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By D. Kwak, S. Han, J. Kim, Y. Lee

"INTRODUCTION In carbonate rocks, it is difficult to characterize due to the high degree of heterogeneity in pore geometry. Carbonate rocks have various types of pore systems such as fractures and vugs, and this heterogeneity should be considered for more realistic prediction of oil production in carbonate reservoirs. This study carried out water flooding experiments using five carbonate rock samples in order to observe the change of physical properties. Firstly, qualitative and quantitative analyses were conducted for each carbonate samples by use of XRD and XRF to evaluate the mineral content. All samples are mainly composed of CaCO3 and after that, the ICP experiments were carried out for the water passing through the carbonate. As a result, it was possible to measure the quantity of CaCO3, MgO, Fe2O3 component in water and due to this effect, the permeability of carbonate was altered especially in the front part of the core. Finally, after the carbonate was saturated by 30 API crude oil, water injection to enhance the oil recovery was repeated and it was confirmed that the oil-producing characteristics are different depending on the dissolution characteristics of carbonate rock samples. CORE SAMPLE ANALYSIS Porosity and Permeability Experiment Porosity and permeability were measured. The procedures are as follows (Figure 1). 1. Measure the diameter and length of the dry core using Vernier caliper. 2. Put the core in the core holder, run vacuum pump until the inlet and outlet pressure gauge equal. 3. Saturate the core using ISCO pump to inject water at 650 psi 4. Measure the amount of water and calculate the porosity 5. Set up the outlet pressure at 500 psi. 6. The flow rate measure when the equilibrium 7. Calculate the permeability through Darcy’s Law. 8. Cutting of core upstream and downstream about 13cm, and measure the each of permeability."

Jan 1, 2016

By John W. Straton

Following the completion of the paper presented in February, 1972, data were received from many other mines and some original respondents submitted more complete questionnaires. The computer program was changed to permit the results to reflect more clearly all the data reported by the mines. The original paper was revised to reflect the new information. There were significant changes in some numerical values, particularly where the size of the sample changed appreciably. Some limited samples considered originally in arriving at conclusions were not relied on in this revision. The revised tables and text are of the same design and format as the original paper.

Jan 1, 1972

By R. K. Singhal

A variety of mining equipment is used in the mining of oil sands by surface mining. This includes bucket wheel excavators, draglines, hydraulic shovels and off-highway trucks. This paper examines the existing mining schemes and equipment used Peculiarities of oil sands surface mining and their influence on equipment selection, utilization and mining schemes are described. Recent developments undertaken to improve mine productivity are also dealt with together with some notes on proposed measures to obtain further gains in productivity.

Jan 1, 1985

By H. M. Breza

Utilization of Bucket Wheel Excavators and Overland Conveyor Systems to remove overburden provides increased productivity and flexibility to a surface mining operation. The utilization of such a system at the Texasgulf Inc. Aurora, North Carolina Mine has significantly improved the overall productivity of the mining operation. System flexibility is evidenced by adaptation to operation requirements such as mining area moves, movement of excavated overburden to designated sites, selective handling of overburden, spoil placement contouring, and providing an environmentally sound and safe operation. System productivity is evidenced by actual case studies relating to overall production, excavation rates, and cost effectiveness.

Jan 1, 1993

By H. Michael Breza

Texasgulf Inc. installed bucketwheel excavators and overland conveyor sysems at its Aurora, NC phosphate mine o increase the productivity and flexibilty of the surface mining operation. This ;ystem has significantly improved overrall. Its flexibility is evidenced by adapation to operation requirements, such is mining area moves, movement of xcavated overburden to designated ites, selective handling of overburden, poll placement contouring, and proiding an environmentally sound and afe operation. The system's productiv:y is evidenced by case studies relating. overall production, excavation rates nd cost-effectiveness. There are many competing alternaves available for excavating uncon)lidated overburden: truck-shovel, raglines, dredges and bucket wheel ticavators. These alternatives also may used in tandem to recover reserves icated at greater depths.

Jan 1, 1993

By M. M. Nash

Since the late 19th Century, scholars have been concerned about finding proper methods of managing business. The search seems to be taking us full-circle to the time and motion studies of Taylor (Horn, 1987). It wasn't until the late 1970's, however, that systematic investigations were made in the mining industry. One of the first was a study by Sanders, Patterson, and Peay (1976). That project explored the relationship of attitudes and safety. Peay, Atkin, and Goodman (1977, then reviewed the whole area of Organizational Development, including the so-called Rushton experiment.

Jan 1, 1988

By D. R. Gagnon

Mining companies are continually looking for product-ivity and efficiency improvements with their equipment to reduce operating costs. This paper will review the results of a productivity analysis conducted at the Luscar Ltd. Boundary Dam and Bienfait mines near Estevan, Saskatchewan using a Computer-Aided Earthmoving System (CAES) installed on a track-type dozer. The CAES TTT system is a Global Positioning System that provides the operator with constant survey guidance. The study includes a productivity comparison between two similar test sites, one with the aid of the CAES system and the other, without. The CAES TTT system shows a productivity improvement of between 20 and 35% in the reclamation slope leveling application. Even with the CAES TTT system deactivated, some of the advanced features of the system were used to: retain terrain data for volume calculations; track the equipment position; and, accurately record and separate idle time from working time.

Jan 1, 2002

By V. R. Bovino

In the early 80's, the cover of a major weekly magazine proclaimed the "Death of Mining." A few years ago, mining conventions, similar to this, around the country sported the theme, "The Survival of Mining." Today, the SME announces that "Mining is Alive." Being part of an industry that is simply alive is not very exciting. We can do better! Our challenge must be to flourish, blossom, maximize our potential and expand our horizons. The pace of rejuvenating this industry is still woefully inadequate. The new generation of mining industry leaders recognizes the urgent need for bold operational changes?changes in the way we deal with our employees? changes in the way we achieve productivity? and changes in the way we reward our employees for productivity.

Jan 1, 1991

By Tom Learmont

The importance of coal in solving our energy problems has been widely discussed; the world demand for food requires increased fertilizer production and the minerals to produce fertilizer must be mined. We have seen an explosive increase in the demand for large stripping equipment. It is appropriate that we review this equipment and determine what can be done to improve productivity. While we have used coal mining as an example in the study, much of the discussion will apply equally to other forms of stripping.

Jan 1, 1975

By I. Orisek

The methodology and results of a feasibility study of an Automatic Truck Dispatching (ATD) system in an actual open pit mining operation, are presented. Using mine cost data, an economic analysis confirms that capital and operating cost savings with ATD out-weigh the costs. Productivity improvement achievable with ATD is quantified with a computer simulation of truck haulage based on mine production and operational data.

Jan 1, 1986

By D. A. Baker, W. J. Mullin, T. P. Philip, P. A. Korpi

Some of you will recall from the last Randol conference held in Cairns, Australia in April 1991 that I shot my mouth off when I declared that I believe that these conferences are covering only a small slice of the overall mining industry pie because the major emphasis is on ore processing. The attendees at these conferences to date have been composed principally of metallurgists, which naturally leads to a preponderance of papers on this important feature, but it is only one of the areas of the mining business.

Jan 1, 1992

By B. M. McKay

The Walnut Creek Mine was developed in 1989 to supply lignite to the Texas-New Mexico Power TNP-ONE power plant. Being new, we had the opportunity to start from scratch and rethink many of the traditional methods of managing a mine operation. We had the opportunity to create a team environment, encouraging people to get involved and make decisions. The founding philosophy of the mine, "A Quality Product by Quality People", acknowledged that the key to a productive, quality operation was the people. This paper will explore methods employed by Walnut Creek in selection of team members, building the team and the relative success of these methods.

Jan 1, 1993

By W. Clark Ashby

Productivity is a fascinating concept. Like motherhood or apple pie, we know it as a good thing. Just what it means is not so clear. To a coal miner we assume it means tons of coal hauled from the mine. To the company president it means profit after capital, labor, and other costs have also been reckoned. To the government economist it means output in a balance of payments. What does it mean to the biologist, and can reclamation really be productive? In this paper we discuss productivity from a biological viewpoint, give some yield data for various types of reclamation plantings, and discuss how our demand for or acceptance of differing kinds of productivity is tied up in bigger questions of land use, environmental stability, and resource allocation.

Jan 1, 1981

The US Bureau of Mines' dictionary of mining terms defines productivity as "the efficiency with which economic resources (men, material, and machines) are employed to produce goods and services." Or, the relationship between the physical outputs and the physical inputs used to produce those outputs. As demand for mine materials dropped, mining companies and equipment manufacturers discovered that ratios between the inputs and the final products were disproportionate to the profits realized. Some companies are fighting for survival. The US, while still the most productive country in the world in absolute terms, is looking over its shoulder as other industrialized nations continue to exceed its yearly productive growth rate. According to John Belcher, Jr., of the American Productivity Center in Houston, TX, the US has seen a steady decrease in productivity growth since the mid-1960s. During the post World War II period, the US labor productivity growth rate was 3.2% annually. The slowdown began in 1965 and by the mid-1970s, the country's annual growth rate was 1%. By 1978, labor productivity growth ceased to gain at all and from 1978 to 1980 a 2% decline occurred. Solutions to the productivity decrease are increasing product prices or improving productivity. By increasing prices, though, the producer runs the risk of pricing himself out of the competitive market. To maintain an acceptable profit level, prices must increase proportionately higher than required to offset production cost increases, Belcher says. Many companies are turning to in-house productivity improvement programs as an answer to increased costs and declining profits. These programs are geared toward management commitment and employee awareness of what productivity means. Companies are finding ways of measuring productivity levels in financial reporting, budgeting, and planning. Organizational teams have been formed to coordinate activities and oversee product management, and improve productivity of materials and capital investments. This special issue of Mining Engineering examines productivity in the mining industry. First, there are articles about various, and different, factors that affect productivity in each of ME's five main readership areas - exploration, mining, processing, coal, and industrial minerals. There is also a look at mining industry productivity from the manufacturer's view. The next section of this special issue is devoted to some topics that affect all areas and sectors of mining: research, management practices, computers, maintenance, and energy management. Then follows case studies in exploration, coal, and iron and steel. These studies provide examples of practices and strategies used by companies and operations to boost productivity.

Jan 11, 1983

By R. F. Korcak

There exists a wide array of industrial by-products that can be shown to produce beneficial responses in the soil/plant environment. These materials range from clean coal technology residues produced in the generation of electric power, particularly those high in gypsum, to mineral 'fines' produced by the aggregates and crushed stone industries. A number of these materials will be examined in relation to potential nutritional interactions in soils and crops with emphasis on trace elements. The significance of utilizing these materials in agriculture as a component of sustainable agricultural systems will be discussed.

Jan 1, 1995

By Florian Festge

It has been said that good things come in threes. In the case of screening for mining and quarry operations, profit comes in three distinct phases: layered, basic and sharp screening. But how good they are ? whether they maximize efficiency and improve the potential for success ? depends on having the right screen media on the deck for each of the three phases. A relatively new method for achieving that goal is a blended screen media approach that incorporates the ideal screen media for each phase and the ideal mix of media for the process overall. The goal in implementing a blended solution is to find the optimal combination of open area and durability. If this combination is found, maximum product quality and profits will be realized by increasing efficiency of classification while minimizing downtime and maintenance costs.

Jan 1, 2012

By Thomas V. Falkie

The title of this talk has brought some interesting responses - even before it was written - from different parts of the country. A geologist from the Western U. S, was deeply concerned with recent layoffs in his profession and the employment situation in general and wondered why "the AIME wasn't doing anything for the benefit of its members." A petroleum engineer in Texas said that a group in his field were studying "professionalism" and their professional status and wondered if there were any words of wisdom for him. A mining engineering professor from the East pointed out that the National Science Foundation did not include mining engineering as one of its recognized fields in one of its equipment funding programs. These are just a few examples of reactions received to date, but they serve to illustrate the broad image that the title has meant to various people. Actually the term profession is defined by Webster as "a calling requiring specialized knowledge and often long and intensive academic preparation." The word encroach means "to enter by gradual steps or by stealth into the possessions or rights of another", or "to advance beyond desirable or normal limits." The intention of this paper, as originally conceived and requested by the program chairman, was to combine those two words literally and talk about how the professional standing of mineral engineers is being eroded from people outside the profession. But the amazing preliminary response suggests that it may be timely to broaden the discussion by including some comments about professionalism in general. In the paper the terms "mineral engineer" or "mining engineering" are used frequently, but it should be clearly understood that much of what is said is valid and is intended for all fields covered by SME and perhaps for AIME in general.

Jan 1, 1972

By Antonio Peralta

Mining activity in Mexico began in the 16th century when the Spanish realized the mining potential of the new territory. Since that time, mining has evolved into a strong and vital industry for the country. Good professionals in the mining-related fields are fundamental to the growth and improvement of this industry. Since the end of the 18th century, formal education in mining has been available at the University of Guanajuato, in Guanajuato, Mexico. This school created one of the first schools of mines on the North American continent in 1828. In recent times, some other programs have been created at other universities. Universities offering mining related programs Listed here are the seven universities in Mexico that offer mining related degrees. They are the University of Guanajuato, UNAM, the University of Zacatecas, the University of Chihuahua, the University of Sonora, the University of Coahuila and the University of San Luis Potosi. The University of Guanajuato is the only Mexican university that offers graduate studies at the master's level. No PhD programs in mining engineering are offered at any Mexican university. Programs at each university are of different duration. They are: • University of Guanajuato-Five-and-a-half years, divided into five years of classroom instruction and six months in the working place. • University of Zacatecas - Five years of classroom instruction.

Jan 1, 1994

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By F. G. Crack

This paper is based on the philosophy that the management structure and strategy required for mine construction and development projects are different from that required for routine production and maintenance operations in a mine. The purpose of this paper is to present an integrated approach to the management of mine development projects. This paper highlights the four major aspects of the integrated approach. First, a brief review of the various types of contract documents is provided. Second, the management organization of a project is discussed. Third, the project manager's role and the field supervisor's responsibility are briefly outlined. Finally, the use of scientific techniques for planning, scheduling, executing, and controlling projects is presented. Each of these aspects is important; however, each by itself cannot be expected to bring order or unifying impact to the complexities involved in overall project management. When all these aspects are coordinated, the result will be a sore successful project from conception to completion.

Jan 1, 1982