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Introduction One hundred years ago, a recent college graduate created the US aluminum industry. He found an economic way to crack the primeval bond that makes the metal so special. Aluminum doesn't "rust" - oxidize progressively. Rather, when exposed to air, it instantly forms a gem-hard but microscopic oxide coating. This seals off oxygen from the metal underneath. Scratch it and the seal reforms instantly. That tight chemical bond is the reason the metal is not found in nature; it exists only as a compound. The bond had to be broken to free the shiny metal. But once it is free, that self-sealing protection, alongside a remarkable strength-to-weight ratio, offers a marvelous material. Until 100 years ago, finding a way to do that economically was a challenge that defied science. Then it was solved, in a remarkable coincidence, on both sides of the Atlantic. And the way was paved for a material that would become the second most widely used metal in the world. Until that time, aluminum was a rare and precious metal. But then two young scientists independently invented the process that took aluminum outside the laboratory and into applications ranging from pots and pans to spacecraft. Discovery of aluminum Other major metals - copper, iron, lead, gold, and silver - had been used for thousands of years. But aluminum was entirely unknown until 1782, when French chemist Antoine Lavoisier suspected its presence. It was not actually discovered until Sir Humphry Davy, in England, detected it in clay in 1807. It was first isolated as a free metal only in 1825, by Denmark's Hans Christian Oersted. For years, laboratory methods yielded aluminum only in tiny amounts costing about $1200/kg ($545 per lb) - $13,333/kg ($6000 per lb) in today's dollars. Methods developed by French scientist Henri Sainte-Claire Deville in 1854 cut the cost to about $200/kg ($90 per lb). King Frederick VII of Denmark had a helmet of aluminum and gold. And Emperor Napoleon III of France reportedly served his most exalted guests at a state dinner with aluminum plates. He left the lower ranks to dine from pure gold. Deville and others continued to reduce production costs. But the price of aluminum still rivaled silver - $31/kg ($14 per lb) versus about $35/kg ($16 per lb) for silver. Then in 1884, a 2.8-kg (6.25-1b), 230-mm-tall (9-in.-tall) aluminum pyramid was cast as the tip of the Washington Monument. It was probably the first architectural use of aluminum. And it is still there after more than a century. The attractive properties of aluminum were obvious: it is lightweight but strong, conducts heat and electricity, reflects light and other electromagnetic radiation, and resists corrosion. But its commercial promise was blocked by its cost. In 1885, the price of aluminum was $17.70/kg ($8 per lb). It stayed there for the next couple of years until the Hall-Heroult process brought it down sharply. Hall-Heroult process lowers aluminum costs The characteristic that kept aluminum hidden so long continued to thwart chemists. Aluminum clings to oxygen so tightly that it is never found as a free metal in nature, and it is hard to break that bond chemically. The best chemical methods of the 1880s required sodium, and sodium itself was expensive. At Oberlin College in Ohio, chemistry professor Frank Fanning Jewett advised his students that anyone who could make aluminum inexpensive would do humanity a favor and get rich as well.

Jan 3, 1987

By Earl F. Mathers

Few people would question that coal is king in the Campbell County, WY area. Other industries, such as oil production and ranching, also contribute significantly to the economic base, but coal mining and related industry development dominate. In recent years, Gillette has become the commercial hub of northeastern Wyoming. This development has been largely a response to the growth of the coal industry in Campbell County. Historically, Campbell County developed as a ranching area, a process that was aided by the passage of rail lines through the area, allowing early ranching interests to get their livestock to market. For decades, the Gillette-Campbell County area was predominantly a ranching area that experienced only incremental population growth.

Jan 1, 1994

By M. Saidman, R. Pizzuti, R. Hirschfeld, A. J. Desai, J. Rand

Two bedrock tunnels, 170 to 250 feet deep and with a length of about 17,000 feet each, will be used to convey cooling water from the Atlantic Ocean to the Seabrook, N.H., Nuclear Power Plant. Seismic reflection and refraction surveys were used to obtain preliminary information about overburden and bedrock conditions. A major boring program, including core orientation and water-pressure testing, was undertaken to provide detailed geologic data. The results of the geotechnical investigation were summarized in terms of rock type, frequency and character of joints, degree of weathering, modified core recovery (RQD), pressure-test results and strength and hardness. These parameters were used as a basis for evaluating the feasibility of using a tunnel-boring machine, for designing and estimating the initial support systems, and for evaluating the grouting and tunnel lining requirements.

Jan 1, 1976

By William E. Souder, R. J. Evans

From time to time, major technological innovations arise that alter the time-honored ways of doing things. Such innovations can dramatically benefit society in terms of new products, increased outputs, reduced costs and general modernizations. However, the advent of these types of technologies is likely to be resisted because of their uncertain potentials, and because they disrupt established routines and industry patterns. This paper reviews the case history of water jet coal cutting, and assesses its potential to become a major innovation within the next decade.

Jan 1, 1983

By M. A. Bronston

A drill system configuration capable of working in the arctic offshore environment was developed to evaluate the placer gold resources contained in the glacio-fluvial sediments offshore Nome, Alaska. This system is capable of working on the shore fast ice during the winter months and is deployed on a drill ship during the summer. Transfer of the drill between its summer and winter configurations is accomplished with a minimum of modification to the design. The system is designed around the Becker drill. This percussive, reverse circulation drill is capable of penetrating the indurated glacial sediments present in the offshore Nome environment. This drill has operated effectively to depths in excess of 50 m (164 ft) below sea level. Since early 1987, in excess of 2000 holes have been drilled using the system. The drill system often operates in extreme weather conditions. It has averaged approximately 10 holes a day of drill production. The ore reserves defined during these drilling programs have resulted in the recovery of more than 70,000 oz (2.18 t) of gold to date, by the mining vessel Bima.

Jan 1, 1990

By Vincent R. Bovino

Introduction Only a person fresh from an information vacuum could not know the status of this nation's economy. The inability of the US to compete in the world marketplace is manifested in many industries, from shoes to computer chips, from cars to copper. What industry will next fall prey to world competition? Perhaps the question should be, what insustry will next fall prey to declining productivity? American industry is being forced into an era where the focus must be on productivity, quality, cost control, and competition in the world marketplace. It is approaching a change that could rival the American Industrial Revolution. The future of the US is bright only if it can increase productivity by trying different and new ways to manage its businesses and people. Unlike the easy successes during the 60s and 70s, success in the decades ahead will depend on an ability to compete in the world market. Any operation can achieve unlimited productivity by developing the resources within its employees. As an industry, mining has harvested the earth's resources. As an industry in trouble, it now has to learn to tap human resources to release the energy and creativity in each person. Recently, I worked with a mining operation to reopen a mine and implement a different management approach. The extensive changes resulted in a 50% reduction in cash cost of producing silver (from $0.40 to $0.19/g or from $12.50 to $6 per oz). Thus, an unprofitable mine became an attractive business venture without technological changes or significant capital infusion. The operation is union-free, in spite of being in a highly unionized area. The mine implemented a real productivity improvement process called "gain-sharing." Employees now recognize their individual success is tied to the success of the business. They recognize the day of the free lunch is over for mining employees. This paper will explore three areas related to productivity: • some of the unspoken "whys" of the mining industry's paralysis and how management has caused unproductiveness in mining operations; • major components of a productivity improvement process; and • characteristics common to companies with successful productivity plans. Unspoken whys When things go wrong, everyone tends to point a finger at someone, anyone. This industry has blamed every conceivable person, corporate group, government agency, foreign government, and private group for its failures. The fault finger will not work anymore. Nobody is listening. It is a characteristic of winners in management to assume responsibility for less than acceptable performance. Excellent people tend to blame others less for problems. Everyone involved in mining should shoulder part of the blame for the industry's illness. Is the problem low prices or our high operating costs? To regain our status in the world marketplace and increase our productivity, we need to painfully and honestly talk about our mistakes.

Jan 3, 1986

By M. A. Weaver

This paper will investigate the historic and present state of the bituminous coal industry within the Commonwealth of Pennsylvania, with special emphasis on surface mining operations. It will address pertinent parameters such as production, markets, quality, number and size of operations, price, and productivity from a statistical viewpoint. In addition, relevant statistical parameters of select areas of the Appalachian Coal Region will also be presented and discussed.

Jan 1, 1989

By J. Chia, M. H. Kobler, J. Cheung, M. J. Robison

INTRODUCTION The Lake Merced Transport is being constructed as part of San Francisco's Clean Water Program. The Clean Water Program, which began in the early 1970's, is designed to control wet weather, storm sewage overflows into the Pacific Ocean and San Francisco Bay. To accomplish this goal, a system of large underground storage and transport facilities, pump stations, modernized treatment plants, and outfalls is being built. By 1991, eighty percent of the system had been completed and was in operation. One of the remaining projects for the Clean Water Program is the Lake Merced Transport. The Lake Merced Transport is located in the extreme southwestern portion of San Francisco, as shown in Figure 1, Project Location. The transport will convey dry weather flow from the existing Lake Merced Pump Station to the Westside Pump Station. During wet weather, the transport will fill with sewage and runoff, with a storage capacity of 36 million liters. The Lake Merced Transport was expected to be excavated entirely within the Colma Formation, an alluvial deposit consisting of weakly cemented sand. Once excavation of the access portal at the Sloat/Great Highway parking lot began, it became evident that a portion of the tunnel would be excavated through beach/dune sand. Based upon the expectations of the Geotechnical Design Summary Report (GDSR), encountering beach/

Jan 1, 1993

By V. D. Ayurov, N. O. Kaledina

The coal mines monitoring should be based on the usage of simple and evident models, letting in the total unity to reflect a structure of organization of mine, system ability of its construction and specific character of its functioning. Such models are offered to create on the basis of extracted hierarchies of objects of mine. All objects of mine are broken on levels of technological hierarchy. For objects of each level of hierarchy there are made balanced models of entering and leaving material flows. Then these balanced models are coordinated among themselves by the help of the inter hierarchical relations. So the structured-qualitative characteristic of the object of monitoring, reflecting in a kind of the table structure of formation of material flows on mine, their intensity and measure of transformation is formed under transition from one level of hierarchy of mine to another. An example of real us- age of hierarchical balanced models on mine is given. The mathematical models of coal mine monitoring should reflect objective laws of their structural organization and functioning. Therefore under the constructing of mathematical models it is important such a way to reflect a structure of the mine organization, that in totality the models has been reproduction of system ability of its construction. The knowledge of the separate parties of functioning of mine, reflected in particular mathematical models, should "to be packed" in combined unity. Or else, they should be connected in system, convenient for recognition by the person. Considering the mine, the expert allocates multi-dimensionality of the objects of making its elements. He always has the knowledge of laws of development of mining work that is connected with pithy stratification of researched object. In dependence of sparial-temporary level of abstracting there are allocated the horizon, wing of a mine field, layer, panel, extracting face, longwall in coal mine. The human thinking on each of these levels operates with a set of concepts peculiar to him, characteristics, definitions.

Jan 1, 1996

Acid Mine Drainage (AMD) is the most serious environmental problem facing the Canadian Mineral Industry today. Acid Mine Drainage results from oxidation of sulphide minerals (e.g. pyrite or pyrrhotite) contained in mine waste or mine tailings. It is characterised by acid effluents rich in heavy metals that are released into the environment. A new acid remediation technology is presented in this paper by which metallurgical residues from the aluminium extraction industry are used to construct permeable reactive barriers (PRB) to treat acid mine effluents. It describes column tests performed to simulate a PRB using Bauxsol?, a chemically and physically treated bauxite refinery residue, as a reactive material. This experimentation shows promising results for the Bauxsol? PRB method in neutralizing pH and removing metals from acidic mine effluents.

Jan 1, 2006

By Naoko Shimazaki, Andre Xavier

Over 10 million tourists have visited Vietnam in 2016. Travel and tourism accounted for 9.3% of the country’s Gross Domestic Product (GDP) in 2014. At the same time, as with many other resource-rich developing countries, Vietnam has been developing its extractive resources sector as a means of promoting the country’s social and economic development. In 2015, mining was the third largest contributor to GDP, and accounted for 8% of Vietnam’s gross domestic product. Vietnam is the third largest mineral producer in SE Asia. Although it produces zinc, nickel, bauxite, and manganese, coal mining is its most developed sector. The country has over two hundred coal mines, and total reserves of approximately 6 billion tons. Quang Nihn Province, where the World Heritage Site Ha Long Bay is located, is a very important tourism destination. It is also a coal-rich region where mining extraction and processing have been active since the early 20th century. Vietnam is signatory of the United Nations Sustainable Development Goals (SDGs). The country is aware of the importance and the challenges involved in managing the extractive sector in a way that does not undermine its tourism industry and yet that contributes to the country’s sustainable development. To this end Vietnam is taking actions towards implementing more advanced coal-mining extraction and processing techniques. The country is furthermore promoting a responsible mining sector, and is investing in programs that foster environmental protection and sustainable tourism. This paper examines the case of the Ha Long Bay region and the project involved in relocating the Hong Gai coal preparatory factory from a seafront area to a mountainside area. This paper provides a preliminary review of the initiatives adopted by the government of Vietnam to address the existing challenges that have resulted from a focus on promoting the country’s socio-economic development through the exploration of its rich coal endowment. Furthermore, it also describes Vietnam’s legal and policy frameworks. In conclusion this study identified that Vietnam has drafted a National Action Plan to implement the Sustainable Development Goals. The country is also taking an integrated approach to implementing the SDGs agenda and that it is assigning responsibility to a variety of ministries to achieve SDGs’ specific targets. Furthermore the country is changing policies and the legal framework in order to facilitating the execution of the work of agencies that are responsible for implementation, regulation and enforcement. In this respect, the approval of the National Action Plan on Sustainable Development Goals is another important step in that direction. While the decision of supplying its internal market with high quality coal helps minimize negative environmental impacts in Vietnam, exporting low quality coal to other countries does not help resolve the problem of CO2 emissions globally. With respect to the 2030 Agenda, this may be considered a temporary solution since to achieve the SDG goals, Vietnam will have to consider other sources of cleaner energy in order to align with the Sustainable Development Goals # 7 on affordable and clean energy.

Jan 1, 2017

By Leonard W. Postregna

Prior to January, 1986, the city of Austin, Texas was on notice by the Federal Government's Environmental Protection Agency and the Texas Water Commission, that they were illegally polluting the Colorado River. The wastewater facilities presently in use in South Austin were inadequate to handle the vastly increasing population. The city of Austin, Texas hired Parsons Brinckerhoff Quade and Douglas, Inc. and Dannenbaum Engineering Corporation to design and supervise the construction of an update to their existing system to alleviate this problem. A major criterion handed down to the Designer and Contractor was that the system had to be completed within a two year time frame. The biggest link to the entire design was a tunnel project consisting of 43,000 linear feet (13,106 m) of tunnel, eight feet (2.44 m) in diameter with connecting structures tying into existing and future facilities. The project was awarded to S. A. Healy Construction Company of McCook, Illinois with a low bid of $24,755,000.00. This article summarizes the techniques used in the construction of this tunnel project.

Jan 1, 1989

By Bruce W. Cavender

In an effort to lower production costs and improve profitability, mining companies have adopted a variety of management practices emphasizing productivity and cost containment. One set of practices that has been used successfully in the manufacturing and electronics industries is "world-class manufacturing" (WCM). It is applicable to mining as well. World-class manufacturing is based on the twin concepts of "just-in-time" inventory practices and total quality control. A few mining companies have implemented quality control programs that are similar to WCM in some ways and substantially different in others. This article considers the use of WCM in the processing environment, although the techniques are applicable throughout a mining operation. The article is also mindful of the variety of customers to whom mineral products are sold. Industrial minerals producers may sell brand-name products to specific customers with exacting requirements, while metals producers often sell their fungible output on a faceless commodity market. Customer requirements are emphasized in WCM, and so the range of these requirements must be recognized. World-class manufacturing In any milling process, specific goals are set for product and process characteristics - concentrate grades, minimum daily throughput, moisture content, etc. WCM has two overriding objectives: the reduction of deviation from these standards, and the reduction of variability in all aspects of the process and product. By definition, reduction of deviation also includes minimizing plant downtime for repairs or process changes. WCM plants use just-in-time inventory practices and total quality control. WCM plants use these techniques to simultaneously improve productivity and reduce costs.

Jan 1, 1993

By L. Adler

Determining whether a railroad locomotive will skid under varying conditions is a fairly routine, pervasive problem. However, some of the equations provided are wrong, others are at best murky. All require correction or clarification. Skidding during heavy braking is a crucial safety problem, possibly resulting in loss of control and collision. It can also be an economic detriment, ruining wheels and tracks and, by inhibiting acceleration, causing reduced full-speed times. While skidding is less likely for rubber-tired equipment, a comparable problem exists for tractor-trailers operating on poor surfaces. The primary reference is to the SME Mining Engineering Handbook (pp. 14-11, Eqs. 7 and 8), which is taken as authoritative and normative (Brantner, 1973). Fundamentally, the physical weight of the locomotive can never be negative (-). However, based on this reference it can be negative on adverse grades, during braking (Eq. 7), and on favorable grades, whether accelerating or braking (Eq. 8). Additionally, it should be noted that the term rW should be Rw. To avoid having the locomotive weight turn out negative, "absolute value" brackets must enclose the right-hand expression of both equations. Also, the weight of locomotive can be greater than the right-hand side value introducing the common "greater than or equal to" symbol (>_). While these alterations are easy to make, the use of the algebraic sign associated with each term is still confusing, as

Jan 1, 1991

By Michael Karmis, Emily A. Sarver, Ellen S. Gilliland, Leigh-Anne H. Krometis

"Public engagement is increasingly important in ensuring the success of projects related to energy development, particularly with regard to issues of environmental protection, public health, and socio-economic impacts. This is due to concurrent trends in public behavior, including a rise in public interest in these projects that is not matched by a rise in science literacy, and increasing organization and participation of the public through social media, citizen science, and grassroots initiatives. In recent years, several high-profile incidents have demonstrated that when public concern is ignored or met with a passive response from industry, it can rapidly grow into organized opposition that negatively impacts or wholly derails a project. Engaging, listening to, and educating stakeholders during early planning and development phases are therefore essential to earning credibility and trust. Moreover, maintaining two-way lines of communication throughout the lifespan of a project demonstrates social responsibility and facilitates cooperation, acceptance, and even support from communities and others. Positive experiences with specific projects at a local, community level can influence the larger public opinion of an entire industry sector. This paper presents cases studies of public engagement related to shale gas development (including hydraulic fracturing and pipeline construction), mountaintop removal mining, and management of mixed-use watersheds near surface mining operations. The experiences highlighted in these case studies are used to draw best practices of public engagement for sustainable energy development.Introduction Within the scientific research community, the importance of public engagement has gained increasing recognition. In a 2007 article in Nature, medical researcher, Patrick Taylor, stated that public engagement has both “gone viral” and “gone global” and has the ability to make real impacts to research (Taylor 2007). Nancy Baron, the science outreach director for COMPASS, an organization providing communications training for scientists, provides further evidence for the increasing focus on engagement, including shifting attitudes observed during her own experience as a communications coach and documented in surveys, the recent inclusion of communication and engagement activities in academic tenure review, and the surge of workshops, materials, and other resources available on the subject (Baron 2016). In addition to COMPASS, a number of organizations and institutes have been developed to train scientists for communication and engagement with the public, perhaps most notably the Alan Alda Center for Communicating Science at Stony Brook University, and academic fellowship programs, such as the Leopold Leadership Program at Stanford University and the Wilburforce Fellowship Program, have been established for the same purpose."

Jan 1, 2017

By A. E. Hall

The authors are to be commended for their attempt to provide a convenient piece of software for preliminary drum hoist specification. This field has received little attention in recent years and is eminently suited to calculation by computer. Unfortunately, there appears to be an error in the calculation of the required rope diameter. The 66-mm (2 5/8-in.) rope selected is oversized for this application. Wire rope weight and breaking strength are related to the rope diameter. For a round strand rope

Jan 1, 1988

By Douglas C. Shumway

Mining in Cushenbury Canyon began in 1860 when John Cushenbury left his Holcomb Valley gold prospect and discovered a silver vein in the limestones of the present day Cushenbury Mine. Cushenbury Canyon is located along the western boundary of the Mojave Desert in southern California and on the north slope of the San Bernardino Mountains. The Holcomb Valley, immediately south of Cushenbury Canyon, was the most prolific gold producer in southern California. Gold mining dominated the area until World War II. Interest then turned to the Lucerne Valley limestone deposits when Kaiser Steel built a plant in Fontana, CA. The steel making process required large amounts of metallurgical grade limestone. In 1956, Kaiser Cement constructed a cement plant and limestone mine in Cushenbury Canyon. In 1982, Kaiser modernized the facility to a four-stage, preheater-precalciner system. Mitsubishi Cement Corp. purchased the property in April 1988. The company further modified the facility to create the most efficient and modem cement plant in the US.

Jan 1, 1992

By Robert J. Wise

The mine plan for an underground longwall mine plan usually requires a longwall panel conveyor that begins operation at its maximum length and gradually shortens over the life of the panel. Current mine plans around the United States require initial panel conveyor lengths of up to 4500 m (15,000 ft) and capacities of up to 3.2 kt/h (3500 stph). Because these conveyors are constantly being moved from panel to panel, their components must be as compact and light as possible, and the design must be flexible enough to be modified as new terrain and conditions are met. In the past, when drive horsepowers or belt tensions were exceeded due to conveyor length, a new flight would be added, including additional belt storage units. In some cases, this led to as many as three flights installed in a single longwall panel. As the longwall retreated through each flight, mining was required to stop during removal of the drives and storage units. This sometimes meant several days of lost production. Intermediate drive technology was developed to eliminate this excessive downtime and still keep conveyor belts, motors, pulleys and other components as small as possible. With intermediate drives placed along the carrying side of the conveyor, belt and motor sizes are kept as small as possible, and only one storage unit is needed. Most importantly, as the longwall retreats through a booster drive station, it can generally be removed in a regular downtime slot and no additional production time is lost.

Jan 1, 1993

By D. D. Harbuck

The US Bureau of Mines investigated germanium and gallium extraction from an ore containing 0.089% Ge and 0.036% Ga. While previous researchers concluded that a reducing agent, such as SO2 is needed to extract germanium and gallium from such ore, this research showed that high extractions (87% Ge, 97% Ga) were possible using sulfuric acid alone, if the acid concentration were properly controlled. This control was achieved using a two-stage countercurrent leach circuit. Microprobe analyses revealed that the non-extracted germanium is in solid solution with quartz, and therefore cannot be leached with SO2 or sulfuric acid.

Jan 1, 1991

By Ronald D. Mariani, Gregory E. Mahoski

BACKGROUND The steel and iron ore industry has had a long history of an adversarial relationship with its union and workforce. The Empire Mine during its first 40 years of existence was no exception. The "we-they" mentality went hand-in-hand with the normal by-product of an adversarial relationship, grievances and arbitration. This relationship was considered the norm and it was not until the late 1970s that consideration was given to changing this relationship. At this time the industry was involved in a fight for existence and the economic pressure demanded increasing productivity to lower cost. The challenge to survive highlighted the fact that an adversarial relationship was not conducive to attaining the needed gains in productivity. The first formal attempt to change the way we worked came in the 1980 Labor Agreement which provided for the opportunity to utilize Labor Management Participation Teams (LMPTs). LMPTs were established at the Empire Mine and they functioned for a couple of years. The teams spent most of their time working on creature-comfort issues and steered clear of dealing with productivity issues. Mine shutdowns had occurred in Michigan resulting in large layoffs, and the union was trying to add jobs and was not supporting teams that could increase productivity and eliminate jobs. When the 1986 labor negotiations began, the local union pulled their support of the LMPT process. Other initiatives were negotiated over the years to foster a change in the culture but, as with the LMPT program, they did not produce the desired culture change. It became abundantly clear: you cannot negotiate a culture change.

Jan 1, 2004