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By Grant R. Brown

The purpose of this opening paper is to provide an overview of incentives strategies. This overview includes a discussion of the different types of incentives, their advantages and disadvantages and their potential application to the mining setting. Objective The primary objectives of incentive plans are to increase worker (including management) effectiveness and reduce unit labor costs. These plans can be grouped into two major categories: 1) non-financial plans 2) financial plans

Jan 1, 1983

By Henri-Loui Jacob, Suzie Nantel

"Depuis la fin des annees 1800, la province de Grenville represente pour Ie Quebec une source importante et diversifiée de minéraux industriels. Le Ministère de l'Énergie et des Ressources du Québec, dans Ie cadre de I'entente auxiliaire Canada-Québec, et les compagnies minieres y ant multiplié, surtout depuis 1983, leurs travaux d 'exploration, de cartographie, et d'évaluation pour les minéraux industriels. Ces travaux ant conduit ala découverte et ala mise en valeur de gisements de granite architectural, de graphite, de dolomite et ant aussi permis de repertorier des gîtes et des indices prometteurs de wollastonite, de silice, de calcite. de dolomite, de silicates d'alumine et de terres rares. Les gisements récemment découverts sont actuellement exploités au sur Ie point de l'être et les gîtes et les indices les plus prometteurs ant été jalonnés.ABSTRACTSince the late 18oos, the Grenville Province in Québec has been an important and diversified source of industrial minerals. The Ministere de l'Énergie et des Ressources du Québec, under the Canada-Quebec Mineral Development Agreement, and the private sector have put an emphasis on exploration, mapping and evaluation programs in the Grenville Province for minerals, particularly since 1983. These programs have led to the discovery and the development of deposits such as architectural granite, graphite and dolomite, and have also led to inventories of occurrences and prospects of wollastonite, silica, calcite, dolomite, alumina silicates and rare earths. The deposits discovered lately are presently being quarried or will be in the near future. The most promising occurrences and prospects have been claimed."

Jan 1, 1990

By Daniel Bloomfield

ONE of the major problems of management is how to restore in some measure the personal relation-ship between employer and employed which, in the days of small concerns, meant better morale among employees. The complexity of industry today, the heterogeneous mass. of workers employed, many .of them new to this country and to its institutions, the inability of those whose task it is to get out production to spend much time on the problems of labor-all these and many other factors serve to make of great impor-tance the question of how to establish more satisfactory mutual good will. While there is no such thing as a sure cure for labor troubles, in spite of the fact that charlatans have been selling alleged cures to guileless employers, study and experience have brought to light methods of approach to the problems confronting management in its relation to labor that are well worth consideration. Labor problems must be approached with common sense and an open mind. Facts must be the basis of action. So it is with the question of morale in industry. What makes or breaks morale? What are the forces behind the actions of men? What is there in one man that makes him act differently from another man under similar circumstances? How are men affected by the actions of others in their own group or by the actions of those under whose supervision they work? These are questions that must be carefully studied if we are, to get at the bottom of industrial unrest. It is an easy thing to say that good will can be created by "treating men right." That involves so many things and points of view that it will hardly serve as a full answer to our problem; but it is a good starting point if we mean by right treatment the payment of wages consistent with the well being of the worker and his family as members of the community, and if we also mean the provision of sanitary, wholesome working conditions and a working schedule that does not overtax the worker physically, and mutuality-a give and take relationship. With this as a basis we can go a step farther and see what else can be done to promote better relations between management and the workers.

Jan 9, 1922

ALBERT SAUVEUR, Chairman. A. A. STEVENSON, Vice-Chairman. HERBERT M. BOYLSTON, Secretary, Abbot Bldg., Cambridge, Mass. John Birkinbine, William Kelly, J. S. Unger, William H. Blauvelt, Charles Kirchhoff, Felix A. Vogel, James Gayley, Richard Moldenke, Leonard Waldo, Henry D. Hibbard, Joseph W. Richards, William R. Walker, Henry M. Howe, C. F. W. Rys, William R. Webster, Robert W. Hunt, E. Gybbon Spilsbury, Frederick W. Wood. J. E. Johnson, Jr., The innovation of a special meeting under the auspices of the Iron and Steel Committee was well justified, if we accept as a criterion the number of papers presented at the meeting held on Oct. 16 and 17 in New York and the attendance at that meeting. Twenty-four papers were read, and most of these were widely discussed orally, while doubtless the written discussions will be even larger in extent. Discussions will be received up to Dec. 1, 1913. The attendance at the meeting of 106 members and 75 guests is an evidence of the wide anti growing interest in the Institute of men interested chiefly in iron and steel. It is especially interesting to note this large attendance at a meeting where very little of a social nature was introduced into the program. An informal dinner for the men at the Engineers' Club closed the meeting. At this dinner were present about 70 members and guests. One of the Vice-Chairmen and the Secretary of the new Committee on Petroleum and Gas told of the important plans in prospect of that Committee. Brief impromptu speeches by a considerable number of the members and guests were enjoyed. Professor Marburg reiterated his previous assertion that he believed that the Institute and the American Society for Testing Materials, as well as some of the other technical societies, were all fighting for one good cause; that there was room in the field for all of these societies with their various points of view; and that they should march shoulder to shoulder. The success of this dinner was due largely to the efforts of Mr. Johnson who had the affair in charge.

Jan 11, 1913

Rather like the mythical "Economic Man" "an employer" in this context must necessarily be an abstraction, and the views possessed by such an abstraction, a composite of many views known to have been expressed. Not even the complex Conciliation and Arbitration legislation in this country provides any helpful specifications, except in one peculiar particular. The Australian Conciliation and Arbitration Act provides an almost totally tautological definition, except in that one oddity referred to above. It is this : "An employer means any employer in any industry, and includes any person who is usually an employer in an industry, and also includes a Club." No doubt there is some perfectly justifiable reason for such specific and unique particularity in an otherwise meaning- less definition. That need not trouble us in this exercise.

Jan 1, 1982

By V. E. Cogho

Optimum Coal Mine comprises numerous defunct, active, and future mining sections. The mine is primarily a large opencast coal mine; however, underground mining activities will be increasing steadily over the next five years. Opencast and underground mining activities have a significant impact on surface and groundwater resources. To ensure that the mine will be able to continue with its mining operations in the catchment, the extent of this impact requires that substantial intervention and mitigation measures need to be implemented to ensure the environmental integrity and economic use of the catchment's water resources. In developing a sustainable long-term mine water management strategy, numerous scenarios had to be analysed. The various scenarios are a combination of water and land management activities. The main components of the mine's integrated water management strategy include: ? Management of water recharge by continual and appropriate rehabilitation of disturbed land ? Beneficial re-use of impacted mine water for coal plant process water and mining operations ? Reclamation and desalination of remaining excess impacted mine water to potable standard. From the mine's long-term water balance, it is evident that the continued implementation of numerous water management actions is required to mitigate the water resources impact in a sustainable manner. In addition, the installation of a water reclamation plant at Optimum Coal Mine (15Ml/day) is a key step for the mine to achieve a zero impact target.

Jan 1, 2012

By W. Rocher

The Minera Ojos Del Salado (?MINOSAL?) concentrator is located 20 kilometers southeast of Copiapo, Chile and processes copper ore provided by its Santos and Resguardo mines at a capacity of 4,200 tip (4,620 stpd). Phelps Dodge acquired the majority interest in MINOSAL in 1982. The principal incentive for this purchase was the exploration potential of the property. At that time, the concentrator plant was a small, antiquated installation with a capacity of 674 t/d (740 stpd). In 1982, the majority of the ore was produced from the Santos and Resguardo mines, but custom ores of copper, silver, and gold were also treated. The acquisition occurred at a crucial time in the copper business, since the price had fallen to nearly $0.50 per pound. In 1985, Phelps Dodge purchased the outstanding interest in MINOSAL and acquired 100% of the property. Today, after numerous improvements and two expansion projects, the concentrator is an interesting combination of old and new equipment. The regrind mills, for example, have been in service for about 50 years, while the ceramic concentrate filter represents the latest technology.

Jan 1, 1993

By Larry Gsellman

This report presents the results of a benefit/cost analysis of the Bureau of Mines' Coal Extraction RCD Program for the period FY 1977 through FY 1982. The analysis is an update of the analysis performed on the Coal Extraction R&D Program for EY 1975 - FY 1980 and presented in a MITRE report, MTR-7225, published in May 1975. Major changes included: new production scenarios and an update of R&D cost estimates.

Jan 1, 1977

By Gerald M. Rich

Magma Copper Company, a subsidiary of Newmont Mining Corporation, has initiated many changes in the continuous casting of 5/16 inch diameter copper rod since startup of the San Manuel rod plant in early 1972. With rod production at forty percent over design capacity, many production records have been established including a record cast of 761 tons of salable rod in a twenty-four hour period. The most challenging and rewarding introduction was the continued utilization of an alloyed copper casting wheel in lieu of the conventional steel wheel. With proper cooling and careful control of the mold release agents. as much as 58.000 tons of copper were cast on a single copper wheel. Other advantages are: 1) Fifteen percent increase in available casting time 2) Reject rod from steel inclusions was reduced by nearly one-hundred percent 3) Wheel cost was decreased by ninety-one percent 4) Natural gas consumption dropped approximately fifteen percent 5) Large increase in refractory component life 6) Reduction of manhours/ton. Many other modifications have contributed to excellent rod quality and high operating efficiency. A two-piece launder was replaced with a single castable launder which reduced oxygen pickup and provided better slag removal. Modifications to the bar preparation unit, pickling system, and coiler resulted in considerably higher milling efficiency.

Jan 1, 1976

Lower workers' dust exposures during bag stacking while ergonomically improving the bag stacking process. Approach Install a new pallet loading dust control system which uses a push-pull ventilation technique along with a hydraulic lift table to control the pallet loading height throughout the entire loading cycle. How It Works A low-volume, high-velocity blower system operating at approximately at 120 cfm blows a stream of air over the top layer of bags on the pallet. The blower system is composed of two 3-inch air jets (approximately 1,200-ft/min velocity) directed toward an exhaust system on the opposite side of the pallet. As these air jets travel across the pallet, they en-train dust generated during bag stacking. The dust laden air is then captured by the exhaust ventilation system which draws approximately 2,500 cfm through an exhaust hood on the opposite side of the pallet.

Jan 1, 1989

By George F. Dana

Oil yields, lithology, and stratigraphy have been evaluated for 15 cored wells and two sampled wells representing 10 square miles of the Tipton Member of the Green River Formation near Green River, Wyo. The area evaluated is being used by the Bureau of Mines for experimental production of oil from the oil shales in place. Lithology and oil yields were correlated to produce a stratigraphy diagram for the in situ study area, permitting precise designation of comparable sections. Because of lateral uniformity of oil shale, oil yields from eight cores and two sets of drill-cutting samples within a quarter section show the range of variation in average oil yield arising from experimental error. Variation in average oil yields from the seven cores representing the 10-square-mile study area lies within the expected experimental error. No difference in oil-shale richness across the study area is indicated. Average oil yields for three Tipton sections in the study area were deter-mined as follows: (1) The entire Tipton Member oil shale (about 145 feet thick), 13.3 gallons per ton; (2) the 40-foot upper rich zone, 21.0 gallons per ton; and (3) the 21-foot zone in which the Laramie Energy Research Center is conducting in situ experiments, 22.4 gallons per ton. One acre of the 21-foot experimental section represents 34,300 barrels of oil in place, and 1 acre of the Tipton's 40-foot rich upper layer represents 62,000 barrels.

Jan 1, 1972

During the 1998/99 Asian crisis Solid Energy's export revenues collapsed from over US$70M to under US$40M. Simultaneously, domestic market uncertainty led to decreases in volumes and prices. A major new underground mine was not technically viable, and was closed, and several other mines were marginal. Less than two years later, Solid Energy and its JV partner closed a second new underground mine. The company was in financial crisis, and reported an $86M loss for 1998/99. After refinancing with stringent workout conditions it still had minimal returns due to low prices, unaffordable transportation costs and huge unrealised FX losses as the NZ dollar fell 40 per cent in value. The obvious scenario was to æcash upÆ û complete extraction at remaining mines, sell off any viable parts of the business, pay off debt and wind the company down.In 2002 Solid Energy has completed its recovery. Although margins remain slim and volatile in both export and domestic markets, it is achieving record volumes and revenues. It has paid off its shareholder loan, has minimal remaining FX losses, and cashflow is allowing further mine and infrastructure development. The key to the turnaround has been implementation of rigorous planning, analysis and decision-making in all aspects of the business. The company has a comprehensive, rolling 20-year plan used annually to update rolling five year and annual business plans. Solid Energy augments strong line management operations with rigorous standards and processes for mine planning and development, operational decision-making, and functional support. Detailed, quantitative risk analysis is used in all aspects of the business and allows comprehensive integration of opportunity and risk management across all activities in the company.Coal mining is widely perceived as an æold-economyÆ industry. But, like other successful æold economyÆ companies, the information systems and management processes used by Solid Energy are as leading edge as any in the high-tech sector. They are the key to managing to add and sustain maximum value for a company that has access to coal resources sufficient for hundreds of years.

Jan 1, 2002

By B. A. Hancock

New permit discharge standards instituted at Hecla Limited?s Lucky Friday Mine required installation of water treatment plants to manage water quality at two outfalls to the South Fork of the Coeur d?Alene River. The 002 Outfall Water Treatment Plant (WTP) is a clarification-filtration plant for treating the combined mill and underground discharge water flows. Process optimization efforts were a significant challenge until the negative impact the exploration diamond drilling products had on the clarification process was identified and resolved. The products were being wasted directly to the mine water discharge system which was pumped to the surface WTP. Anionic soluble oil and polyacrylamide based products were causing TSS particle hydrophobicity and dispersion that greatly affected coagulation and flocculation response, resulting in excessive chemical usage and treatment control issues. This paper details how problems associated with the drill products negatively impacted the 002 WTP and how system changes, alternative product usage and treatment at the source resulted in more consistent plant performance.

Jan 1, 2011

By G. Bourque

Early in the design stage of their new concentrator for the Mount Wright Plant, Quebec Cartier Mining decided to use a process computer for total control of crushing, grinding and concentrating. A map of the area is given in figure 1 and a view of the plant in figure 2. Although the use of process computers is not a new idea in petrochemical and chemical industries, their use in the mining industry is very limited. We innovated in using the computer, not only for data logging, as we have seen in some other plants, but a sole operator located in the administration building, starts and stops mill lines, crushers, load-out system, tailings, thickeners, etc ... by means of a CRT console. Our process is fairly simple as can be seen on the schematic process flow diagram (figure 3). .The ore, carried by 136t diesel electric trucks, is dumped through ore pockets onto two primary pan feeders. The feeders supply two 1,52mx2,79m gyratory crushers which reduce the ore to minus 20,32 cm. Each crushing line have a capacity of 5600t per hour and feed a shuttle conveyor distributing the crude ore into six silos.

Jan 1, 1979

By James E. Adler, Timothy C. Richmond

The Stillwater District is located in south central Montana approximately 75 miles southwest of Billings, the state's largest city. It lies along the northeast front of the Beartooth Mountains and is within the boundaries of the Custer and Galatin National Forests. The first white visitors in the district were the early trappers, who were soon followed by the prospectors. These early prospectors were drawn to the area by gold and silver discoveries at Cooke City in 1870 as well as by the large gossan formation in Verdigris Creek near the west bank of the Stillwater River and by several scattered smaller gossan exposures throughout the area. The first patented mining claims were recorded in September, 1886.

Jan 3, 1974

By Henry F. McCabe

The principals of McCabe Industrial Minerals, Inc., have been involved in the mining, processing, and marketing of nonmetallic minerals for more than 40 years. In addition to marketing nonmetallic minerals produced by other companies, McCabe Minerals owns and operates three plants that produce headlap-roofing granules, with 25 employees and annual sales approaching $6 million. During its 22 years of operation, the company has developed many different markets, and a list of factors that is used in making our marketing and feasibility studies. These criteria (Table 1) are used extensively by the company in all of its projects, and we present this and other data about the company in this brief report. HISTORY OF THE COMPANY A brief outline of the history of McCabe Industrial Minerals follows: I. McCabe Industrial Minerals, Inc. (Formerly McCabe-Woody & Co.). A. Founders: 1. Henry F. McCabe (experience): a. Heart of Texas Sand Co., Brady, Texas (1959-67) b. Delta Mining, Mill Creek, Oklahoma (1967-76) 2. A. H. Woody (experience): a. Heart of Texas Sand Co., Brady, Texas (1961-65) b. Featherlite Corp.-Light-weight aggregate

Jan 1, 1999

By John A. Organiscak

The Bureau of Mines evaluated a new dust control technique for longwall personnel required to work at the tailgate end of the face. This technique utilizes a water-powered scrubber to clean a portion of the face air, which is discharged behind a brattice partition at the working area. Laboratory simulation of this system in a wind tunnel resulted in average efficiencies greater than 70 pct with system efficiency directly related to scrubber quantity. Underground evaluations indicated a similar direct relationship between scrubber quantity and system efficiency. Gravimetric measurements of respirable dust made during these underground evaluations resulted in average protection efficiencies ranging from 30.7 to 42.5 pct with increasing scrubber air quantity.

Jan 1, 1983

Using Dynamic Simulation Throughout a Process Plant's Life Cycle

Sep 13, 2010

By S. H. Ash, J. J. Forbes

Probably the newest thing in mining safety, or safety for mines, is the apparent dissatisfaction on the part of the mineral industries, as represented by both management and labor, and the general public of the Nation, with the safety record of the mining industry. This is reflected by published comments and papers in the technical press;l-9 in labor periodicals,10,11 in popular journals and periodicals,l2, 13 and in the daily press; also by discussions of the Safety Committees sponsored by the National Safety Council,9, 14-15 the American Mining Congress,l.l6 the American Institute of Mining and Metallurgical Engineers,2,4 the Mine Inspectors' Institute of Amerthe Coal Mining Institute of America,5 19 the American Standards Association, and others.20.21 Mining safety is a joint problem of management and the individual workman. Safety is not attained and will not be attained solely by laws, decrees, and commands because, if it could be done in this manner, acceptable mining safety would have been achieved long ago by the individual states in our Nation and by the nations abroad. The best safety performance is found at plants where management provides a safe environment for the workers; where supervision is efficient and super- visors, others concerned with promoting safety, and the individual worker know through training, experience, and personal contact the safe and unsafe practices of their field; and where the trained individual worker has become safety-minded by experience, quiet influence, unconscious suggestion, and personal guidance. Despite what may be said to the contrary, progress has been and is being made in mining safety. This is shown in Fig 1 to 4. It is beyond the scope of this paper to give possible reasons for the valleys and peaks in the fatal-injury rates. Some recent factors that appear to be contributing to the improvement in these rates are briefly discussed. Aside from mining equipment, "what's new in mining safety" for some mines has been in effect or was tried by others long ago. A safety pro- gram is a living thing; as such, it must be vitalized and continuously fed with enthusiasm, constructive action, and improvements. Because safety is concerned with human conduct, it is necessary to practice safety at all times; if not, it is soon forgotten, and accidents occur. Mining-safety Records The large employment and production concerned with anthracite contribute much to the mining-safety records of the mineral industry. Approximately 81,000 persons are. employed in this industry having mines concentrated in an area of 480 square miles in northeastern Pennsylvania. Because of the achievement of the anthracite industry in safety during 1948, the other branches of the mineral industry can profit by a study of what has been done to achieve that record. Where one mineral is produced by other large groups having methods of mining that are similar in many respects to the anthracite-mining methods, an achievement in such a large industry is important. Salient factors concerned with safetye in the anthracite industry are: no radical change has occurred in the mining-safety regulations pertaining to anthracite mines. Because anthracite mining is a branch of the coal-mining industry,

Jan 1, 1950

This growing dependence of Canada upon foreign mineral commodities, just referred to, applies particularly in the direction of the United States. There is, in fact, no more significant feature of Canada's mineral trade than the manner in which it affects the Dominion's commercial standing with that country. Our heavy adverse balance of trade with the United States is perhaps not a matter of such wide concern or frequent comment as was the case two or three years ago. It is, of course, a well-known fact that the Dominion each year buys from the States a volume of goods to a value enormously in excess of our sales to that country. And it has come to be accepted as a ?normal, though not altogether satisfactory, feature of our international commerce that a huge portion of the bill incurred by our American purchases must be met, not by our American sales, but by the proceeds of our sales to other countries, not-ably Great Britain. It is a three-cornered situation in which our trading deficit with the United States is covered largely by our trading surplus with the United Kingdom. In this situation the mineral trade plays a remarkable part. If one delves into the details of our transactions with the United States it will be found that, in one sense, the mineral trade is entirely responsible for the huge annual balance against the Dominion. In fact, Canada gets decidedly better than an even break on Canadian American trade, if one leaves out of account the three mineral groups, "iron and steel", "non- metallic minerals", and "non-ferrous metals".

Jan 1, 1924