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By William F. Jahn

Because of the' situation in Europe during the summer of 1939, with the possibility of war and consequent curtailment or loss of supplies of tin to the United States, the Bureau of Mines undertook an investigation of domestic tin resources. This was permitted by the Strategic Minerals Act of 1939, which authorized investigation of possible domestic resources of strategic minerals necessary in a national emergency. The minerals selected were in short supply, and the United States depended almost entirely on imports to meet normal requirements. The Black Hills of South Dakota were selected for investigation as one possible source of tin because of the occurrence of the mineral there has been known since 1876, although production had never been important. The Tinton area, in the northern part of the Hills, had received the most attention and contained some minor indicated and inferred tin deposits.

Jan 1, 1949

The principle activities of the Explosives Research Laboratory from July 1, 1961 to June 30, 1962, are described briefly in part 1. Part 2 gives short abstracts of publications that appeared during fiscal year 1962; in general, the research reported in these publications antedates the report period. Part 3 gives the results of an investigation which, although too limited to warrant separate publication, merits presentation in some detail because of current interest in ammonium nitrate-fuel oil compositions.

Jan 1, 1964

By Remo Grandori, Manfred Jaeger, Fabrizio Antonini, Luis Vigl

The EVINOS-MORNOS tunnel project with its 30 km of length is one of the longest hydraulic tunnel in the world realised with TBM method. The adverse geological conditions, the high cover and the short construction schedule were a great challenge for the successful construction of this tunnel. The paper will describe: the criteria adopted for the tunnel design, the selection of the construction methods and equipment, the productions of the 4 TBMs adopted and the comparison of the behaviour of the different type of TBMs in the various rock conditions, including special conditions, the characteristics of the adopted in situ and precast linings, a comparison between the foreseen and actual construction schedules, the contractual implications of realising a tunnel in such a severe and complex conditions.

Jan 1, 1995

By Walter G. Kutschke

Four significant soil nail wall projects in the eastern United States were recently completed with a combined area of 175,000 square feet of finished shotcrete surface. These projects required the use of innovative design and construction methods in order to address various challenges, including slide-prone back slope materials, perched water, highly erodible rock materials, curved wall alignments, very tight construction tolerances and unexpected subsurface conditions. Special focus is given to issues such as bench excavation, soil nail installation methods, shotcrete mix design, anticipated shotcrete quantities, shotcrete nozzlemen qualifications and weather conditions, in order to provide a lessons-learned database for future soil nail wall design and inspector considerations. These projects also underscore the importance of design engineer and soil nail wall contractor qualifications as well as effective communication with the owner.

Jan 1, 2007

STANDING COMMITTEES Executive-A. R. LEDOUX, chairman. Membership-J. E. JOHNSON, JR.,* chairman. Finance-J. V. N. Dorm, chairman. Library-E. GYBBON SPILSBURY, chairman. Papers and Publications-BRADLEY STOUGHTON, chairman.

Jan 5, 1919

By P J. B Fransen

Several spatially and/or temporally distinct phases of epithermal activity can be recognised in the Horohoro-Matahana Basin area of the Taupo Volcanic Zone. In the northern Matahana Basin a 140 - 350 ka age range is proposed for mineralised debris flow clasts and related (?) epithermal  mineralisation intersected in a recent drillhole. To the east, a ca. 40 - 50 ka age range is suggested for epithermal activity in the Waikaukau alteration zone which was focused along the Guthrie Fault. Hydrothermal explosion breccias occur over 13 km within the Guthrie Graben, and are probably sourced from vents in the south. Assuming a common origin, these breccias are constrained to a 45 - 50 ka age range. Within the Horohoro hydrothermal system (around the present hot spring), older (15 - 50 ka) and younger (0 - 15 ka) features can be distinguished.

Jan 1, 1991

Several Approaches to Enhance the Bioleaching of Enargite Some approaches were investigated to enhance the recovery of Cu from enargite by bioleaching with Acidithiobacillus ferrooxidans using the galvanic interaction with pyrite and activated carbon, and with thermophilic bacteria, Acidianus brierleyi. Addition of pyrite initially enhanced Cu leaching by the Galvanic effect, but after that the formation of secondary minerals passivated the surface of enargite in inoculated batches. Activated carbon improved Cu recovery from enargite much better than pyrite, when it is contacted with enargite. Recovery of Cu from enargite has been recorded to at largest 2.4 per cent within 30 days in the presence of activated carbon when mesophilic bacteria were inoculated at 25¦C. The recovery of Cu from enargite was drastically enhanced by inoculation of thermophilic bacteria, Acidianus brierleyi, up to 60 per cent within 40 days at 70¦C and still not leveled off after 40 days unless the formation of Fe(III) precipitates occurred. After 40 days dissolved molar ratio of Cu/As is around 5.2, suggesting that metal-deficient sulfides and/or ferric arsenate might be formed on the surface of enargite.

Sep 13, 2010

By P. Amelunxen

This paper presents the authors? personal experiences in the design and operation of moly separation circuits in copper-moly concentrators. Topics discussed include column cells versus mechanical cells; use of nitrogen; use of CO2 and sulfuric acid for pH modification; and general equipment selection and sizing. A benchmarking of main operating parameters for industrial plants is presented. Upgrading curves for commercial column and mechanical cleaning circuits are also presented, showing that with average flotation kinetics and rougher concentrate grades, technical grade concentrates can be easily achieved with five column cells operating in counter-current configuration.

Jan 1, 2009

By Clements R. J, Davey J. M

Development of the process from the pilot stage to the current operation of the Capel, WA plant is briefly described.The design criteria for a larger sized plant are discussed together with factors that relate suitable feedstocks and coal types to the capital cost, capacity and product grade of future plants at locations other than Capel. The application of the process to the direct reduction of iron ores is briefly discussed including its commercial application at Rockwood, Tennessee.

Jan 1, 1980

By G. G. Barbante

Anode slimes produced during copper electrorefining are a valuable source of silver, gold, selenium and tellurium. The conventional pyrometallurgical process for treating slimes involves preliminary leaching in sulphuric acid followed by smelting in a reverberatory furnace with fluxes, but it is slow and has many recycle streams. The chemistry of the phases and the reactions that occur in slimes smelting are poorly understood and and this prevents major improvements to the process. Laboratory-scale experiments were conducted using unleached slimes, with and without the addition of fluxes and under neutral, oxidising and reducing conditions. Results show that selenium is readily removed as gaseous selenium dioxide and that molten Cu-Ag-Se-O phases form when fluxes are added. Oxidation-refining of these phases by air injection and flux addition can result in the formation of silver suitable for further electrorefining

Aug 1, 1995

By Parker A. J, Ruane M, Wadley L. G B

Copper, sulphur, nickel, cobalt, palladium, silver, and gold can be recovered from the copper sulphide precipitated from the "copper boil" of the Sherritt-Gordon nickel process used at Western Mining Corporation's Kwinana nickel <refinery. The method is based on an oxidative ammonia leach of copper, nickel, and the precious metals at temperatures below 40°C to produce, in part, elemental sulphur, in the residue. This is followed by heating to decompose thiosulphate and remove some ammonia with precipitation of some of the copper, palladium, gold, and silver. Addition of sulphur dioxide to pregnant liquor precipitates copper, as either Chevreul's salt or copper(I) ammonium sulphite, together with the remaining gold and silver. Less than 10 per cent of the dissolved palladium and less than 1 per cent of nickel and cobalt precipitate to this stage.In one option, the Chevreul's salt is dissolved in a solution of copper(II) sulphate, acetonitrile, and water to generate a solution of copper(I) sulphate. Gold and silver do not dissolve. The solution of copper(I) sulphate is thermally disproportionated by distilling acetonitrile to give exceptionally pure copper powder, with desirable characteristics for powder metallUrgy. Nickel, cobalt, and ammonium sulphate are recovered from the motherliquor of the Chevreul's salt precipitation by return to the Sherritt-Gordon process, where recovery procedures already exist. Palladium is recycled for eventual removal as a sulphide with the gold and silver.In the other option, solid copper(I) ammonium-sulphite is <thermally disproportionated in water at 150°C to copper powder.

Jan 1, 1978

The deposit was discovered during systematic reconstruction of the geological history of glacial overburden, which averages 6 m in thickness over 80% of Sweden, by geochemical sampling and searching for small grains of eroded bedrock. The gold is mainly concentrated in and around high-grade quartz veins within a broad shear zone, though the correlation coefficient between quartz and gold in samples is not significant. Production from two pits, now connected, in the Central and Eastern orebodies has increased steadily from 1 238 kg Au in 1989 to 2 120 kg in 1994, the highest in Europe. The mine has adapted and improved its mining methods to achieve significant productivity increases and cost reductions. Most of the improvements have been achieved through a better understanding of the controls on mineralisation and of the implications of those controls for selective mining. Geostatistics has played an important role in the quantification of grade variability and gold occurrence. Better blasting and loading techniques have improved selectivity, grade control has been enhanced by a grade-control drilling programme, and significant improvements in mineral processing have been made

Dec 1, 1995

By David E. Siskind

The Bureau of Mines studied airblast from surface mining to assess its damage and annoyance potential, and to determine safe levels and appropriate measurement techniques. Research results obtained from direct measurements of airblast-produced structure responses, damage, and analysis of instrument characteristics were combined with studies of sonic booms and human response to transient overpressures. Safe levels of airblast were found to be 134 dBL (0.1 Hz), 133 dBL (2 Hz), 129 dBL (6 Hz), and 105 dB C-slow. These four air-blast levels and measurement methods are equivalent in terms of structure response, and anyone could be used as a safe-level criterion. Of the four methods, only the 0.1-Hz high-pass linear method accurately measures the total airblast energy present; however, the other three were found to adequately quantify the structure response and also represent techniques that are readily available to industry. Where a single airblast measuring system must he used, the 2-Hz linear peak response is the best overall compromise. The human response and annoyance problem from airblast is probably caused primarily by wall rattling and the resulting secondary noises. Although these will not entirely be precluded by the recommended levels, they are low enough to preclude damage to residential structures and any possible human injury over the long term.

Jan 1, 1980

By A. Tobey Yu, W. Joseph Schlitt, Alfred Weiss, Frederic L. Kadey, Louis Kuchinic

Introduction The February and April 1984 issues of MINING ENGINEERING have already provided introduction to the long-range planning efforts of the Society of Mining Engineers (SME). These efforts are intended to provide the basis for effectively maintaining and improving the Society in the face of the changes that are besetting the mineral industry. This requires that SME recognize what changes are occurring and determine how these will impact the membership. Then a plan must be developed and implemented so that the Society successfully meets the challenges of the next decade. The Board of Directors has charged the Long Range Planning Commission with the responsibility for meeting these goals. This article provides a summary of the work done by the Management and Organization Committee of the Long-Range Planning Commission. This committee's task was to analyze the Society's current organizational structure and management process. Then a set of recommended improvements was to be developed. In doing this, the Committee has been careful to operate under that popular axiom, "If it ain't broke, don't fix it." Thus, changes were not proposed simply for the sake of change, but only where the present system appeared to be less effective than desired. Bases For Action The Committee began by establishing a set of premises about SME and its membership. These premises provided the bases for subsequent actions and recommendations by the Committee. Highlights from the premises included: • The Society should be run on a business-like basis. However, its "business" is that of a not-for-profit scientific, technical, and educational public institution. SME enables professionals involved in or associated with the mineral industry to serve the public purpose of benefitting mankind. • The Society operates as a national (US) organization with transnational (worldwide) interests. It recognizes its obligation to make its goods and services available to minerals professionals throughout the world. In addition, the Society recognizes its obligation to translate technology for the "lay" public, who then also become users of its goods and services. • The Society's Board of Directors is the policy-making body of SME and has final approval of all programs. These responsibilities will become greater when the Society becomes a separate corporation. • At present, the Society provides the following goods and services: publications, meetings/programming/short courses, academic education support, information dissemination - internal and external, and individual member services. • Planning is an ongoing process. It is best performed on a decentralized basis. That is, each major service category should have a responsible group authorized to conduct planning for that category, subject to the Society's master plan and the Board's approval. • The Society is privileged to have highly qualified and motivated members who volunteer their time and efforts on behalf of the Society. The best of these volunteers should rise to the highest positions of leadership - the Presidency of the Society and Institute (AIME). • The Sooiety is strongly committed to the protection and promotion of the history, traditions, and identity of AIME and the use of AIME as the unifying forum for the Constituent Societies. Identification of Potential Problems Once the premises about the Society and its membership were well in hand, the committee began examining the many facets of SME's organizational structure and management process. This was done in order to identify problems or potential problems in these areas. After considerable review and discussion, 10 areas of potential concern were called out for more detailed study and possible recommendations for improvement. These 10 areas include: • A lack of continuity at the Board level and among officers due to the established turnover policy. • A series of subboards that serve, by practice, to diffuse management authority and accountability, rather than enhance it. • A question as to whether the dissemination of information has been adequately planned, organized, and staffed. • An apparent illogical divisional organization. Two divisions are discipline oriented and two are commodity oriented. • A regional organization that does not adequately fulfill its purposes. • Uncertainties about the per-

Jan 6, 1984

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By M. Mabuza

Two Rivers Platinum Mine (TRP) is a 55:45 joint venture between African Rainbow Minerals and Impala Platinum, respectively. TRP is situated on the farm Dwarsrivier 372KT, in the southern sector of the eastern limb of the Bushveld Complex. Dwarsrivier is underlain by rock formations of the Critical Zone (Winterveld norite-anorthosite) and the Main Zone (Winnarshoek norite- anorthosite). Two economically significant PGE-bearing layers namely the Merensky Reef and the UG2 chromitite are found within the upper Critical Zone. These are approximately 140 m vertically apart, separated by a series of barren norites and anorthosites. At Two Rivers Platinum, only the UG2 chromitite layer is currently being mined for PGEs. The UG2 sub-outcrops north/south along the Klein Dwarsrivier river valley with a very gentle dip to the west of 7º?10º. At Two Rivers the UG2 averages about 120 cm in thickness, overlain by a waste pyroxenite parting about 20 cm thick, above which is a leader seam about 20 cm in thickness. The mineable cut consists of the leader seam, the waste pyroxenite parting, the UG2 chromitite layer including 25 cm of pegmatoidal pyroxenite footwall, below the UG2 reef to a minimum of 185 cm trackless mining cut. The mining method is a mechanized bord and pillar layout, which will yield a total of 185 000 tons at full run of mine production from the underground UG2 mine.

Jan 1, 2007

By Richard Jundis

At the Vale Inco Ontario Operations, the working environment is rapidly evolving with organizational changes, new business systems and software tools. These changes are required in order to meet today?s challenging business environment. Mining professionals are focusing on the development of safe and achievable mine plans to maximize mining value while reducing the potential of project delays and production shortfalls. This paper explores how new design tools, techniques and system designs in mine planning are being developed to optimize the value of every ton of ore mined and processed. To differentiate from other papers on long-term planning, this paper focuses on the concept of business planning at the mines. Business planning is the understanding and optimization of the relationship between mine plans and the value it adds in the overall process. The management and key stakeholders of Vale Inco have recognized that the development of a robust mine planning system and programs are essential for the long-term sustainability of the operations.

May 1, 2009

By R. Chen

Most tunnels built in Sydney encounter similar ground situations; they penetrate either the Hawkesbury Sandstone or the shales that lie beneath the city. Tunnels in these materials are generally sup-ported by rock bolts in combination with a shotcrete lining. A method of analysis is presented to improve our understanding of the long term behaviour of fiber reinforced shotcrete (FRS) materials and the tunnel support systems. A finite element method SAFEA (Semi-analytical FE Analysis) is developed to model the combined creep behaviour of a shotcrete lining and the Hawkesbury Sandstone. To model the time-dependent creep behaviour, the bulk modulus and shear modulus of the materials are represented by logarithmic functions in time. A Laplace transform is then applied to these functions of time and the solution of the problem found from a finite element analysis. Tablot?s method is then used to invert the transformed values and find the solution in real time. The time dependent creep deflection of the numerical tunnel models reflects the interaction of the shotcrete lining and rock which have different creep parameters.

Jan 1, 2008

By NEWTON C. MARSHALL

AS every school boy knows, the Andes mountain range forms the backbone of South America, extending the full length of the continent along its western edge and fairly close to the Pacific coast. But in Colombia these mountains are divided into three distinct ranges known as the Western, Central and Eastern ranges of the Andes. United at the southern end, they spread out like three fingers in a northerly direction across the Republic of Colombia. These great natural barriers have only in recent years been tarried by railroads or wagon roads, and they have had their effect upon the history of the country, both political and ethnological. Each of the three ranges dies out and dwindles away before reaching the boundary of Colombia on the Caribbean Sea. When I studied my geography as a youngster 1 used to think that the

Jan 1, 1935

By W. M. Dressel

This Bureau of Mines report describes a shaft closure demonstration project in which 11 inverted pyramid-shaped plugs were used to plug abandoned open mine shafts in Galena, KS, The inverted pyramid-shaped forms, fabricated from steelplate, were designed so that the inverted base would be larger, by 4 ft on a side, than the approximate size of the shaft opening at the surface residuum-solid rock interface. After the surface openings of the shafts were trimmed with a backhoe, the steel forms, complete with reinforcing, were lowered into the openings and filled with concrete; the remaining portions of the openings above the plugs were backfilled to slightly above the surrounding surface level with waste rock and soil. Location and elevation monuments were installed for long-tern evaluation of the success of the project.

Jan 1, 1985