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By Paul D. Tomlingson

A new sense of urgency permeates the mining industry concerning maintenance. Mining's continuous process environment demands around-the-clock maintenance support. And profitability conscious mining operations require that production targets be met on time - and economically. These goals require nothing less than an effective maintenance program. In turn, the effectiveness of the maintenance program depends on quality information: easily procured, complete, timely, accurate, and properly used. Information picture is changing Some of the fully integrated, mainframe maintenance information pro¬grams of better days remain. Their upkeep and cost of operation, though, is becoming more difficult to justify. Some operations, faced with production cutbacks a few years ago, downscaled and found they liked it. Now, during an upswing, these operations question the need for the more elaborate, administrative-heavy programs they used to operate. Package programs are not taking their place. Too often, the packages are vague and generic. Some vendors claim that if their offerings work in a hospital complex, they must work in an underground mine. That is not so. Maintenance information in the mining industry is different. The situation has changed There are now smaller, self-contained maintenance groups whose information needs are different. These include an electrical crew in a smelter, an underground mobile equipment shop, or a remote service shop between several distant operating pits. These working environments have changed the character of the information needed as well as the methods for obtaining and using it. Operations-maintenance link In coming back from a downturn, operations people realize that their ability to meet production targets hinges on reliable equipment and avoidance of downtime. They have become familiar with the need to use maintenance services effectively. They also want quality maintenance information. When coupled with the sense of urgency about maintenance, a business-like working environment emerges that has significant new differences in both work control and information. Work control impact Work control has been streamlined to improve communications. Supporting information has been streamlined as well. • Verbal orders are the rule rather than the exception to quickly bring a multi-craft crew to the flotation section or a pit crew to a disabled haulage truck. • Written work requests and work order forms are seldom used, or even needed. Rather, electronic work control logs permit operations to request work, maintenance to acknowledge it, get ready, and do it - quickly, without delay. • Routine servicing is triggered by operating hour accumulation (mobile equipment) or tons of throughput (fixed equipment). Operations is now taking the initiative in delivering mobile equip¬ment to the "bad order line," or switching to a bypass conveyor. Operations wants immediate follow-up reports on equipment condition.

Jan 1, 1989

By Michael Chender

Introduction Clearly, many problems confront the minerals industry today. Yet, at the same time, there is too much energy spent bemoaning the negative effects of difficult economic circumstances, low metals prices, and adverse government policies. These are factors that cannot be altered by individual mineral company reactions. In fact, as we look to the future, the only thing we can be certain of is that we will continue to be faced with uncertainty. Thus, an area that demands close scrutiny and that can significantly affect a company's performance in the future is the posture it adopts to deal with uncertainty. This paper looks at how strategies are developing to deal with this issue. It also examines some of the implications that implementing such strategies have for the role of the individual explorationist. Elements of strategy Whether mineral company strategies are based on diversifying or retrenching, on emphasizing primary production or downstream integration, there seems to be increasing agreement that in the current environment strategies must have several features. They need to be information-based - developed out of access to timely and complete data and analysis about proposed directions and competitor activity, rather than simply following a current fashion. They need to be flexible - adaptable in light of changes in the marketplace and an unpredictable industry. And they need to be cost-efficient - making the most of limited resources. Whether a company is looking for gold financing opportunities, acquiring polymetallic prospects, or doing grassroots exploration for diamonds, these three elements are increasingly essential. They not only allow the company to pursue its current goals most expeditiously, but also open it to hearing and using feedback in the most constructive way. The company can then improve or change strategy as it proceeds. And it can be best positioned to take advantage of opportunities as they arise. These elements of strategy place great emphasis on the skills of the individual. The need for critical intelligence and the reduced amount of capital available to manage are making it more obvious that exploration is a "people" business. This is in accordance with a general trend in many sectors of industrialized economies, reflecting the widely discussed shift from smokestack to information-based industries. Increasing the odds There is a direct connection between successfully implementing the approaches to strategy discussed above and encouraging and improving the quality of work of the individual explorationist. To illustrate the importance of this, some commonly quoted figures on the odds of discovery success can be used. These figures are arbitrary but illustrative. Assume that one out of 100 exploration prospects actually turns out to be a promising ore body, and that one out of 1000 becomes a mine. Based on our research, chances are the most of those

Jan 1, 1986

By M. J. Laurila

On-line analyzers have made possible the use of fuzzy logic control (FLC) for local control applications in coal preparation plants. This includes FLC of heavy media vessels, cyclones and froth flotation. These circuits can be controlled in real time in a feedback control loop with an on-line analyzer. Control strategies can be developed using statistical process control (SPC) techniques that are first applied offline in manual mode through the use of control charts. This process is then brought on line using FLC in conjunction with an on-line analyzer to automate the circuit. The advent of programmable logic controllers into preparation plants has enabled the implementation of regulatory control. As shown in Fig. 1, regulatory control is the first level of process control as applied in a processing facility. This involves: ? The logic sequences for start-up and shutdown procedures and all the necessary interlocks for safety purposes. ? The systems to control individual parameters and individual units. Various sensors provide information that is useful to plant operators, while some can be used as signals to simple control loops (Couch, 1996). This is the foundation of process control. It must be performed well if there is to be any success in supervisory control (level 2). Supervisory control involves overseeing and directing the operation of unit operations, or of the whole plant. This includes more complex loops with cascade control. And it may involve feed forward and feedback systems. There have been some applications of this kind of control to thickeners and flotation circuits in coal preparation plants. In addition, there are supervisory controls on some dense medium circuits and, in a few cases, on jigs. These are implemented with proportional integral- derivative (PID) controllers that are available in the PLC or distributed control system (DCS) operating soft ware. In a coal preparation plant, there might exist 200 to 400 PID loops. In a coal-pro¬cessing plant, this number is increased to 2,000 loops or more. It is important to use the correct algorithm or function to control a process variable to the point where automatic control shows a markedly decreased variability over manual mode. This is where fuzzy logic and neural networks have an advantage over traditional model-based expert systems. Because dynamic models of coal preparation unit operations do not exist, model-based expert systems that are prevalent in minerals processing cannot work. Not enough is known about the dynamics of the gravity separation processes employed in coal preparation. Therefore, an artificial intelligence (AI) system consisting of a subset of fuzzy logic, genetic algorithms and neural networks must be applied in coal preparation plants if a supervisory control system is to be successful across a range of feed characteristics and variable set points.

Jan 1, 1997

By Andrew J. Regis

The methods of evaluation of industrial minerals occurring on Federal lands have different meanings if the evaluations are done by a company rather than a government agency. For example, when the Bureau of Land Management (BLM) conducts an examination of mining claims, this is commonly referred to as a "validity examination," whereas it is an "economic evaluation" when performed by a company. Not only is there a difference in nomenclature in these evaluations, but there is a general lack of expertise in the Federal government on industrial minerals in general. A metallic mentality still prevails in the U.S. Forest Service (USFS) and the BLM. Because of this, many validity exams on industrial-mineral deposits commonly just skim the surface concerning economics and marketability. The BLM and USFS place a high amount of emphasis on past administrative case law pertaining to the validity of industrial minerals under the 1872 Mining Law and, rightly so, on marketability, which also is heavily addressed in case law. When the BLM considers marketability, only the marketability of a particular industrial mineral for only the primary use for which it was located is considered and any value-added markets cannot be included. The BLM defines marketability based only on the value of the mineral material in its in situ or raw state, rather than value-added through processing. Another difference in the evaluation of industrial minerals by government and industry is the question of by-products. When a company evaluates a mineral material it looks at all the markets. The BLM looks only at that market for that locatable mineral for which the claim was located. In other words, sales from non-locatable by-products cannot be used to support marketability or the prudent-man rule (i.e., oversize silica sand from a glass-sand claim being sold for construction sand, road base, fill, etc.). The question of reserves also can present conflicts. An industrial-mineral company will often try to identify all the reserves available for a possible future development. They must do this for financial backing and support from upper management. The BLM, however, will limit their validity examination only to those reserves that meet the prudent-man rule and marketability tests. The BLM will validate reserves sufficient to last 25-30 years, based on available market. The development of industrial minerals on Federal lands is a difficult process, and, if the 1872 Mining Law is changed, it could become not only more challenging but also more costly. The industry must become more tolerant of the mineral specialists in the BLM and the USFS. On the other hand, the government mineral examiners must become more aware of the importance of industrial minerals in everyday living, and the economic evaluation of these materials.

Jan 1, 1999

By John W. Rushton

Maintenance and inventory are usually the last items considered in mine development. They need to be addressed properly and early. The micro-computer brings sophistication within the reach of even the smallest mines. Maintenance and inventory programs, if properly installed, will reduce costs 15 to 25% and allow management time to address the mining and metallurgical problems at start up. Shops and warehouses are rarely designed properly. Large engineering firms spend 5 to 20 times more than is necessary for first class facilities. There is an optimum design, size, and layout. Take the time necessary to assure you get the right people, programs, and facilities in that order. Maintenance, inventory, and inventory control must be addressed early if a small mine is to have a chance at optimizing costs during the first two years of operation. This is hard work and is usually put on the back burner until the mine is in some degree of trouble. Hiring an experienced maintenance superintendent is important but it is not the complete solution. Maintenance systems, design of facilities, and use of computers are not skills that maintenance people usually have. In addition, the work of ordering spare parts and working with erection people is a full time job and any maintenance people on site during construction are quickly recruited. The end result is that few mines start up with an adequate Maintenance or Inventory System in place. The months, and in some cases years, that the mine attempts to operate without a system are both painful and expensive. Designs of successful integrated maintenance and inventory programs are virtually 100% supported with some outside assistance. Our system is the approach that we are most familiar with and this paper will isolate how Rushton International would go about setting up systems and designing support facilities. Micro-computers are the only way for a small mine to go. ~ini-computers cost more originally and operating costs are many times higher than even the most sophisticated micro system. Micro- computer software is developed further and recent advances in hardware makes medium priced units equal to most mini's in RAW COMPUTER POWER. Mines in general, and especially small mines, have no need for main frame power. MAINTENANCE A good maintenance program has: 1. Equipment Master List a. Equipment Detail Reports 2. Work Order and Backlog Control Program 3. Component Control Program 4. Tire Program 5. Wear Materials Program 6. PM Control Program 7. Maintenance History Program 8. Performance Program We also track miscellaneous items such as MSHA training and inspections, timekeeping, etc. Rather than going through the program step-by-step, it makes more sense to go through a typical Maintenance Day and show how the programs are used. The first thing maintenance supervision needs to know is "how we are doing." We

Jan 1, 1987

JIM ARNOLD: Questions? Comments? Gary, were you gone when I made the comments about corporate puke? [laughter] SPEAKER: You were hiding. BRUCE CAVENDER, BHP Copper: Having worked in both places, I'd like to address the issue of the plant versus the corporate office. One thing to keep in mind is that we are all very engaged with the technical elegance of a lot of the work we do. There's some tremendous technical expertise in the plant. But remember, the guys in the corporate office are only thinking in one denomination, and that's dollars. So we'll see something like a spill, and for us it's a problem. At the end of the day, what the corporation cares about is the financial impact. So we've got to be careful to couch our solutions in dollar terms. JIM ARNOLD: Rebuttal? [laughter] DOUG HALBE: Are you going to rebut this one, Andy? ANDY CARTER, Oxidor Gold Corporation: No, I don't think so. I'm not up to it. I'd just like to address a question both to our panel and the floor. Those of us who've been in this industry any length of time have seen these same mistakes made over and over again. Wherever you go, year after year, plant after plant, you see the same problems. I guarantee you, Doug, that if we have a similar conference down the road, you're going to see the same thing. My question to the panel and to the floor is what is it about our industry that stops us from learning from our mistakes? What characteristic is it that prevents us from learning and makes us repeat the same mistakes over and over again? DOUG HALBE: That's a great question. Someone said in a meeting 10 years ago that if the people who design plants designed airplanes, the planes would be falling out of the air all the time. GARY SIMMONS, Newmont Gold Company: I've got an answer to your question as to why many plants are poorly designed. It's that the minute anybody demonstrates any sort of competence in plant design, they're promoted to a higher-paying job, and the talent pool is left with people of lesser experience. Just think about it: The people who have the experience and have demonstrated it more than once have moved up. JIM ARNOLD: I think that there's another reason, too. Seven or eight years ago I was chairing a session, and I challenged everyone in the session to some day publish an article about the design mistakes they'd made because we never talk about our mistakes. I'll

Jan 1, 1998

By R. H. King, D. R. Schricker, R. E. Cameron

Mine managers rely on their experience, section foreman's daily reports and occasional time studies to make important production, maintenance and forecasting decisions. This information is often subjective and imprecise, consumes expensive engineers time, is often biased and is restricted to short time periods. Managers need better information. Furthermore, if a recently purchased machine is being evaluated, a large increase (>10%) in productivity may be obvious, but small increases are usually masked by other variables. In today's highly competitive markets, cumulative small changes are important, especially since managers have already exhausted most available, obvious avenues of improvement. A technique to separate these charges from effects of other variables and to quantify the target effect is necessary. CSM researchers are addressing this need by developing an intelligent decision support system (IDSS). It provides key production and maintenance information to support management decisions by recognizing patterns in mining machine sensor data and representing knowledge about mine management, operations, layout and equipment. A continuous miner section at Western Fuels-Utah Inc.'s Deserado Mine in Rangely, CO is the test facility for the research. Power transducers located in the sections load center provide kilowatt versus time data from continuous section equipment. The IDSS pattern recognition algorithms classify the kilowatt versus time patterns into individual machine operating modes. It produces an output similar to a typical industrial engineering time study but continuously, automatically and without an engineer in the section. It is relatively easy for a time-study engineer to identify the stop and end points of a cycle element and classify it by looking at the machine and glancing at a stop watch. The problem is that monitoring system hardware and software do not have these unique capabilities. Consequently, IDSS algorithms must automatically define the begin and end points of machine tasks and identify the task by recognizing patterns in kilowatt versus time data. However, many mines have file drawers of time-study type data that are not very useful. So, IDSS contains the knowledge representation subsystem (IDSS/KRS) to produce short reports containing only key information. This is difficult because mine environments continually change and information requirements differ for each management level. Consequently, IDSS/KRS must learn and adapt to new conditions in a dynamic mining environment. Western Fuels-Utah owns and operates the Deserado Mine, located about 19 km (12 miles) northeast of Rangely, CO (Upadhyay, 1988; King and Eros, 1988). One longwall and two continuous miner sections produce about 900 kt (1 million st) of coal annually for the Deseret Generation and Transmission Cooperative's 4000 MW power plant located near Bonanza, UT. Three mine monitoring systems control the underground mine, the preparation plant and the unit train load out. Pattern recognition IDSS/PRS produces a listing of begin and end times for each machine operating event as shown is Table 1.

Jan 1, 1991

By James Boyd

JAMES BOYD 29.1-STAFF-AND-LINE ORGANIZATION Industrial organizations are established primarily to coordinate the activities of many individuals working toward a specific goal. In mining, the goals can vary widely, and the skills necessary to reach them likewise will vary from operation to operation. It is essential to keep in mind the principal point that an organization embodies the necessary skills which supplement each other and achieve a given objective. Those who direct such an organization are grouped together as "management" and accept the responsibilities for the regulation, administration, supervision and guidance of the enterprise. Those who comprise the "administration" and have supervisory authority are referred to as the "executives." In the early days of mining it was common for one executive to exercise virtually complete control over the entire organization, and direct its operation from a central office. However, the science of management has advanced significantly since then. Mining organization administration now allocates increased authority and flexibility to those in direct-line responsibility, and organizes competent people in specialized fields to provide supervisors with guidance where it is needed in day-to-day operations. Few mining companies today are confined to one operation. Therefore, highly developed skills can be provided in the staff which assists management. This is known as staff-and-line organization, illustrated, in general, in Fig. 29-1. Each operation requires diverse skills for the carrying out of specific functions. The acquisition and training of those with such skills is an important operation in assembling organizations. An organization normally is modified to accommodate individuals rather than being a "hard and fast" mold into which people are fitted. The modern manager is inclined to organize to minimize central direction, with delegation to line executives, providing staff whose day-to-day operations, in cooperation with line executives, coordinate a continuing drive toward the organization's objectives. The staff officers, therefore, tend to become what could be described as parts of the president's brain, dealing with specific areas requiring certain skills. They do not necessarily direct operations, but watch them to be sure that the skills which they have themselves developed can be transmitted to line operations by persuasion rather than by direct authority. The elements of management requiring staff assignments are: 1. Planning, which, at staff level, is only a coordinating activity. Planning is done at all levels in the organization. 2. Engineering. 3. Finance. 4. Control. 5. Personnel and industrial relations, which set personnel policies, including salary plans and the means of handling relations with the unions. 6. Research, which, in a modern organization, is essential to progress and needs to be overseen at the top. 7. Legal staff to see that all operations of the company are provided with sound legal advice, and that the company's policies stay within the law.

Jan 1, 1973

By Kenneth K. Humphreys

INTRODUCTION At the time the 4th edition of this book was published in 1979, the coal industry had experienced a sharp upturn in prices for its product. From 1950 throgh 1969, steam coal prices had held almost flat at about $5 US per st (about $5.50/t). Thus, when considering the effects of inflation, the price of coal had actually been declining for two decades. The passage of the Coal Mine Health and Safety Act in 1969 and its cost effects started an upward trend in coal prices which was rapidly accelerated by the effects of the Mid-East oil embargo in 1972. Prices of steam coal on the spot market eventually climbed to over $30 US per st ($33/t) and higher in some cases. Metallurgical coal prices skyrocketed in a similar manner and the industry at long last appeared assured of an adequate return on investment. Many companies did expend large sums of money to upgrade and expand their mining and preparation facilities. Unfortunately the bubble eventually burst, in great measure due to the downturn in the US domestic steel industry and the resultant decline in metallurgical coal demand, loss of export markets to other nations and even imports of large amounts of foreign coal to the United States, and more stringent environmental regulations which made many high sulfur coal measures uneconomical to mine. Compounding the problem was the rapid world decline in oil prices in the mid-1980s which encouraged many consumers to utilize oil rather than coal. During the 1980s, metallurgical coal dropped over 20% in price, which, when considering inflation, actually amounted to about a 40% decrease in value. Export coal decreased a similar amount in price. Steam coal prices held nearly constant, thus also losing considerable value when inflation is considered. All of these factors make it even more imperative than ever that the industry do everything in its power to make wise economic decisions and to examine carefully all existing operations and planned future expenditures to be certain that their full cost implications are understood and that they can be justified on the basis of an adequate return on investment. It cannot be assumed that the price of coal will increase. To the contrary, as indicated previously, when considering inflation, coal decreased in value in the 1980s, just as it also did in the 1950s and 1960s. The price surges in the 1970s merely were a catchup game, and in truth the true market value of coal is in reality even lower than it was in 1950. CAPITAL AND OPERATING COST ESTIMATION Prior to constructing a new plant or expanding existing facilities, a detailed preliminary cost estimate is necessary to determine the capital investment

Jan 1, 1991

By Patrick Oriez, Chris Norris, Alain Mercusot

"Temporary mechanical ventilation is one of the fundamental requirements in guaranteeing a healthy atmosphere in underground construction works in order to protect the health of persons working on the site. It is therefore essential to conceive a system which meets the requirements of the whole of the worksite and for all phases of work which takes into account all aspects pertaining to its design, dimensioning, justification, installation, maintenance and validation. In doing so, the ventilation design and the selected apparatus to be installed shall meet with the degree of health protection and the quality of air of the worksite as defined by the legislation in force in France, through limiting the concentration of the different pollutants associated with the site activities. Consequently, when presenting a mechanical ventilation project, all of the participating parties and especially the contractor make a commitment to guarantee sufficient volumes (or airflow rates) of fresh (non-polluted and oxygenated) air and extracted (polluted) air in order to meet these limitations and maintain them in all conceivable site configurations. This article sets out the most important aspects of the implementation of a ventilation project from the initial design stage through to its application, discussing French legislation, ventilation principles, calculations and techniques with regards to underground construction sites. BASICS OF VENTILATION Mechanical ventilation studies are concerned with all of the site workstations and work phases which are sources of pollution and apply to all zones of the underground worksite with the goal of maintaining the concentration or composition of this pollution below the permitted levels and comply with the following three basic principles which are complementary to one another without being in contradiction. •,The first principle consists in eliminating or limiting as much as possible the emission of any polluting, irritant, or dangerous substances, by specifying appropriate construction techniques and equipment (use of electric motors, combustion engine equipment: filters, tanks, catalyzers, use of less polluting explosives, damping down dust with water or wetting products, damping down and diluting certain gases using water mists). •,The second principle is designed to capture residual polluting substances emitted close to the source in order to prevent them from spreading into the worksite atmosphere (extraction ventilation with ducting up to the source – upstream of the extractor fan – and use of downstream filters before expelling the polluted air to the exterior). •,The third principle involves accompanying the capture of the pollutants with additional blowing ventilation specific treatment of substances dissipated by and distant from the source of pollution (acceleration of the drift air flow in order to confine dust and better capture it, supply ventilation with ducting in order to dilute the gases emitted and discharge them to the exterior)."

Jan 1, 2016

By R. A. Matuszak

U.S. Government sponsored studies proclaim large reductions in surface mine productivity. Consulting studies place a large share of the blame on increased governmental regulatory activities and on inexperienced, improperly train people. Union rules, which allow indescriminate bidding for job openings, seem to be a major factor causing the lack of experience in spite of elaborate training programs.

Jan 1, 1982

By James L. Hendrix

This paper is intended to give the reader an update on the work being done at the Mackay School of Mines about the fate of cyanide on precious metals mill tailings waste. During the last two years several tailings impoundments have been sampled and analyzed for total and free cyanides. From our sampling program we are beginning to learn valuable information concerning the fate of cyanides in precious metals mill wastes. Included in this paper is a detailed description of our sampling and analytical techniques. Also, some of the data obtained from five sites are given.

Jan 1, 1986

By Hun-Joon Sohn

Chemical metathesis and electrochemical reductive conversion of chalcopyrite in the presence of cupric ions were studied in sulfuric acid solutions for temperatures up to 90°C. The process results in the displacement of iron in the chalcopyrite lattice by copper ions with rejection of ferrous ions to the aqueous phase. The rate of reaction was found to be very slow, requiring subsieve-sized particles for extensive reaction to occur. The reaction was insensitive to copper ion concentration. Stirred ball milling of chalcopyrite introduces lattice strain. The reaction rate with strained particles was markedly higher than with annealed chalcopyrite. The reaction rate was found to be diffusion-limited, showing two distinct reaction stages corresponding to the formation of CuS (covellite) followed by Cu1.8S (digenite). The experimental activation energy for the first stage was 102 J (24.4 kcal) and the second stage 123 3 (29.4 -kcal) per mole. The rate-controlling process is diffusion of lattice ions, probably iron. The enhanced rate after milling is attributed to a recrystallization process which provides new paths for diffusion along dislocations and grain boundaries.

Jan 1, 1984

By E. L. Piper

Natural graphite has been known for many centuries, having first been reported as a distinct mineral form by Gessner in 1565. At that time, graphite was used extensively as pencil "lead" because of the ease with which it marks paper. It is a black, unctuous material found as flakes, lumps, or needles in scattered locations throughout the world. The less crystalline, or "amorphous", natural graphites are thought to have been formed from coal under conditions of high temperature and pressure. The more crystalline varieties, such as those mined in Ceylon, probably were precipitated from molten solutions or were pyrolyzed from gaseous carbon compounds. Recognition of the good thermal and electrical conductivity of graphite, together with its highly refractory nature, led to an increasing number of appli¬cations for this material. Clay and pitch bonded natural graphite has been used in crucibles, refractories, foundry facings, and other high-temperature appli¬cations. These forms constitute the most important current uses for natural graphite in the United States. Other products containing natural graphite include batteries, lubricants, pencils, brake linings, etc.

Jan 1, 1973

By J. R. Koehler

Mining practices at the Sunnyside Mines, Sunnyside Coal Company, Sunnyside, UT, have been documented by U.S. Bureau of Mines researchers to preserve the extensive history of yield pillar-based longwall gateroad system evolution on the property. An overview of the historical mining conditions, practices, and innovations that resulted in the evolution of the two-entry yield pillar gateroad system currently employed at Sunnyside was developed from interviews of 30 long-time Sunnyside employees. Employing yielding chain pillars at Sunnyside virtually eliminates tailgate pillar bumps and contributes to reducing face bumps. Limiting the overall width of the gateroad system benefits bump control and especially, roof and floor stability.

Jan 1, 1994

By R. R. Givler

Since the 1860's the good ole days, oil has been nozzle fed to burners under pressure atomizing the oil into droplets -- 1960's has produced vaporized oil that burns oil with the flame color and consistancy of gas -- If you can tell the difference by looking at the flame, gas or oil I?ll buy the lunch. First, we must ask, "Why all the excitement about Blue Flame?" This question is best answered by you after you have studied the principle of operation and see the result. I will attempt to explain both of these so that you can draw your own conclusions.

Jan 1, 1975

By Joe M. Short

More than eighty years ago, in what we generally consider a more leisurely age, workers and engineers began the construction of the longest railroad tunnel in the world. When completed, the Simplon Tunnel ran more than twelve miles through the alps to connect Switzerland and Italy. Work began in 1898 and the tunnel was completed in 1905. In all it took about seven years to build one of the world's great tunnels. More than seven years ago, in what was hoped to be a rapid and constructive to the deaths of 38 workers in two spectacular tunnel disasters in 1971, the secretary of Labor's Construction Advisory Committee on Safety and Health began in January 1972 a search for an effective standard on tunnel safety. Much hard and useful work has been done, especially by the construction advisory committee' but more than seven years later, we still don't have a tunnel standard. We may speculate that, when the Simplon Tunnel was completed, workers and their bosses assembled to celebrate their achievement and to count their casualities. We have no need to speculate on the lack of achievement up to this time. An so far as I know, the bureaucrats have suffered no casualities except perhaps some unreported cases of ring-around-the-color. The only moral I can draw from all this is thai it is easier to penetrate solid rock than it is to get through bureaucratic fog. We can only hope that OSHA will finally take advantage of the work which was finished years ago and complete the actions necessary to give us a tunnel standard. Having made my point, I could stop my remarks right now; but

Jan 1, 1979

By N. A. Sareyed-Dim

Nickel ores may be classified into two major categories : sulphide ores, and oxidized lateritic ores, these latter containing nearly 80% of the known reserves of the metal (1). Two types of lateritic ores are recognized; ores high in iron but low in magnesia and silica are known as "limonitic", while ores low in iron but containing high percentages of magnesia and silica are called "silicate" (see Table I). Sulphide ores can be beneficiated readily by conventional ore dressing techniques and the technology for nickel recovery from such ores has been well tested in a number of commercial processes (1-4). Unfortunately, no economically viable process for the concentration of nickel from low-grade deposits has yet been developed, and so only the high grade ores are able to be worked profitably. Silicate ores have been treated pyrometallurgically for the production of ferronickel (2) (3) (5); limonitic ores have been processed hydrometallurgically to produce nickel metal (2) (3) (6) (7).

Jan 1, 1975

By R. Hogg

The sedimentation and dewatering characteristics of flocculated slurries are determined by the size and density of the flocs. Studies of the formation and growth of flocs reveal that floc size is limited by breakage of the agglomerates due to shear in the suspension. Floc density measurements indicate that there is an inverse relationship between size and density. This relationship appears to be determined primarily by the nature of the solid particles, especially the size distribution, but it appears that agitation of the suspension can lead to some densification of the flocs, in addition to breakage. It follows that both size and density can be controlled to a significant extent by regulating the physical conditions (agitation, method of flocculant addition etc.) during flocculation. The use of physical floc conditioning to control the sedimentation and dewatering (filtration) behavior of flocculated, fine-particle suspensions is evaluated in terms of its effects on floc size end density.

Jan 1, 1986

By I. Iwasaki

The effects of autogenous grinding and conventional grinding on the floatabilities of copper-nickel sulfides were investigated as a part of a pilot-plant development project on the differential flotation of Duluth gabbro. At the same mesh-of-grind copper, nickel, and cobalt recoveries were higher and residual sulfur in the flotation tailings was lower with the autogenously-ground pulps. With the ball-mill-ground pulps the residual sulfur in the tailings could not be lowered to the level attained by the autogenously-ground pulps even at increased levels of the collector addition. From mineralogical examinations of concentrate and tailings samples, an electrochemical interaction between grinding media and sulfide minerals was thought to have a greater effect on sulfide mineral flotation behavior than the breakage characteristics of the ore samples in these two types of mills.

Jan 1, 1981