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By L. Yuan, J. Soles, D. Bahrami, W. Tang, R. Thomas

Mine equipment fires remain as one of the most concerning safety issues in the mining industry, and most equipment fires were caused by hot surface ignitions. Detailed experimental investigations were conducted at the NIOSH Pittsburgh Mining Research Division on hot surface ignition of liquid fuels under ventilation in a mining environment. Three types of metal surface materials (stainless steel, cast iron, carbon steel), three types of liquids (diesel fuel, hydraulic fluid, engine oil), four air ventilation speeds (0, 0.5, 1.5, 3 m/s) were used to study the hot surface ignition probability under these conditions. Visual observation and thermocouples attached on the metal surface were used to indicate the hot surface ignition from the measured temperatures. Results show that the type of metal has a noticeable effect on the hot surface ignition, while ventilation speed has a mixed influence on ignition. Different types of liquid fuels also show different ranges of ignition temperature. Results from this work can be used to help understand equipment mine fires and develop mitigation strategies.

Mar 2, 2022

By G. G. Marino, J. W. Mahar

This paper provides an utierstanding of the betivior and potenttil damage of homes resulting from sag-type mine subsidence. This is done with extemive research of numerom case histories in Illinois collected by the authors. The howe response to substience-itiuced ground displacements are summarized and evaluuted. A damage level criteriu, specifically developed for residenttil structures, is presented based primarily on repair costs. Damage levels and the associated subsidence profile characteristics for each case history are compared.

Jan 9, 1985

By George H. Klein, B. Kent Merritt, Anthony Crisci

During the past decade, over 114-km (71-mi) of 0.25-m (10-in) to 3.7-m (144-in) finished diameter tunnels have been driven below Metropolitan Houston as part of a major program of water and wastewater improvements. This large effort has seen the introduction of midwestern technology with over 18-km (11-mi) of man-entry pipe jacking and European and Japanese technology with over 21-km (13-mi) of microtunneling. Owing to the high water table; a stratigraphy consisting of stiff fissured clays containing numerous layers, channels, and lenses of water-charged sands and silts; and active faults, many challenges existed for designers and contractors alike.

Jan 1, 1991

By L. K. Lepley

A marine sonic sub-bottom profiling system and a hovercraft were used in an engineering geophysics survey of the tailings being deposited at the Mercur gold mine. Detailed density sections with vertical resolution of one meter were desired for computations of strength, permeability and potential self-compaction. The logistical problems of conducting a geophysical survey and in collection of geotechnical soil samples from an active tailing impoundment was solved by using the amphibious hovercraft for towing and transport on the impoundment. The "chirp" sonic system produced continuous, real-time geophysical cross-sections with vertical resolution of ten centimeters showing possible trapped gas. The hovercraft provided a platform over water, ice, slurry, and solid beach for collection of geotechnical information and physical samples.

Jan 1, 1994

By Phillip J. Maddex

During the last 10 years there have been many new developments in transport and handling equipment. Important technical and economic developments that can be used to reduce costs are; new terminal and materials handling concepts large river tows - 40,000 tons and 9000 hp towboats slurry loading and unloading of ocean vessels long distance pipelining of solids development of the shuttle train (unit train) large ocean barges ? 25,000+ tons ? pushed & towed 150,000 ton self-unloading super tankers - 300,000+ tons container shipping Some of these developments have been discussed at SME meetings in papers describing the transportation of minerals from new mines. But, only a few papers described improved transportation from older operations. Since transportation is a major part of the delivered cost for minerals, the economic benefits to be gained by putting new transportation developments to work are very substantial. Frequently good transportation planning and management makes the difference between a marginal ore body and a very profitable one.

Jan 1, 1972

By D. J. Tooker

For the next few minutes, I will be discussing a product and category that many people laughed at for years. The product is cat box filiers or commonly referred to by the brand name KITTY LITTER. This product was introduced in 1947 by Ed Lowe using the name KITTY LITTER. From 1947 to 1964 the product was sold mainly through pet shops. Starting in 1964, the grocery trade began to carry cat litters. From that point, the cate gory began a solid growth trend. Particularly in the '7O's, cat litter has experienced the same kind of explosive growth that has characterized the entire pet market. For example, in the twelve months ending 9/21/79, cat litter unit volume grew by 15% versus the previous twelve months. The basis for this explosive growth is easy to comprehend. The cat population itself is rapidly expanding, reflecting the changing life- styles of Americans. As famiiies grow smaller, there is room for a pet. As apartment and con dominim living shrinks living space, a cat fills the human need for animal companionship more efficiently. Table I illustrates current cat litter market factors and projects major trends into the future to conclude that the cat litter market will equal $205MM in 1985. With this dynamic growth defined, it was imperative that a company such as Lowe's that was totally devoted to the commodity-priced products, evaluate the opportunities for added- value product differentiation. This process was started approximately four years ago with a search for new cat litter products and other new product opportunities.

Jan 1, 1980

By C. R. Tinsley

In maybe the world's first in a mine project financing, a US $55 million Rehabilitation Indemnity was given on behalf of the banks in a US $250 million loan to develop the Ranger uranium mine, Northern Territory, Australia. The basis of the financing was an estimate of removal of the tailings and replacement into the pit. The Indemnity was amortized by a sinking fund from the mine's revenues. Such a concept could be valuable for mineral developments in sensitive areas or jurisdictions such as British Columbia or Alaska.

Jan 1, 1992

By George E. Aiken, B. R. Jr. Waples

INTRODUCTION In this paper the author will attempt to bridge from the paper work of design and engineering to the reality of implementation. Certain facets of construction are constant to a successful project, no matter the level of technical complexity. Basic to timely, low cost construction are the people assigned to the project. Construction is not accomplished by robots, computers, or speeches; but rather by people. People do however require the avail- ability of equipment and communications to properly complete the work. ORGANIZATION Good organization is the basic requirement of a well implemented construction project. For this paper the author will suggest an organization chart as well as an activity listing that together support the construction activities. There is little difference in the activities or functions needed to construct a small plant or a large one. It is a matter of how much time an individual has to spend on an activity that determines the structure of an organization. The difference between a large and small plant construction job is often described as the multiple hat versus the single hat philosophy. As an example, a resident construction manager on a small job might be the manager, the field engineer, the scheduler, the estimator, and the procurement manager. At some time during a construction

Jan 1, 1986

By Robert McIvor

The following is a summary of the Robert H. Richards Lecture on “Learning and Good Fortune on the Road to Discovery” presented at the Mineral & Metallurgical Processing Division (MPD) Awards Plenary Session on Feb. 23, 2026 during the MINEXCHANGE 2026 SME Annual Conference & Expo in Salt Lake City, UT.

Mar 1, 2026

By Earl L. Rau

At the present time, whether an electric utility uses high-sulfur coal is largely determined by geographical location, clean air legislation, and the age of the power plant. Acid rain legislation may well be the new force to change the use of high-sulfur coal. A number of coal papers were presented at the SME Fall Meeting in St. Louis, MO, Sept. 1986. These papers discussed high-sulfur coal in relation to its economics, trends and prospects, value of cleaned coal, and coal-cleaning technology. The Clean Air Act of 1970 required the reduction of SO, emissions from most stationary electric-generating plant to 0.5 kg (1.2 lbs) SO2, per million Btu of heat input. It was possible for many plants to utilize lower-sulfur coal or a mixture of high-sulfur and low-sulfur coal to meet this emission requirement. This 1970 act greatly increased the use of low-sulfur western coal. The 1978 amendment to the Clean Air Act required all new plants to use Flue Gas Desulfurization (FGD) to meet a requirement of 70% reduction of potential SO2 emissions to 0.3 kg (0.6 lb) SO2 per million Btu of heat input. With the requirement to use FGD, there was little or no demand for low-sulfur western coal in new eastern power plants. If' new acid rain legislation is enacted, it likely will require sizeable reductions in SO2, emissions by existing coal users. There might then be a shift to greater use of low-sulfur coals. The low-sulfur coals could come from either western or eastern mines or from cleaned eastern coals. Economics will dictate the approach older power plants will take to meet new regulationsuse FGD or low-sulfur coal. Coal use for electric power generation has changed from 1970 to 1985. Table 1, (Land, preprint 86-333) shows the change. The table shows that in 1985, US utilities used about 255 Mt (280 million st) of high-sulfur coal. Some 45 to 54 Mt (50 to 60 million st) of high-sulfur coal is being used in plants equipped with FGD and most of this use is in eastern states. This leaves 200 to 209 Mt/a (220 to 230 million st) of high-sulfur coal being used without FGD treatment. These plants are at risk if acid rain legislation is passed. Most of these plants are in the east and are more difficult to supply with low-sulfur coal. Estimates range from $20 to $30 billion capital investment and from $5 to $9 billion dollars per year operating costs to reduce SO2, emissions from those old medium-to-high-sulfur coal-burning plants. G. W. Land, (preprint 86-333), also presents tables relating to power generating costs and coal types. The author's tables are extracted from Land's tables IV and V. Table 2 here presents costs for a new plant. This includes the impact of different heat rates, fuel costs, fuel qualities, operating and maintenance costs, labor costs, and waste disposal costs. Table 3 compares estimated costs to retrofit an older plant with a limestone scrubber versus switching the same plant to low-sulfur eastern or western coal. Costs of switching include upgrading the electrostatic precipitator and - with western coal - costs of derating. Bhagwat, (preprint 86-325), details the trends in high-sulfur coal markets from 1974 to 1984. He also gives some prospects for high-sulfur coal markets, 1984 to 1994. The prospect depends mostly on whether acid rain legislation is enacted. By 1994, if New Source Performance Standards (NSPS) continue to be applied, high-sulfur coal demand from six mid-west and eastern states is expected to increase by 27 Mt (30 million st). • L. A. Khan and J. W. Baxter, (preprint 86-373), discuss several coal cleaning technologies such as froth flotation of fines, bulk oil separation and oil agglomeration, oil agglomeration/flotation, and air-floc flotation. ? (Space limitations preclude listing references. A complete list is available from the author.)

Jan 1, 1987

By Hans W. Schreiber, Rudi P. Fronk

IINTRODUCTION Widespread activities in precious metal projects in the western U.S., Australia, Canada and other parts of the world have opened a flood-gate of consul- ting expertise to aid and accelerate the development process. Utilization of outside expertise has taken on many shapes and forms that have in some instances actually "decelerated" or "retarded" project progress. Small mines are especially vulnerable to apparent false-starts and misdirections, be- cause of their generally lower capital commitments, shorter lead times and limited mineral in-house expertise. Mine development for small mines requires fundamental approaches by knowledgeable consultants that are timely and cost-efficient and in line with accelerated development, if they are to be successful. The development process is obviously that process which brings a given deposit into production. Or, put another way, the process comprises all activities, decisions and commitments which take place from the moment an authorizing entity (usually a board of directors) com- mits to development and production (usually on the basis of a final feasibility study) until the first ton of ore is processed to a saleable product. The activities, decisions and commitments over a development period--such a period can range from as short as a year or less to as long as 5 years or more--are many, highly varied, and often interdependent. The development period is also particularly risky, not only because of the varied and interdependent decisions and commitments, but also because of capital demand amounts. Delays in the development process are thus particularly costly - sometimes so costly that small and often undercapitalized mining companies, failing to reach production and a cash flow within a planned period, face, if not bankruptcy, at least severe equity dilution or particularly onerous and restrictive covenants on additional loan financing. It therefor behooves especially small mining companies to examine ways to accelerate development. By doing so, the development process may actually meet planned scheduling. The development process generally comprises environmental impact studies completion, final engineering, permit- ting, financing, equipment and machinery procurement, contractor selection and construction -- such activities largely being overlapping. The paper addresses what the small mines operator or the small mining company can do with consulting firms to accelerate development. By "small mines" is meant open pit operations of 2000 tpd or less and underground operations of 500 tpd or less. By "consulting firms" is meant entities who do not possess an engineering and construction capability, such as Derry Michener Booth & Wahl, Pincock Allen & Holt, Behre Dolbear-Riverside, etc. The paper concentrates on gold projects. PRIORITY CONSIDERATIONS Of the items listed in the previous paragraph which comprise the development process, the two which most consistently appear to cause delays are permitting and financing. The former's delays can be due to political overtones and thus the delays may not be reasonably foreseeable. The latter's delays are most often due to inadequate preparation, and thus are avoidable. For the reason stated above, and considering that financing is fundamental to all of the activities which constitute the development process, the paper focuses on financing as the priority item which can most assist in accelerating or retarding the development process.

Jan 1, 1987

By Jack T. Work

Spiraling costs in every segment of the open-pit mining cycle is a fact of life that every operator must reckon with. The introduction of various shock absorbing devices for rotary drilling is one recent innovation that may significantly reduce overall drilling cost, increase drill availability, and lower maintenance requirements. In a recent all-inclusive test in taconite ores, shock absorbers on Bucyrus-Erie BE 60R and Gardner¬Denver GD 120 rotary drills were directly responsible for overall savings of up to $41.06 per hour. What is It? A shock absorber is simply a device installed between the rotary drive head and drill steel that cushions the two. It functions in the same manner as springs and shocks on an automobile. Some benefits associated with use of the tool are readily apparent on a daily basis; other benefits are realized over longer time intervals and through continued use. A properly designed shock absorber will: •protect the drill from severe vi¬brations, improve rock bit performance, allow application of the best weight-on-bit and rotating speed under all drilling conditions, •function effectively over a wide range of applied bit weights, • have a spring rate soft enough to perform its primary function of absorbing both rotary and vertical vibrational forces generated by rough drilling, •be reliable and subject to as little maintenance as possible, •be easy to install and remove, and • be of such an economic benefit so as to offset the added expense of its application. A shock absorbing tool developed by BJ-Hughes Inc. was used in a recent test. The "Smoothdrill" is just one of the products currently available. This unit absorbs both rotary and vertical shock loads and has no mechanical parts so lubrication is unnecessary. A rebuild of the unit consists of removing the worn rubber element and inserting a new element, an operation taking less than one hour. Minimizing Vibrations Severe vibrations on a blasthole drill operating in broken and discontinuous formations have visible effects. These vibrations often cause structural damage when allowed to' continue, resulting in fatigue cracks in the mast and related structural components in the drill. When rough running formations are encountered, drilling must be interrupted and possibly shut down. Usually, the drill operator resumes drilling using less down pressures and various rotational speeds until firmer drilling is encountered. An effective shock absorber can substantially reduce these vibrational forces so more down pressure can be applied in bad ground. It is generally accepted that longitudinal vibrations and cyclic forces are more effectively reduced if a tool is designed to incorporate a relatively "soft" shock absorber. The softness of any shock absorbing tool is best judged by its spring rate-the weight required to produce a given amount of deflection, commonly expressed in units of kg per mm or pounds per inch of deflection. All shock tools use a resilient member such as rubber springs, steel springs, fluid, or gas springs to absorb

Jan 4, 1980

This paper reviews the technical advice available to support companies in the delivery of social aspects of sustainable development. It will draw on diverse experience from the sparsely populated plains of the Central African Republic, one of the poorest countries in the world, to the densely populated villages of the Carpathian Mountains in Slovakia. It will review basic requirements for the consideration of social issues, as well as guidance on international best practice. It will review: the legal basis; coverage; consideration of alternatives; scope; inclusive decision-making; indicator development; impact monitoring and evaluation. The paper will discuss the breadth and depth of social issues for consideration, including the realms of responsibility of a company in terms of social development in different operating environments. The extractive industries invest substantial amounts of money which typically dwarfs local development, health or education budgets. Capacity building for local authorities is not directly the role of the company, but when understood as a strategy for risk management, it can play a vital part of sustainable development that benefits the local community and reduces the risk of social problems impacting profits. The paper will argue that social impact assessment is most effective when the outcomes are in line with a company?s principles and support core business practices. It is important that social impact assessment is viewed as an integral part of project decision-making and moves away from mistrusted PR and unsustainable philanthropy toward partnership, which finds suitable and appropriate solutions delivering ?win-win? outcomes. While development should not be seen as a direct company objective, engaging with development actors to better understand the operating context can ensure that social investment complements existing initiatives. The paper will also present different mechanisms for engaging with local actors, as well as developing successful social programmes.

Jan 1, 2007

By S. Koro

The current economic climate of low commodity prices and increasing costs has put a lot of pressure on mining companies to ensure their operations will survive through the current economic downturn. While history tells us that the cycle will turn around and prices will go back up again, how many mining companies will be left to take advantage of the next upturn? On average in Australia, the maintenance of mining equipment accounts for up to 50% of operating costs; which equates to nearly $15bn per year. In addition to trying to boost productivity, mining companies are also putting a lot of pressure on reducing costs; all with the intention of maintaining/increasing profit margins and thereby keeping shareholders ?happy?. The whole premise of our economy is based on ?growth? and ?profits?. Movements in the market place force mine owners to ?react? to short term fluctuations. And if that movement is downward; operations people at the sites are forced to start reducing costs. Is this cost reduction done in a logical, systematic way where all risks (short-, medium- and long term) are considered? Invariably, the answer is no! Short term ?fixes? are normally implemented with little, or no, regard for medium- and long-term impact. And the reason for this is that management is not fully focused on the long term; focus is mainly on survival. Decision making is driven by shareholder sentiment and history tells us that this is largely short-term. So given these paramteres to work within, what role can ?Asset Management? play in assisting management to meet shareholder and market requirements whilst still maintaining long-term viability of their operations (to the long-term benefit of shareholders dare I say). As maintenance costs account for nearly half the operating costs of mining companies; the ?smart? management of assets is not only crucial; it is essential for survival in today?s economic climate. What is asset management? Asset Management, according to the UK-based Institute of Asset Management (IAM) is ?the systematic and coordinated activities and practices through which an organization optimally and sustainably manages its assets and asset systems, their associated performance, risks and expenditures over their life cycles for the purpose of achieving its organizational strategic plan.? How important is asset management in today?s mining companies? IAM goes on to say: ?This definition of asset management represents a significantly greater scope than just the maintenance or care of physical assets, and is closer to the central purpose of an organization. Good asset management considers and optimizes the conflicting priorities of asset utilization and asset care, of short-term performance opportunities and long-term sustainability, and between capital investments and subsequent operating costs, risks and performance. ?Life cycle? asset management is also more than simply the consideration of capital costs and operating costs over pre-determined asset ?life? assumptions. Truly optimized, whole life asset management includes risk exposures and performance attributes, and considers the asset?s economic life as the result of an optimization process (depending upon the design, utilization, maintenance, obsolescence and other factors).?

Feb 23, 2014

By John S. Lagarias

When ore bodies are faulted or mill feed turns refractory, mining managers and engineers act vigorously to convert imminent failure into eventual success. The recent proliferation of onerous "environmental" regulations and restraints is likewise a threat to successful mining enterprise, in some ways more insidious and dangerous than the problems presented by natural obstacles. The regulatory burden has become so heavy that a pall of pessimism covers much of the mining enterprise. In this paper we frankly recommend a Pollyanna approach, making not just "the best of it" but directing the whole environmental process: first, to improve our planning, engineering, and operating procedures; and, second, to demonstrate the need for modification of laws and regulations which are intolerably burden-some to both the mining industry and the public. It is customary for government officials and environmentalists to point out how great are the new environmental regulations and how successfully these have improved the natural environment in particular and the quality of life in general.

Jan 1, 1978

By A. Shtiza

This literature review discusses the role of the Albanian institutions, the natural resources industry, potential investors and stakeholders in order to provide a set of indicators that can help to monitor amelioration within sustainable development principles. A map with the potential prospects of the natural resources will be a first step in identifying the further potential for exploitation. Mineral resource policies and governance, sustainable processing and supply chain as well as environmental management information system are some of the crucial tools identified, that will help to set up the indicators and quantify the achievements in environmental management in Albania. Moreover, the integration of practices that will support institutional capacity building; follow-up practices; the mainstreaming of global environment into planning; and the compliance monitoring process will additionally improve the environmental situation in Albania. Aligning business strategy with environmental policy, socio-economic analysis, environmental auditing are decisive tools in order to provide the Albanian authorities with a clear overview of the economic costs and the social benefits for sustainable development.

Jan 1, 2011

By Carleton K. Smith

Due to special job or client requirements, there will always be some variation in the philosophy of organizing and controlling construction under a project management contract. In typical cases, however, some standard procedures apply. Controls on a construction project are best described only in general terms. They should apply to the total job and can be most effective only when all pieces of the job organization fit together to support a control system for the entire project. Controls are more than a system of reports, schedules, and tabulations-they are the result of an integrated organization dedicated to getting a job done on time and within budget. One of the most important aspects of project control is the construction organization. It must include the right people, facilities, and site equipment, as well as the authority to do what's necessary to accomplish the work. This should be set up to function with as little involvement from off-site or the home office as possible. However, the jobsite construction group must work within established policies and guidelines and is subject to continuous off-site or home office monitoring. In other words, the job-site leaders need to have a clear definition of their responsibility, their authority, and the necessary people and equipment to make things happen. With that philosophy in mind, this is how Bechtel sets up a new job to be

Jan 10, 1980

By Douglas H. Bolton

In recent years, equipment manufacturers have been busy developing remote control systems to catch up with the sophistication and efficiency of continuous miners. Now the tables are turned, and manufacturers are undertaking the new challenge of upgrading, refining and equipping continuous miners to take full advantage of the capabilities made possible by modern, successful remote control systems. Because the operator can safely advance the miner farther without pulling out for roof bolting, continuous miners now need to be equipped with means of complying with correct face ventilation, dust suppression, methane detection, diffusion and improved lighting. Some of the exciting possibilities being developed to catch up with remote control include feedback controls using laser beams as datum points, coal sensing devices with feedback signals to show the operator what the machine is doing, show where it is relative to the coal seam, how hard it is working, and more sophisticated use of cyclic control. Mining machinery manufacturers have accepted the new challenges, and faster, safer mining procedures are already in sight.

Jan 1, 1975

By R. H. Lesernann

Copper has held up extremely well as we have moved through the trough of the economic cycle. In the aluminum, lead and zinc industries at least half of the Western World production was unable to cover its operating costs at the prices prevailing throughout most of 1991. In copper, less than 10 percent of production ran in the red last year. Most of that was in Peru where the government has not allowed its currency to devalue at the same pace as inflation. Thus, mining company revenues in local currency terms have risen very modestly while costs have escalated tremendously. Excluding such governmentally imposed distortions, virtually every mine in the Western World ran at a profit last year. While copper producers have to be extremely happy about staying in the black through the trough of the consumption cycle, consumers have to be worried. They must be asking themselves, "If copper held at over $1.00 in a year when consumption declined, how high will prices go when demand picks up?" Consumers are accustomed to paying high prices at the peak of the cycle, but they are also accustomed to paying low prices at the trough of the cycle. What went wrong this time?

Jan 1, 1992

By Hongjie Yu, Mike Mooney

Transitions between geological/geotechnical soil units have a critical impact on the operation and performance of a tunnel boring machine (TBM). Geostatistics-based probabilistic modeling is used to quantify the uncertainty in soil transition locations. This paper presents two unique soft-ground tunneling case studies where the results from the geostatistics-based probabilistic modeling are compared to the TBM data and as-encountered ground conditions derived from the actual TBM data. The assessment enhances the confidence in using geostatistics to improve ground awareness for efficient tunnel construction, minimizing different site condition (DSC) claims, and improving decision-making on tunnel projects.

Dec 1, 2022