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By Dennis W. Leonard

Let us begin our discussion by looking at historical and current levels of sales of both natural and synthetic zeolites on a world-wide basis. Due to the understandable reluctance of some companies to disclose sales data, some estimation has been necessary regarding the tonnages and values shown in Table 1. We are confident, however, that they are within acceptable limits, especially the numbers referring to natural zeolite.

Jan 1, 1979

By Roy A. Grancher

?The Horn of Plenty seems to have sprung a leak?.? anonymous For the first time in the Nation's peace-time history, shortages have become a way of life for the United States. Such words as scarce, tight, and critical are used in regard to supply, leading to priorities, allocations, and possible rationing as make-shift attempts to satisfy demand. Almost every day a new type of shortage appears in another product area that has traditionally been taken for granted as being in perpetual abundance. The range of coverage extends from basic commodities such as oil, chemicals, cement, steel, copper, cotton, etc., through to machine tools, motors, bearings, electronic components, etc. , to those finished outputs that satisfy our fundamental requirements for food, clothing and shelter. Signs of the times appear in cancelled airline flights, unfilled lines at gasoline stations, no available home freezers, lengthy delays in any furniture deliveries, or to that little old lady seen walking out of a local supermarket clutching her hoard of twenty rolls of toilet paper. What a sad commentary to have to make about our Land of Plenty, so long the envy of the World for its material wealth -- and today with its initials "U. S." seemingly standing for ?Unlimited Shortages.?

Jan 1, 1974

By Jr. Mason

Eminent Domain is the power of the government or municipality to take property for public use without the consent or acceptance of the owner. Typically the agency taking the property will make an offer on the property, hoping that the owner will immediately accept and allow work to begin. If a mutual resolution regarding the property value cannot be reached, however, the municipality will condemn the premises and institute a condemnation action in a court of law, which is when the problems begin. The power of the government to take the subject property is limited by the Federal and State constitutional duty to pay "just compensation" for the property.

Jan 1, 1989

By Calvert D. Iles

Open-pit mines in the US and throughout the world are typically characterized by increasing operating costs and decreasing ore grades. Thus, companies must continue to improve their use of human and technological resources to remain competitive in the marketplace. Duval Corp. has historically been very sensitive to mining costs, in part because of relatively low grade copper-molybdenum ore bodies. These concerns have resulted in three haulage system generations at the 218 kt/d (240,000 stpd) Sierrita-Esperanza open-pit mine south of Tucson, AZ. Each generation has exceeded the performance of the one replaced. The latest system of portable crushers and conveyors reduces hauling costs by combining both hardware and technique. Savings are achieved not only bysubstituting conveyors for haul trucks, but also by permitting the crusher-convey or system to closely follow mining as the pit deepens and/or mining areas change location. The Duval system is capable of easy and inexpensive relocation in varying site configurations in relatively short time periods. Its implementation in active mining areas results in minimum disruption to both the mine operation and mine design. This haulage concept allows the mining engineer maximum freedom to design an open pit for profit rather than for equipment. Maximum savings with a portable system are achieved by minimizing truck haulage costs. At Sierrita, for example, the yearly estimated operating cost savings for each thousand feet of +10% truck ramp replaced by conveyors is about $1 million per portable crusher. A savings of $30 million could be achieved fora three-portable system overa 10 year period simply by reducing the average truck Iiftto the crusher by 30 m (100 ft), There is also the added capital expense of buying trucks to cover the additional 30 m (100 ft) of lift. Relocation costs are an important consideration in a portable system. Direct costs can become a significant operating expense if frequent relocations are necessary to take full advantage of potential haulage cost savings. A site preparation cost of $375,000, for example, would add an additional operating cost of 2.8¢/t(2.5¢/st) for a system handling 13.6 Mt/a (15 million stpy), assuming one move a year, In addition to the direct cost of site preparation, such as installation of retaining walls, apron feeder slots, and equipment pads, there is the cost of site renovation after abandonment. Indirect relocation costs, while less tangible and more dependent on specific mine design and scheduling, can be of significance. A slowdown in the mining rate or a less efficient mining plan can result from a site not being immediately available for mining after abandonment. Conversely, mining in narrow areas can be adversely affected if two or three month lead times are required for site preparation.

Jan 4, 1983

How did you get into mining; were you from a mining town or mining family? Not at all. I grew up in northwest Kansas. I liked to hunt and fish, so I thought it would be fun to work for a company that made knives or guns. It seemed like metallurgical engineers would be something those companies could use, so I started in physical metallurgy. I got a summer job at the great Climax molybdenum mine near Leadville, CO shoveling muck onto conveyors. I was hooked. I loved everything about mining, so in the fall, I changed majors from physical metallurgy to mineral processing. For many years you actually discouraged young people from studying the mining disciplines. Could that be right? That’s true.

Jan 1, 2007

By W. Burr Bennett

The prestressed concrete industry in particular, and the precast concrete industry to some extent, are rank newcomers to the concrete construction field compared to the cement, ready-mixed or concrete masonry industries. This young industry reflects its youth and vigor in its enthusiasm, optimism and the belief that it can reach any goal it chooses to set -- and it is setting its sights high. The prestressed and precast concrete industry fully expects to become the major structural and architectural material by the 1980's. Before exploring how the industry expects to reach this goal, a brief look at the origins and the growth of the industry may be useful in an evaluation of the feasibility of this goal. It was always recognized that concrete, strong and efficient for supporting loads which cause compression, was weak and inefficient when used to carry loads which induce tension. Thus the reason for reinforced concrete in which the concrete efficiently carries the compression in a flexural member while low grade steel bars reinforce the concrete in the areas 'of tensile stress. (Fig. 1). The steel being relatively inexpensive, can passively, but quite effectively carry tensile force while the concrete carries compression. The concrete in contact with the reinforcing also protects the steel from corrosion and acts as insulation to provide a superior "built-in" fire resistance. The major disadvantage of reinforced concrete relative to its main competitor, steel, is its weight in relation to its load-carrying capacity. Reinforced concrete systems, such as waffle slabs, I-beams, thin shells, etc. ,

Jan 1, 1971

By O. V. Bush

Most governments recognize that energy efficiency represents a partial solution to reducing global capital shortages and environmental crises that threaten to seriously impede economic growth. Much of the United States and many foreign countries are embracing the concept of Integrated Resource Planning (IRP) which incorporates Supply Side Management (SSM) and Demand Side Management (DSM). Since SSM comes at twice to three times the cost of DSM, it makes economic sense to employ the energy conservation techniques of DSM. This paper will explain these concepts and some of the incentives being put forward by governments and utilities to promote DSM.

Jan 1, 1995

By Henry E. Keniston

In every business today costs come under almost microscopic scrutiny. It's hard to conceive that less than 30 years ago there was no such cost consciousness apparent in overall industry. Railroads, through their almost absolute monopoly on freight handling, were one of the industries where little thought was given to overall costs. True regulation kept rates in line, but railroads did very little in the area of supplying equipment intended to help the shipper minimize his costs and at the same time result in savings to the rail carrier. During this period, except for isolated cases, railroads placed standard cars for loading. Most railroad car fleets consisted of box cars, hopper cars, flat cars and low side gondola cars certain roads having unique movements developed special cars to accommodate the particular product, but seldom did these cars move in general interchange service. Most of you are aware that several large companies built railroads of their own as an integral part of raw materials handling from remote sources to production plants located near concentrations of usage. On these railroads special cars were built with little thought to inter-change service. Examples of such railroads are the Duluth, Missabe and Iron Range, the Elgin, Joliet and Eastern, the Union Railroad, the Bessemer and Lake Erie and the Birmingham Southern.

Jan 1, 1972

By R. D. Coursen

Tin has been one of the very few commodities which has been covered by an international commodity agreement. It is the only metal so covered. The reason behind tin's prediliction for an agreement has been the inconsistency of the price pattern for tin during the entire 20th century. It is not surprising in view - of the wide and wild fluctuations in its price that tin has been called the Cinderella metal. An examination, for example, of prices in 1977 alone attests to the erratic behavior of the tin markets. The high was recorded on October 27 at M$1,895 per picul and the low on January 3 at M$l,314 3/8, on the Penang market, a spread in Malaysian dollars of $581 for a picul weighing 133 1/3 pounds. The first steps in international cooperation on tin were taken after the price bonanza of the First World War. Despite a lack of increased consumption, and in spite of the fact there was no shortage of mining production during the war, prices boomed. Shipping shortages and thinning stocks brought about a situation where in the U.S., industrial stocks were only 1/6 of what they had been in 1914. The boom busted early. In 1921 the tinplate industry of the world had cut its output in half and total world consumption of tin fell by 1/3. Tin producers became so concerned that they created what was called the Bandoeng Pool. It accumulated stocks held by countries now known as Indonesia and Malaysia, amounting to 28 percent of the combined production of the two countries and about 15 percent of the total world for 1921. The pool holdings were shortly exhausted and thereafter in the years 1924 to 1928, general boom conditions existed for tin.

Jan 1, 1978

By William H. Lehr

In recent years, we have witnessed many innovations in the equipment used in handling bulk materials. Not too long ago, any sizeable stockpile of coal or iron ore was attended by one or more material handling bridges. More recently, large stockpiles have been built with mobile equipment of' the earth moving type with bulldozers and front end Loaders being utilized in reclaiming operations. The most recent stocking and reclaiming device is the rotary bucket wheel machine. The early bucket wheel machines built in the United States were developed for the strip mining of coal. We understand that the first American machine was built in the Midwest in 1944. This type of unit was developed in an effort to reduce the cost of removing overburden and to provide satisfactory spoil disposal. As the available coal reserves under shallow cover were exhausted, the cost of removing the deeper overburden with conventional equipment became too great for these operations to continue profitably. The first machine has now been followed by six or seven additional units, the largest of which can handle material at a rate of more than 7000 cubic yards per hour.

Jan 1, 1965

By M. A. Bartkoski

Today?s surviving companies are being pushed to a heightened level of excellence due to market changes. Therefore, new business strategies must be explored. This paper offers a sequenced plan to retool, empower, and organize the entire team for a common goal. Integrity Process is an operating system that is very comprehensive and is integrated in every part of the business. It relies on a detailed prevention concept intertwined with accountability that produces individual efficiencies and team effectiveness. Integrity Process focuses on the importance between working from commitment motives versus compliance fears. The results are balanced in priority and truly yield a win-win for the owners, management, workforce, and the community. Integrity Process can and is being used in any industry that is challenged to optimize the relationship between people and process.

Feb 23, 2014

By L. A. Rapoport

This paper outlines the methodology and results pertaining to the simulation of the U.S. coal industry in the context of an integrated, time-dynamic model of Long-Range Energy Developments and Supplies (LORENDAS). By way of background we will present first an overview of the overall LORENDAS model structure. We will, then, outline the characteristics of the formulation and data used for the representation of the U.S. coal industry. Finally, a series of model results will be reviewed, with particular emphasis on the long term projections of coal production and distribution under different basic economic and/or political scenarios.

Jan 1, 1977

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 C. Patrick

Longwall face-to-face equipment transfers or moves are, for many companies, the largest single source of non-productive time in a longwall mining system. Detailed planning and resourceful thinking are paramount for economical, safe, and timely longwall moves. New equipment and innovative techniques are frequently tested in order to reduce overall move time. Determining the cost effectiveness of these ideas is difficult since the decision is influenced by many subjective factors. A project scheduling simulation model of the longwall move process was developed in order to analyze and assess the economic viability of innovative transfer methods and equipment. The model provides a project duration frequency distribution and lists of critically indexed activities and paths. It compares the monetary savings from reduced transfer time and capital costs for several innovative ideas.

Jan 1, 1994

By T. J. Haddon

For the mining industry in general and gold mining in particular the past few years have been difficult. Economic conditions coupled with growing regulatory restrictions have led to increasingly important reasons for managing assets wisely. From a public company perspective this makes sense because it ultimately provides for an increase in shareholder wealth and that's what we're in business to do. Regardless of whether a company is public or not, assets must be managed effectively to remain a player in today's competitive environment. So, as the CEO of a gold mining company, how do we manage our assets to ensure that we are satisfying our obligations to our customer --the Amax: Gold shareholder? Let me tell you. As I said earlier, the gold industry has been under siege. We have just completed our third year of average prices below $400 per ounce. When you add finding and/ or acquisition costs and development costs to operating costs, there isn't much of a profit margin left. What this environment provides, however, is opportunities for growth. In the gold business, you either grow or you die. Today, most North American gold producers have at most a 10 year mine life. We are all scrambling to add reserves so we don't become extinct. As prices remain low, opportunities for increasing diminishing reserves abound. This is the time for the opportunistic company to take advantages of market conditions and that's precisely what we, at Amax: Gold, have done!

Jan 1, 1992

By J. T. Crawford

The purpose of this paper is two fold. It will: (1) examine leasing analysis as a project evaluation criterion, and (2) compare the cost of leasing with other methods of financing. The use of leasing has grown extensively in recent years as a method of obtaining equipment. The computer industry has been highly dependent upon leasing from its earliest days to dispurse its equipment to the customer, while airlines and railroads acquire large segments of their aircraft and rolling stock by leasing. Over the last few years the mining industry has leased haulage trucks, bulldozers and other equipment of similar nature.

Jan 1, 1974

By H. A. Stoess

The Minerals Industry makes heavy demands for and on its Material Handling equipment. It also gives progressive management the opportunity for considerable savings, ad consequently increased profits. In some cases, cost of Materials Handling amounts to 40°/o of the total cost of the ultimate product. Handling costs are hidden in overhead, indirect labor, excessive maintenance, productive workers performing handling tasks, and, a great many more. Even though Materials Handling is the oldest occupation of mankind, it is only within the past twenty years that it has emerged as a specialized field. While this industry has made full use of all types of mechanical and vibratory conveyors, pneumatic conveyors in their proper application can be a distinct asset. me use of pneumatic conveyors by this industry however is limited- to a certain extent by the particle size of your products through the various phases of manufacture, as well as their bulk density. However, with increasing knowledge of the fluidization of dry materials, their use is becoming more wide spread.

Jan 1, 1962

By C. N. Speltz

The cost of transportation of industrial minerals is frequently higher than the cost of the product. Where a minc, industrial mineral plant. or customer is served by a single railroad, that single railroad, because of lack of competition, may increase rates and/or provide inadequate service so that the economics of that mine, plant or customer are adversely affected, or so that the level of service precludes satisfactory performance. Transloading of industrial minerals from rail-to-truck or truck-to-rail in order to improve economics and sales of product is not new. However, transloading to reduce freight costs or improve inadequate service caused by a lack of competition in the rail industry, is a relatively new concept brought on by the recent mergers of many of the main line railroads, both in the eastern and western United States. For example, with completion of the Burlington Northern/Santa Fe and the Union Pacific/Southern Pacific mergers, the western United States has only two mainline railroads. The industrial mineral producer, in order to reduce the cost of transportation, or increase the level of service, must evaluate potential transloading opportunities in light of higher prices and reduced service brought on by reduced railroad competition.

Jan 1, 1998

By Thomas N. Walthier

Exploration is the systematically financed and technically oriented search for mineral wealth. Almost all established mining companies have an exploration department. The size of a company's search varies over the years as the company's profits, or the corporate philosophy change. While the established mining companies have exploration departments, they are also alert to acquiring discoveries made by others -- especially by prospectors and small companies without the resources to develop their find. The emphasis in some large companies stresses self-generated discoveries while others rely heavily on acquisitions; again, over the years the emphasis may alternate. In the last analysis, essentially all new mineral wealth was found through someone's exploration effort. Before we discuss how exploration is financed, it will be informative to analyze how discoveries have been made and by whom. Recently, the author conducted a survey of randomly selected major mining companies to answer these questions. Most companies responded and many went to considerable effort to give complete and detailed answers. I thank all for their help and cooperation. The questionnaire is attached as Appendix I. Appendix II is a list of the 400 companies that replied in a complete enough manner and format to be analyzed here. The results of the questionnaire are given in Table 1. Over 57% of the new orebodies acquired by 40 major mining companies during the past quarter of a century were generated

Jan 1, 1977

By Tim O’Neil

More than 5,300 mining professionals from around the world attended the SME Annual Meeting and Exhibit, March 1-3 in Denver, CO. Seventy three technical sessions highlighted innovative technologies and applications for the development of mineral resources. And the exhibit featured 421 companies worldwide and 632 exhibit booths. The 1999 SME Annual Meeting had 10% international attendance. Professionals from outside the United States were guests at the first SME International Reception.

Jan 1, 1999