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By Ronald Allum

Arizona leads all other states in the value of gemstones produced with an annual production which exceeds $3,000,000. Gemstones are an important component of the mineral wealth of the State. Turquoise, peridot, chrysocoll a, petrified wood, fire agate and crystallized mineral specimens are among the gemstones commercially mined. Numerous additional deposits are operated by hobbyists. The State's reputation as a source of gemstones and specimens for the collector and lapidary adds to the economy of the State by attracting tourists. Production of gemstones further adds to the State's economy through employment in the value added gemstone processing industries and by employment of Native American craftsmen.

Jan 1, 1988

By Alfred Weiss, Andrew E. Nevin, Thomas J. Neil, O&apos

As Edward E. Runyan, 1983 AIME President, in an interview excerpt in ME, June, p. 607, stated, "...the AIME Transition Committee has recom¬mended to the AIME Board that each Constituent Society be allowed the option of separate incorporation, whereby each could become its own separate legal entity." Background The American Institute of Mining Engineers (AIME) was formed in 1871 by 22 engineers in Wilkes-Barre, PA. Although originally a mining organization, it became a home for metallurgists, iron and steel industry people, and for the individuals in the expanding petroleum engineering profession. There are now four Constituent Societies: Society of Mining Engineers, located in Littleton, CO, 29,000 members; Society of Petroleum Engineers, located in Dallas, TX, 47,500 members; The Metallurgical Society, located in Warrendale, PA, 10,000 members; and Iron and Steel Society, located in Warrendale, PA, 6,500 members. Each of the four groups has grown and continues to serve the specific and/or diverse needs of its membership. As the needs and requirements of their industries and professions change, each of the Societies has perceived and initiated programs that serve their constituency rather than AIME as a whole. Therefore, each Society has recognized an increasing need for autonomy to better augment their own programs. An AIME Ad Hoc Transition Committee, with Robert Merrill, AIME Past President, as chairman, made a number of recommendations pertaining to AIME operations that were approved in October 1982 by the AIME Board of Directors. One of the recommendations was to endorse separate incorporation of the Constituent Societies on an individual-society-option basis. The AIME Board commissioned a task force of Constituent Society representatives to develop specific revisions to the AIME Certificate of Incorporation and the AIME Constitution and Bylaws. This was done to allow separate incorporation and to reflect the decentralized structure of the Institute. The SME-AIME Board of Directors subsequently approved the recommendation of SME Working Party #69 that SME pursue separate incorporation. Meanwhile, Working Party #69 continues to work with the other Constituent Societies and with the AIME Task Force on Reorganization to determine the form and substance of the separate incorporation. Why Incorporate? George Webster in The Law of Associations quoted Chief Justice Marshall's (1819) definition of corporation as: "A corporation is an artificial being, invisible, intangible, and existing only in contemplation of law. Being the mere creature of law, it possesses only those properties which the charter of its creation confers upon it, either expressly or as incidental to its very existence. These are such as are supposed best calculated to effect the object for which it was created." SME-AIME attorneys, Davis, Graham & Stubbs, have pointed out that the status of an organization operating as an unincorporated association is always unclear. At present, SME-AIME administers assets of almost $3.5 million (mainly property and inventory) but technical ownership and ability to enter into contractual relationships resides with AIME. However, the operation appears to outsiders (particularly those with whom SME-AIME does business) to be an independent operation which would be expected to be a legal entity in its own right. Advantages of Incorporation Liability. Because of legal ownership by AIME of all assets of the Constituent Societies, those assets are subject to the claims of any of the creditors of AIME or any of its constituent parts (i.e., the other societies). Liabilities can be those usually encountered in business but also encompass special risks, which could develop if there were a careless and erroneous publication of material that might be used in practice or if standards are improperly established. The recent US Supreme Court decision in American Society of Mechanical Engineers, Inc.,

Jan 10, 1983

By Robert L. Sundeen, Richard V. Wenberg

Service vehicles, often called support vehicles or auxiliary vehicles, are used in secondary functions to support production activities such as loading, drilling, and timbering. Probably the most common support vehicles are the personnel carriers used to move miners to and from work areas. Utility designs are used to transport supplies and various less mobile equipment. Specific application designs are used for special work such as explosives transportation and loading, equipment maintenance, and equipment lubrication. PERSONNEL CARRIERS Personnel carriers are available in a wide variety of sizes and configurations. Some are two-wheel drive, though most are four-wheel drive. Smaller versions carry at least two men and usually have sufficient capacity to carry a small payload of supplies or equip¬ment. The American Motor's 05 Jeep, equipped with an optional diesel engine, has been adapted successfully for this light duty. Larger personnel carriers with ca¬pacities of 12 to 20 or more men currently are available, as shown in Fig. 1. The designs often are customized to the operating characteristics of each mine. All meet the latest federal requirements for rollover protection, emergency brake systems, etc. UTILITY VEHICLES Utility vehicles are adaptable to numerous duties. Probably the most common are ordinary haulers with a flat bed or low-sided box. They are used for hauling supplies and equipment from one point to another. Some occasionally are used for towing and may pull one or more trailers. Fig. 2 shows a typical utility truck. SPECIAL-APPLICATION VEHICLES Special-application vehicles are possibly the most important of all support types since these vehicles di¬rectly support and maintain production equipment. Such vehicles are available in a wide variety of sizes, mechanical functions, and operating specifications. Most versions are four-wheel drive and articulated. Among the more common vehicles are explosive haulers and loaders, mechanic's trucks, lubrication trucks (Fig. 3), and special carriers. TYPICAL APPLICATIONS Development Utility haulers are essential in trackless operations to bring supplies to advancing headings. Some utility haulers may be dedicated to bringing in steel sets and may be equipped with boom lifts to unload heavy sup¬ports or even place them as required. A rockbolt hauler may have a boom-mounted operator's basket which can be used for bolt installation or inspection. Various mechanic's trucks and pipe trucks service the heading to keep power, air, water, and ventilation at the face and to keep face equipment at maximum utilization. Production Production operations require a variety of support equipment. Because of the larger crew size brought about by the addition of the production force, personnel carriers play a greater role. Correspondingly, steel¬support hauling equipment and bolting trucks usually see limited application. PRODUCTION UNITS Capacity Personnel carriers are available to carry almost any number of people desired. Likewise, other types of carriers or haulers can and are built to fit specific re¬quirements. Physical size, capacity, and operating char¬acteristics can be varied to fit any size of opening and operating condition. Generally, articulated models offer greater maneuverability than straight frame-axle steer designs. Most vehicles of this type are lower in power than production units, generally under 74.6 kW (100 hp). Operating performance still compares favorably to that of production equipment, i.e., the support vehicles can travel at equivalent speeds on the various mine gradients. Manpower Auxiliary vehicles should require only a single opera¬tor. Specific application vehicles may require more than one person. For example, ventilation trucks usually require a crew of two where pipe must be installed.

Jan 1, 1982

By Victor F. Hollister

Introduction Trends of successful discovery technology and psychology emerge from a thoughtful study of various companies' exploration programs. These subjective patterns can be generalized into groups of factors for discussion. Here, for convenience, factors that influence exploration success are separated into management and geologic concerns. Most successful discoveries have a demonstrably favorable management combined with a technically competent geologic input. Both are required. But the management input is decisive. Management factors include the correct definition of management's role; cost of exploration; time needed for exploration; commodity selection; and the fostering of autonomy, creativity, and confidence in the geology department. Geologic factors include imaginative technical competence (field as well as academic), correct development and use of empirical exploration or prospecting models, and dedication. Success comes to those entities that are properly managed and have technological competence. A management team that directs a company's business has been compared to a dynasty. The dynasty lays out policy and follows up with appropriate action. In that management's power is pervasive, the term is appropriate. Management's role is, however, more important. Many examples can be cited where the geologic input was impeccable. But management somehow snatched defeat from the jaws of victory, and the exploration success was turned to a third party's profit. Management Factors Management's role can be broadly generalized to four parts. These are to identify the commodities it seeks, define its part in the exploration process, develop a functioning exploration department, and have the desire to succeed. It must have confidence in its geologists and delegate to them the authority and responsibility they need to operate successfully. Head office management cannot do the thinking for a field staff thousands of kilometers away. There is no substitute for confidence and delegation of authority. Successes came to those who had the freedom to act. Motivation is a management requisite. Management's role is to prevent destructive, internecine political battles within the corporate structure. Most large US mining corporations have well known histories of political strife that have damaged their exploration efforts. Management's role must, above all, include the desire to succeed. There are cases where management has been confronted with a commercial exploration success, but their reaction is to request additional study or exploration. Perhaps the problem of bringing a commercial find into production is beyond their capabilities. But a bona fide discovery sent back for additional work commonly is lost due to that management. The cost of exploration is a factor that management must accept. A variety of studies made during the past 40 years shows the cost per discovery to be $25 million, $38 million, $200 million, or even $290 million. These figures are derived by dividing the total exploration expenditure by the number of discoveries. However, successful management dynasties have a much lower cost per discovery during their management regime. Asarco, from 1948 through 1963, had one of the lowest cost discovery rates in the world. Duval Corp., from 1948 through 1968, had comparably low discovery costs. Placer Development, from 1955, was equally successful. Western Mining in Australia has had one of the longest lived dynasties associated with exploration success. Time is vital in exploration success. Most successful exploration case histories stress sufficient time in project exploration so that the target is well tested. A large target cannot always be adequately evaluated by a few holes (strat or concept testing). Serendipity helps in exploring large targets, but it best operates in a lengthy program. Numerous case histories include pleasant surprises. But these came mostly after the 10th hole. Commodity markets are important factors governing exploration success. Management's decision to explore for a specific commodity can doom its effort if that product suffers from severe oversupply. Unquestionably, progressive copper price increases from 1948 through 1968 helped convert marginal porphyry copper discoveries

Jan 8, 1985

By D. R. Baughman

Copper oxide deposits that may be considered for in situ leaching exist in unique geologic settings, different from uranium deposits. A large number of interrelated factors must be considered in wellfield design. Many of these factors are hard to quantify and are directly related to geologic features of the orebody. This paper discusses some of the important factors in wellfield design and suggests an outline for a design procedure.

Jan 1, 1988

Throughout the 1970s, the US Bureau of Mines rode an ebb tide in Washington political circles. In rapid fire succession, the agency lost its mine health and safety enforcement responsibility (1973), a large portion of its energy research responsibility (1975), and then its fuel statistics functions plus a sizable portion of its coal R&D (1977). By 1978, johnny-come-latelies in the Energy, Labor, and Interior Departments had siphoned away from the Bureau some $125 million in program responsibilities as well as 900 of its employees. The bruising decade came to a close with a Department of Natural Resources proposal that, in its original form, would have scattered the Bureau's responsibilities to the winds. "There is no doubt in my wind," said Lindsay Norman, acting director of the Bureau of Mines (see box), "that were the Bureau to continue down the path it was on, the next step was closing the doors and going out of business." The doors are still open, but erosion of responsibilities had a devastating effect on the resources available to fulfill the Bureau's mission. Devastating, too, in terms of internal morale, considering the Bureau had six directors in a 10-year span. "When the troops are in the trenches and are being shot at," Norman said, "they need a leader-hopefully, a permanent one- that can get them advancing. This is something the Bureau did not consistently have in the 1970s." In September 1978, Roger Markle climbed aboard as director of the Bureau to rejuvenate the 70-year-old agency. He resigned only six months later* but the program Markle set in motion is being carried through by Lindsay Norman. Since Norman's appointment as acting director, he has spent considerable time on the road explaining his agency's redefined goals. At one such stop in Duluth, Norman and his two deputy directors, Charles Kenahan and Mike Kaas, answered the following questions. Lindsay, you were the principal architect in the Bureau's 1979 reorganization. How about a glimpse of what that entailed? Toward the end of the 1970s, after almost a decade of steady dismemberment, we reached what we felt was a critical point in the Bureau's history-we had the choice of redefining and strengthening our organization to meet the mineral challenges ahead, or continuing down the path toward the agency's eventual demise. We felt the Bureau's mission too important to abandon, so in 1978 with Roger Markle as director we initiated a six-month, no-holds-barred intro spection of just what the Bureau should be doing, why, and toward what ultimate national needs. And what did this self-reflection reveal? That there is, indeed, a unique federal role for the Bureau of Mines-that of a lead agency for influencing mineral decisions and pioneering tomorrow's technologic advances. Don't confuse us with policymakers, we're not. But we are policy analysts; we're scientists, engineers, and mineral professionals who can offer a sorely needed source of objective, accurate information to decision makers in both the public and private sectors. I feel there is no better brain trust in government than the Bureau when it comes to mineral expertise-of course, I'm biased. Do I understand you to say the Bureau of Mines is an advocate agency for the minerals industry? We plead no parochial interests, nor ought we, but from our viewpoint a sound minerals industry is extremely important to the broader national goals of security and a healthy economy. US dependence on foreign sources for critical minerals, the increasing noncompetitiveness of some US mineral sectors, and the array of land use issues surrounding mineral-rich lands all have much more serious implications than many otherwise informed people seem to recognize. In your estimation, how vulnerable is the US to foreign mineral suppliers? Let me make a distinction between dependency and vulnerability. The

Jan 4, 1980

By V. A. Evans, D. L. Hellier

Introduction Preparing a report on fluorspar economics in the US could have been somewhat complicated at one time. This was because the number of producers, both large and small, derived production from different locations through-out the western US and the southern Illinois and western Kentucky fluorspar districts. Companies, such as Allied Chemical and Williamson Mining, operated in the Jamestown district of Colorado. In Walden and Salida, CO, the Colorado Fluorspar Co. operated mines and mills. In New Mexico, both Du Pont and Allied had mines and mills. In the Illinois-Kentucky district, US Steel, Rosiclare Lead and Fluorspar, Minerva Oil Co., and Marathon Oil all produced spar for the US market. Now all of the companies are out of the fluorspar business and, with the closing of the Seaforth Mineral Co.'s Inverness Mining Co., only Ozark-Mahoning Co. survives as a domestic producer. History Ozark-Mahoning Co., as it now exists, was formed in 1946 by the merger of Ozark Chemical Co. and Mahoning Mining Co. Ozark Chemical Co. was started in the 1920s to produce sulfuric acid for two refineries located in Tulsa, OK. Mahoning Mining was originally formed by the founders of Ozark Chemical Co. and the Youngstown Sheet and Tube Co. to produce fluorspar and associated minerals from properties in the southern Illinois and western Kentucky fluorspar district. In 1937, Mahoning Mining started an exploration program, employing contractor-operated churn drills to look for reserves in Hardin and Pope Counties in southern Illinois. Based on known reserves in the area and the results of the exploration program, work was started in the fall of 1938 to build a selective flotation plant at Rosiclare, IL. The mill was completed and put into operation in August of 1939. The company's first mining efforts were in the Cave-In-Rock district just north of Cave-In-Rock, IL. The deposits in this area were of the Manto or bedded type. They have been the mainstay of the company's operations in the Illinois-Kentucky fluorspar district. In 1950-51, the company expanded its operations by purchasing fluorspar properties from Colorado Fluorspar Co. at Walden, CO. This location was operated from 1952 through 1958 and from 1968 through 1973 when it was closed permanently. In 1974, Ozark-Mahoning Co. was purchased by Pennwalt Corp. Presently, it is a wholly-owned subsidiary of that corporation. As the only major domestic producer of fluorspar in the US today, the company's ability to survive under the flood of imported material is directly related to the four major segments of its operations. These are: exploration, mining productivity, maintenance, and marketing. All are done in-house. Exploration The Southern Illinois fluorspar district is located in the most complexly faulted area of the central US. The formations are sedimentary in nature and range in age from Devonian through Pennsylvanian. The deposits are small, they range in size from a few thousand tons up to 900 kt (1 million st), with the average minable deposit being around 544 kt (600,000 st). The ore occurs in both nearly vertical vein deposits and in Manto or flat lying bedded deposits. Due to the relatively small size of the deposits and the depth at which they occur, a good low-cost exploration program is essential to ensure that new finds of ore are equal to the mining extraction rate. Ozark maintains a leased land position in Pope and Hardin Counties that will fluctuate somewhere between a low of 40 km2 (10,000 acres) up to a high of 129 km2 (32,000 acres), depending on total size of tracts leased. Most all lands are obtained through a standard lease purchase option, with a small minimum royalty per acre during the normal 10-year option period. All leases are standard and without deviation to control land cost. All land leasing is done through Ozark's geological staff, who also

Jan 11, 1986

By E. C. Ekedahl, R. J. Heath

Introduction Potassium, together with nitrogen and phosphorous, is an essential nutrient required for growth. Since all living things need potash, the major demand for potash - about 95% of the total - is as a fertilizer. Agricultural productivity has increased dramatically in recent times. This increase in crop yields requires substantial amounts of added nutrients to keep the soil fertile. It follows then that potash will always be in demand. There is no substitute. Other fertilizers that contain phosphorous (P) and nitrogen (N) are complementary and not competing products. Fireplace ashes (pot-ashes) have a relatively high potassium content. Their value as a fertilizer had been recognized for centuries. But today's potash industry did not begin until deposits of potassium-rich ore were discovered and exploited in Europe during the 19th century. Canadian potash development Potash in Saskatchewan was first recognized in 1943. It was discovered as a byproduct of an oil exploration program. But it was several years later before the existence of a major commercial deposit was acknowledged, and not until 1951 that the first attempt at development occurred. That attempt was unsuccessful. The shaft flooded and was abandoned. It did, however, demonstrate the need for new technology to penetrate the waterlogged Blairmore layer. This was eventually developed and the first mines were brought into production in the early 1960s. Once the technology was available, and the extent and quality of the potash beds became known, a number of companies proceeded to develop mines. By 1970, seven mines were in operation and three more were nearing completion. Combined, total capacity then was 7.6 Mt/a (8.4 mil¬lion stpy) K20. At that time, world potash consumption was about 15 Mt/a (16.5 million stpy). This increase in supply from Canada produced a large potential surplus that shattered the prevailing balance between supply and demand. Although world demand increased steadily throughout the 1960s and early 1970s, it was several years before world supply and demand were again in balance. Saskatchewan capacity has been expanded a number of times. It now stands at 10.7 Mt/a (11.7 million stpy) K20. Actual production has not approached this figure, however. Two new mines in New Brunswick have recently been built with a combined annual capacity of 1.2 Mt (1.3 million st) K20. Total Canadian capacity of about 12 Mt/a (13 million stpy) now amounts to 30% of world capacity. Central offshore marketing organization Canadian Potash Exports Ltd. (Canpotex) was created in 1970 as the offshore marketing organization for Canadian producers. Canpotex is owned by Saskatchewan producers and is their exclusive marketing organization for offshore business. Each company handles its own sales in Canada and the US, but all sales to other markets are handled through and by Canpotex. The Saskatchewan industry has an ore body of a size and consistency unmatched anywhere in the world. Large efficient mines have production costs that compare favorably with other producing countries. On the minus side, Saskatchewan is remote from most major markets. It therefore needs the ef¬ficiencies that stem from one organization that coordinates all offshore shipments and minimizes distribution costs. Agriculture guides potash market In the period following World War II, potash was a classic growth industry. World demand increased each year from 1945 to early 1970s. Since then, demand has been more erratic. Some years show substantial increases, but are followed by significant declines. For about the last decade, the pattern has been unclear and future demand has become correspondingly difficult to predict. North America and Europe together account for about 40% of the world potash consumption. In both areas, farming is characterized by surplus production, declining crop prices, and expensive government support programs. Under those circumstances, farmers respond by minimizing input costs. Fertilizer is one of the items they reduce. Potash is retained in the soil. It is possible to reduce potash application with no immediate deterioration in crop yield. The lower yields occur only when potash levels are depleted. So, farmers can econo-

Jan 12, 1987

By Dale R. Ralston, Roy E. Williams, Gerry V. Winter, George L. Bloomsburg

Ground water inflow into a mine and the re¬sultant impact on district hydrology can be pre¬dicted on a site specific basis once the ground water flow systems at the site are sufficiently well under¬stood so that a valid conceptual model can be de¬veloped. Ground water flow systems are controlled by the hydrogeologic properties of the materials at the, site, including hydraulic continuity along flow paths, and boundary conditions. Preliminary delin¬eation of hydrostratigraphic units for conceptual models frequently can be based on surface water data; specifically, spring locations and the gain-loss reaches of streams. Quantitative predictions of mine water inflow and its impact on regional hydrology require col¬lection and analysis of numerous types of data. Hydraulic conductivity must be defined quantita¬tively both parallel and perpendicular to bedding as well as areally for each hydrostratigraphic unit. The characteristics of the Davis shale in case his¬tory number 2 illustrate this concept very well. The storage characteristics also must be determined for each hydrostratigraphic unit and the potential or hydrostatic head should be quantified vertically and areally for each unit. The potentiometric measure¬ments in the Bonneterre Formation as discussed in case history number 2 illustrate this point. The data collection and data analysis techniques constitute the weak link in the analysis of mine inflow and district impact. The technology for char¬acterizing a mine site in the field has lagged behind the technology for mathematical simulation; we at¬tribute this development to the fact that computer modeling is relatively inexpensive compared to field data collection and analysis. On-site tests provide the best means of quan¬tifying hydraulic conductivity parallel to bedding and the storage characteristics of the unit. Pump tests with multiple observation wells provide the best information from on site tests. Hydrogeologie boundaries can be located from such multiple well tests. Multiport piezometers provide a means for determining the vertical potential in a single borehole. Borehole geophysics can facilitate the def¬inition of hydrostratigraphic units. Vertical hy¬draulic conductivity is difficult but not impossible to quantify with existing field test methods; labo¬ratory tests of cores fail to give a value represent¬ative of the field situation. The storage characteristics of a confined (artesian) hydro¬stratigraphic unit can be difficult to quantify when pumping changes the confined unit to an uncon¬fined (water table) case after depressurization and dewatering. Transmissivity and storage coefficient can be approximated to some extent for given field con¬ditions by computer modeling if enough is known about hydrogeologic boundaries. Modeling can be used in a trial-and-error approach to match transmissivity and storage coefficients to existing water level data corresponding to estimated discharge rates. A solution can also be obtained using a tech¬nique referred to as the inverse method. Unfortu¬nately, such a solution is seldom unique. Fracture flow models exist but practicality usu¬ally necessitates reversion to a basic Darcy flow model. Data requirements for fracture flow models could be difficult to fulfill where fracture aperture, spacing, orientation, and length are required. Ob¬taining such data at depth prior to mining would be impossible for any mine simulation in fractured media. We are of the opinion that most fractured media simulations can be accomplished using con¬ventional Darcy flow models by viewing the field problem on a macroscopic scale. The real challenge is to delineate hydrostratigraphic units properly in the field. The question of whether a broken-up fault zone is an aquifer or a barrier boundary is seldom simple. The fractures usually can be treated as an equivalent porous medium in either case. Only a few techniques exist for predicting un¬derground mine water inflow. These techniques fre¬quently are designed to evaluate shaft or tunnel inflow under steady-state head conditions in a sin¬gle layer rather than in multiple hydrostratigraphic units. Few computer programs exist that have the

Jan 1, 1986

By W. E. Cobb

Mining companies, as developers of natural resources, are being forced to deal with the potential long-term liabilities of past, present, and future mining operations. As discussed in a previous paper (Cobb, et al., 1987), these liabilities can include solid waste disposal corrective action programs (state or federal actions), Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA), (Superfund) (state or federal actions), or natural resource damage claims (typically filed by state agencies and provisions specified in CERCLA). These potential liabilities are very real, and should dramatically impact the way a company views its exploration and development programs, and operating mines.

Jan 1, 1988

By S. E. Phillipson

The MSHA Technical Support, Roof Control Division's primary evaluation tool for coal pillar designs is the Analysis of Coal Pillar Stability (ACPS) program. However, ACPS is limited to evaluating interactions between two seams at a time, which is not ideal for complex multiple- seam scenarios. Further, it does not recognize the influence of strata properties in the interburden and cannot be used to evaluate individual pillars. We apply the Rocscience RS2 two-dimensional finite element program as a complement to ACPS. Complex multiple-seam scenarios can be characterized by a modified pillar stability factor where the ACPS single-seam development pillar stability factor is multiplied by the ratio of average single-seam development stress to the stress in the critical pillar at the multiple-seam stage, using the values of o as predicted by RS2. Several series of test examples involving two-seam analyses with isolated remnants, gob-solid boundaries, and high extraction areas of varying width were used to calibrate simulated gob properties such that the ACPS+RS2 method generated results that matched a traditional ACPS Stability Factor to within 13%. As high-extraction areas become wider and deeper, progressively stiffer gob is simulated by increasing the Young's Modulus property in RS2. After achieving calibration with the test series, three examples of complex multiple-seam scenarios were evaluated, using reasonable properties for strata types and thicknesses based on core log data. Resulting modified stability factors are reasonably close to those predicted by ACPS, although affected by units of sandstone in the interburden and gob shadows superimposed on remnant structures. This tends to show that even in complex multiple-seam conditions, applying ACPS to the worst-case interaction should usually result in an acceptable pillar design.

Jun 25, 2024

By R. H. Murray

The Kamyr countercurrent tower leach process consists of a true countercurrent leach ?with a flocculated ore and fibre mixture entering the top of the tower and a cyanide solution or alternative lixiviant as well as a barren wash solution entering the bottom of the tower. It offers the possibility of including the entire leaching, solid-liquid separation and clarification processes into one unit or tower as opposed to the multiple leach tanks, filtration and clarification sections required in a conventional leach and precipitation plant. The tower process has been demonstrated in the laboratory and found to be effective for leaching gold, silver and other amenable ores. Based on laboratory results, Gencor and Kamyr have jointly constructed a 200 ton per day pilot plant in order to prove the process on a larger semi-production plant scale.

Jan 1, 1989

By R. C. Klimpel

Size reduction of material in aqueous pulps by the use of tumbling media overflow discharge mills is an important and common unit operation in industry. There also has been extensive attention given in recent decades on developing a more fundamental understanding of the breakage processes involved, especially in ball mills. These studies have mostly emphasized the use of size-mass balance or population balance approaches for quantifying the analysis and design of size reduction circuits, ego Austin, et al (1984).

Jan 1, 1989

By D. A. Newman

The accurate prediction of mine profitability is essential for success in the present minerals market as is the ability to quantify the influence/of variations in revenues and costs on cash flow. A menu based spreadsheet template has been developed to determine annual cash flow, maintain depreciation schedules, and estimate labor and operating expenses. Sensitivity analyses may be conducted to determine the effect of productivity upon mining costs and the effect of selling price escalation upon rate of return. The advantage of this approach is that it can be used by a wide variety of professionals without extensive computer experience.

Jan 1, 1988

By John C. Ferm

Although roof falls account for approximately half of the fatalities in underground coal mining, the factors that produce them are not clear. Mining methods can account for some, but in others the controlling factors are the geological setting in which the mining takes place. The present investigation was undertaken to determine the kinds of rocks that were most likely to produce roof problems. Such knowledge would be helpful to mine planning since rock samples can be obtained in advance of mining by core hole drilling. The investigation was undertaken in underground mines in the Pocahontas #3 seam in southern West Virginia and southwestern Virginia. The Pocahontas #3 is one of the most widespread in this region and is a major source of high quality metallurgical coal. There are at least ten very large mines in the area and many smaller ones. The region has a very long mining history and considerable experience has been gained in roof control problems. The study was conducted with the support of the U. S. Bureau of Mines.

Jan 1, 1978

By James R. Arnold

Over the past few years several commercial wetting agents and drying aids have been tested in the lab and in the plant at Gold Fields Mining's operations at Mesquite and Ortiz. The major goal was to increase recovery with these surfactants by improving the permeability of the pad and increasing the rate of penetration through the rock.

Jan 1, 1988

By J. Singh

Recently, a Maryland bank became the overnight owner of a toxic waste site through a foreclosure. The original property owners had operated a crash and garbage business on the site and obtained loans for their business venture through the bank. In 1980, their son purchased the property from his parents with mortgage monies obtained from the bank. Failing to make his loan payments, the son defaulted on the mortgage. The bank foreclosed on the property and eventually purchased the property at a foreclosure sale. Shortly after the bank's purchase of the site, toxic wastes were found on the property--the result of disposing solid wastes on the site for 10 years. The bank declined responsibility for contaminating the site and consequently for its cleanup. The Environmental Protection Agency (EPA) took corrective actions to clean up the site. EPA then handed the bill to the bank, citing the Comprehensive Environmental Response Compensation and Liability Act (CERCLA) of 1980 (more commonly known as "Superfund"). CERCLA imposes liability on the current owners and operators of hazardous waste sites.

Jan 1, 1988

By R. L. Grayson

An integrated approach to mine management is presented. A model for achieving the level of control of operations critical to surviving in the current market is outlined. The integrated Production and Cost Management System (PRaCaST) is designed to provide mine managers with a reliable, quantitative, decision-assisting system that can be used in formulating timely responses to complex fluctuations in operations. PRacaST consists of a productivity forecast model, sectional bills of materials containing current resources consumption factors, a linear programming scheduling model, and operations analyses that focus on production and cost performances. The system is applied to an underground coal mine.

Jan 1, 1988

By R. Spring

Artificial intelligence, and especially expert systems, are currently receiving considerable attention. Of interest to the control engineer is the utilization of these tools for real-time process control applications. To evaluate this technology, a real-time expert control system was implemented in one of the grinding circuits at Brenda Mines Ltd. The performance of this micro computer based expert system compared satisfactorily to the proven supervisory control system currently in use. The study confirmed the expectations that expert systems have potential for real-time, supervisory control of mineral processing operations.

Jan 1, 1989

By J. R. Allen

Environmental laws and regulations have proliferated over the last two decades. 1/ Within the last year, Congress has dramatically expanded the scope of the Superfund program 2/ and has enacted significant new amendments to the Clean Water Act.3/ In addition, EPA has shown no signs of slackening the pace at which it promulgates new regulations to implement statutory programs. The agency projects that over the next few years it will issue approximately 275 new regulations under the statutes it implements. 4/

Jan 1, 1988