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LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 27 Montreal, Canada Sept, ?79 8 28 New York, N.Y. Feb, ?80 9 29 Lake Superior, Mich Aug, ?80 9 30 Philadelphia, Pa. Feb, 81 9 31 Staunton, Va May, 81 10

Jan 1, 1923

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION TO OCTOBER, 1904 Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 28 Montreal, Canada Sept, ?79 8

Jan 1, 1923

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 27 Montreal, Canada Sept, ?79 8 28 New York, N.Y. Feb, ?80 9 29 Lake Superior, Mich Aug, ?80 9 30 Philadelphia, Pa. Feb, 81 9

Jan 1, 1923

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 27 Montreal, Canada Sept, ?79 8 28 New York, N.Y. Feb, ?80 9 29 Lake Superior, Mich Aug, ?80

Jan 1, 1923

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION TO OCTOBER, 1904 Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8

Jan 1, 1923

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 27 Montreal, Canada Sept, ?79 8 28 New York, N.Y. Feb, ?80 9 29 Lake Superior, Mich Aug, ?80 9 30 Philadelphia, Pa. Feb, 81 9 31 Staunton, Va May, 81 10 32 Harrisburg, Pa Feb, 81 10

Jan 1, 1938

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 27 Montreal, Canada Sept, ?79 8 28 New York, N.Y. Feb, ?80 9 29 Lake Superior, Mich Aug, ?80 9 30 Philadelphia, Pa. Feb, 81 9 31 Staunton, Va May, 81 10 32 Harrisburg, Pa Feb, 81 10

Jan 1, 1952

LIST OF THE MEETINGS OF THE INSTITUTE AND THEIR LOCALITIES FROM ITS ORGANIZATION Transactions Number Place Date Vol Page 1 Wilkes-Barre, Pa May, ?71 1 3 2 Bethlehem, Pa August, ?71 1 10 3 Troy, N Y November, ?71 1 13 4 Philadelphia, Pa February, ?72 1 17 5 New York, N Y May, ?72 1 20 6 Pittsburg, Pa October, ?72 1 25 7 Boston, Mass February, ?73 1 28 8 Philadelphia, Pa May, ?73 2 3 9 Easton, Pa October, ?73 2 7 10 New York, N Y February, ?74 211 11 St Louis, Mo May, ?74 3 3 12 Hazleton, Pa October, ?74 3 8 13 New Haven, Conn February, ?75 3 15 14 Dover, N J May, ?75 4 3 15 Cleveland, 0 October, ?75 4 9 16 Washington, D C February, ?76 4 18 17 Philadelphia, Pat June, ?76, 5 3 18 Philadelphia, Pa October, ?76 5 9 19 New York, N Y February, ?77 5 27 20 Wilkes-Barre, Pa May, ?77 6 3 21 Amenia, N Y October, ?77 6 10 22 Philadelphia, Pa. May, ?78 6 18 23 Chattanooga, Tenn May ?78 7 3 24 Lake George, N.Y. Oct. ?78 7 25 Baltimore, Md. Feb. ?79 7 26 Pittsburgh Pa, May ?79 8 27 Montreal, Canada Sept, ?79 8 28 New York, N.Y. Feb, ?80 9 29 Lake Superior, Mich Aug, ?80 9 30 Philadelphia, Pa. Feb, 81 9 31 Staunton, Va May, 81 10 32 Harrisburg, Pa Feb, 81 10

Jan 1, 1952

By B Green

With a focus on safe productive tonnes, there has been an ongoing drive to increase the productivity of the mining fleet across BHP Billiton. In response, a team from the Iron Ore business was formed to review all aspects of the end-to-end drill and blast process and to challenge conventional practices that limit production efficiency. As a result of the outcomes of this work, a number of initiatives were identified to improve operational practices that have also delivered significant cost savings.One such initiative was to increase pattern size to a minimum of 1 Mt where practicable, thereby creating ‘megablast’ as a new standard across all mines. To achieve blasts of this size, the team had to overcome the complex problem of integrating wall control into the megablasts.With traditional blasting techniques, the key strategy, which is also historically inefficient but was thought to be integral to having stable, safe walls, was to utilise the trim blasting/modified production blasts technique (ie narrow blasts along the pit wall designed to ‘peel off’ the material while minimising the effects of vibration and charge confinement on wall integrity).Small traditional trim patterns comprise three to four rows of production holes and one or two rows of batter/buffer holes of reduced diameter that require the firing face to be completely exposed before blasting. This is an extremely slow process that requires a lot of resources for very little tonnage while adding additional expense to the final cost per tonne.This paper will show how the megablast approach was developed to control damaging vibration and confinement effects, flyrock and fragmentation while having the largest possible blast that includes wall control. The new practice is based on a theory that involves the initiation point and control row being the second row of holes from the pit wall itself. Adjusted charges in vented batter and buffer holes help to achieve an optimal toe design, and at the same time create a zone of broken ground that absorbs damaging vibrations formed by the attached production blast of any size, whether it is a straight wall or a multi-angled complex pit shell design.Using the new style of blasting has allowed an increase in the size of the patterns from an average of 300 kt to over 1 Mt whilst maintaining pit wall integrity. Case studies will be presented showing drill, charge and tie-in designs with the presentation having additional blast videos, including overall shots of blasts and in-close footage of what happens behind the blast at the crest of the planned catchment berm.The paper will also demonstrate the flow-on effect of using this style of blasting to reduce operational costs associated with other downstream processes, such as the reduced requirements for pattern preparation, an increase in productive digging, reduced maintenance costs and a decrease in fuel burn for equipment.CITATION:Green, B, 2015. Megablasts – enabling technologies in BHP Billiton Iron Ore, in Proceedings 11th International Symposium on Rock Fragmentation by Blasting, pp 599–606 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 24, 2015

By John Reilly

"INTRODUCTION Successful management of megaprojects, meaning delivery within budget, on time and according to expectations, is a fundamental requirement. Many projects have been successful, some have not. This paper reviews megaprojects1, drawn from the author’s projects over the last 50 years, with “lessons-learned” and a summary of recommendations that, if implemented, would improve megaproject management and delivery. Characteristics of these projects are summarized – including outcomes related to key factors such as politics, management, organizational structure, contracting methods, cost estimates, risk and other elements. The projects include the Washington D.C. Metro, Boston Southwest Corridor, LA Metro, Toronto Rapid Transit Expansion Program, BART San Francisco, MARTA Atlanta, London Underground and the Washington State Highway megaprojects – including the SR520 Floating Bridge and the Alaskan Way tunnel. Other projects that illustrate successful, innovative management and contracting methods include the Madrid Metro (low-cost delivery), the Sydney Northside Storage tunnel (outturn cost, alliancing) and the Lake Mead tunnel (working in partnership, risk management). KEY ISSUES A characteristic of megaprojects is that their complexity increases exponentially with size (Reilly 2010, Galloway et al. 2012). These projects are very visible politically, have many stakeholders who must be satisfied and generally span many years and political election cycles. To be successful they must meet expectations, function efficiently, and be delivered under, at or close to budget and schedule. There is a widely-based perception that large, complex projects are always delivered late, over budget and with problems. Specific examples include projects such as Tren Urbano in Puerto Rico – $1.28 billion over initial budget (+133%), the Silver Line Transitway Project in Boston – $286 million over budget (+90%), the London Jubilee Line Transit Project – 2 years late and £1.4 billion (+67%) over budget, the Channel Tunnel Rail Project – £3.7 billion (+80%) over budget, Denmark’s Great Belt Link rail and road link (54% over budget), the 2003 Woodrow Wilson bridge tender in Virginia (72% over estimate) and Boston’s Central Artery Project – several billion (perhaps 100%) over what would have been a realistic initial budget and years late (Reilly 2001c, 2004a; Salvucci 2003)."

Jan 1, 2016

By R H. Sibson

Magmatic and/or hydrothermal fluid systems in island or mountain arcs self-organise to critical states subject to perturbation by changes in the regional stress, which plays a controlling role in the containment of overpressured fluids. Whether the magmatic arc is under compression (eg Andes, northern Honshu) or extension (eg Taupo Volcanic Zone, New Zealand) is a key factor controlling the ease of magmatic or hydrothermal fluid ascent. Abrupt changes in the stress regime have the potential to induce major episodes of fluid redistribution. Large earthquake ruptures along plate boundaries may induce such changes over broad areas, also contributing to fluid redistribution by renewing fault permeability along the causative rupture zone or reactivating distant fault-fracture permeability by shaking from radiated waves. High-resolution geophysical investigations of active arc systems and the subduction thrust interface underlying their fore-arcs reveal repositories of overpressured hydrothermal fluids. In active magmatic arcs under compression such as NE Honshu or Cascadia, there is evidence for a heterogeneous distribution of overpressured hydrothermal fluids in the middle-to-lower crust trapped around the base of the upper crustal seismogenic zone. Investigations of the subduction thrust interface responsible for great (Mw = 8.0) ‘megathrust’ earthquake ruptures has revealed in some instances (Cascadia, SW Japan) the existence of a belt of non-volcanic tremor (NVT) with accompanying slow slip episodes defining the base of the megathrust interface at 40 ± 5 km and 350°C??-??550°C. Aqueous fluid at these depths is likely derived from dehydration reactions accompanying the basalt-eclogite transition in subducted oceanic crust. NVT sequences in the hanging-wall above the interface may be defining migration pathways into the overlying crust.The potential for eruptive episodes in magmatic arcs and redistribution of hydrothermal fluids is assessed in the light of the stress changes that followed the 2011 Mw9.0 Tohoku subduction thrust rupture which extended along strike for over 500 km and down-dip for over 150 km, with maximum slip of c 50 m.

Aug 22, 2011

By Lauren M. Roberts, Ralph R. Sacrison

The Meikle Mine uses long-hole open stoping and cut-and-fill methods with backfill as the primary ground support technique. The mine operates at 2,858 tonnes per day (3,150 tpd) and has sustained operation in excess of 3,175 tonnes per day (3,500 tpd). Consistent backfill production is critical in achieving these mining rates. The heart of the system is a 7.65 cubic meter (10-cyd) horizontal shaft ribbon mixer located 328 m (1,075 ft) underground. System control is through several PLC's, allowing for a high degree of automation and process flexibility. Aggregate feed is routed 257 m (842 A) through vertical drop pipes in the ventilation shaft, a rockbox, transfer raises, and then into either of two raisebored storage silos. The aggregate is crushed mine waste, nominally 70% 3.8 cm x 1.0 cm (1-1/2"x 3/8") and 30% -1.0 cm (- 3/8"). The binder is routed through a vertical borehole, surge bins, and transfer raises. The binder is a mixture of Type II cement and fly ash. Two primary manufactured fill designs are produced: a high strength mix for stopes which will be undercut; and a low strength mix for stopes with only rib exposure. The high strength target is 5.5 Mpa (800psi) unconfined compressive strength in test cylinders. The low strength target is 2.8 Mpa (400 psi). The systim has allowed consistent achievement of these targets, while experience has allowed reduced costs and increased efficiencies. Fill placement is through 6.1 cubic meter (8 cyd) LHD's dumping into stopes. Specific sills and cut-and-fill drifts are jammed to the back. System enhancements have included colloidal mixers for cemented waste slurry placement and transfer raises for sending manufactured fill to the lower levels of the mine.

Jan 1, 2001

By Edgard Atencia, Ernesto Valdez

Con el objetivo de lograr mejoras en los resultados de los indicadores operativos, reducir costos e incrementar la rentabilidad, la unidad minera Tambomayo estableció planes de acción de corto y mediano plazo, alineados a la metodología PHVA (planificar, hacer, verificar y actuar). El presente trabajo describe la mejora continua en los procesos de dicha unidad minera, bajo una gestión de indicadores. Se planteó la implementación de un centro de control de operaciones (CCO) en el interior de la mina y se implementaron planes de mejora en los procesos de la cadena de valor del negocio minero (exploración, minado y beneficio). Se obtuvieron resultados positivos en productividad y rentabilidad, evidenciados a través de las mejoras en el desempeño de los indicadores operativos, tales como sostenibilidad de la producción y costos.

Sep 20, 2019

By Juan Carlos Injante, Miguel A. Montiel

Fundición Ferrosa SAC, es una empresa metalmecánica Peruana con 50 años de experiencia. Nuestro cliente es una de las principales mineras de Cobre y Molibdeno ubicada en la Sierra Central, en el departamento de Junín. Solicitó en un principio el estudio y la factibilidad de aumentar la vida útil de los revestimientos metálicos (“LINERS”) de un equipo crítico del proceso productivo de la planta concentradora. Optimizar el rendimiento de los revestimientos del cajón alimentador (“FEED CHUTE”) del molino SAG de 40 pies, ofrecía la oportunidad de aumentar la periodicidad del tiempo planificado de parar actividades para efectuar mantenimiento preventivo y para hacer los cambios necesarios de repuestos. Originalmente esta periodicidad era de tres meses.

Sep 1, 2017

By Jorge Cárdenas, Johan Salas, Huerta Gustavo

El logro de los requerimientos granulométricos del material con mineral aplicando la energía química está en función de dos aspectos el primero la competencia del macizo rocoso tanto en dureza, elasticidad y nivel de fracturamiento del macizo rocoso y el segundo la cantidad, distribución y liberación de la energía de los explosivos. Por esta razón, el objetivo principal de este trabajo es presentar los resultados con el diseño de carguío que permitió realizar trabajo de esfuerzos en el sector con menos influencia de energía para la reducción de sobre tamaños y a la par que sea sostenible operativamente manteniendo el nivel de productividad en el proceso de carguío con camiones fabrica.

Sep 30, 2022

By Juan Kobashicawa, Bernardo Falcón

En este trabajo se describe el sistema de controles automáticos desarrollados (in house) e implementados en el circuito de molienda de Compañía Minera Antamina, el mismo que abarca molinos SAG, de bolas y los hidrociclones respectivos. Los mecanismos implementados están basados en el control por lógica Fuzzy y las bandas de Bollinger. En el artículo, se indican los criterios empleados para el diseño de los controladores y las variables del proceso, en el caso de indicadores de distancia del centro de masa de la carga respecto al centro del molino de bolas. Finalmente, se informa el impacto positivo logrado con la estabilización del circuito.

Jan 31, 2019

By Levi Guzmán

"La molienda representa la etapa donde suceden los principales costos en la operación y de una planta concentradora (energía y medios de molienda). Por ello, los esfuerzos en la optimización de esta repercutirán en los resultados financieros de la empresa. En ese sentido, el presente texto señala la optimización el efecto del collar de bolas como elemento importante de la molienda donde a través de una metodología de caracterización se puede determinar la función selección específica para cada collar de bolas y así establecer, en base a los parámetros de las funciones selección y fractura y las simulaciones, el collar óptimo de bolas a emplear. Así también, se presentan los beneficios obtenidos en el proceso producto de la optimización del collar de bolas."

Apr 1, 2016

By William Sergio Flores Roman

Los aceros para armaduras de hormigón tienen que exhibir una buena relación entre resistencia y tenacidad que se ve reflejado en la performance del producto en servicio al ser aplicado a esfuerzos exigidos. Acerbrag es una empresa que produce aceros para la industria de la construcción teniendo en su gama los aceros de medio carbono para la fabricación de barras conformadas de dureza natural para armaduras en estructuras de hormigón. El objetivo de este trabajo es encontrar criterios de ventanas de trabajos operacionales y de control para la manufactura de aceros con buenas propiedades mecánicas en términos de resistencia y tenacidad. Este paper muestra los resultados de los trabajos realizados en las diferentes áreas productivas para conseguir un producto final con mayor resistencia a altas exigencias en servicio, además, reporta diferentes aspectos del proceso de manufactura del producto que van desde el ajuste de la composición química del acero, incluyendo criterios de propiedades mecánicas objetivos, criterios de calidad interna mostrando la microestructura de la barra antes y después de los cambios y finalmente la calidad dimensional y superficial de la barra nervurada, este último potenciando la falla prematura del material. Todos estos cambios, se ven reflejados finalmente en la performance de la barra, sometida a los nuevos criterios de exigencia en los ensayos mecánicos.

Oct 30, 2017

By Eder Salazar

El presente texto describe la optimización de la productividad en la empresa minera a través de la mejora contínua en la cadena de valor en SMEBSAA, los siete pasos de la calidad, proceso de mina, planta, soporte y la cuantiificación de dicha mejora en la cadena de valor en SMEBSAA. Asimismo, la implementación de los diversos sistemas de gestión refuerzan los resultados, siendo el Sistema de costeo basado en actividades el gran agrupador de toda la información de los módulos: Logístico, Control Patrimonial, Orden de Servicio, Planillas y Contabilidad.

Sep 12, 2005

By J. Irwin

Con el fin de aumentar la productividad y la rentabilidad en el desarrollo de los recursos mineros, es necesario mejorar el sistema de productividad minera. En ese sentido, el presente texto señala las mejoras de métodos y costos a tráves de las perforados de chimeneas y el barrenado de voladura grande y las Trituradoras "Goblin" como parte del equipo de mayor potencia. Así como se ha mejorado las condiciones ambientales del operador (casetas a pruebas de sonido) y del tiempo de perforación.

Jan 1, 1976