction of mineral processing plants.This search by consulting firms has resulted in the evolution of the concept of project management and the development of planning and con trolling techniques with the result that Owners can seek and obtain better assurance that their project objectives will be fulfilled.This paper will attempt to outline how a mineral processing plant can be brought into production through the implementation of project management techniques.Definition And Objectives Of Project ManagementThe design and construction of mineral processing plants is subject to the restraints of three inter-related parameters -Quality, Cost and Time each of which influences and is influenced by the other two.Project management is a technique where the Owner delegates complete responsibility to a single organization for all phases of a project (design, procurement, construction and commissioning) for the above parameters but retains freedom for major decision making. Normally, the consultant under-takes full responsibility for all phases, but partial project management services can be provided when the Owner so desires.The objective of project management is first to devise and define and then to implement a program in which the relationship between the three parameters of Quality, Cost and Time is optimized, i.e., the desired functional and other requirements are attained (but not exceeded) at the lowest practicable overall cost in the shortest practicable time. The measure of success of a project lies in the degree to which this objective is achieved."

Jan 1, 1974