Search Documents

This paper discusses equipment replacement strategies and specifically addresses the upgrading of technologically superseded equipment. The process of equipment replacement evaluations is reviewed, and areas have been highlighted where currently accepted practice results in a bias towards retaining existing equipment longer than otherwise justified. The Discounted Average Cost Method is described and the advantages of the technique for this style of decision making discussed. Several key issues influencing the replacement evaluation are also presented together with examples from recent consulting work.

Jan 1, 1992

By Douglas F. Stevenson

Your committee doesn't assign any easy topics to us speakers. How do you define "successful" in what is essentially a losing game? I am reminded of the fellow who returned from a one-week vacation in Las Vegas, and proudly stated, "I only lost $150." To him, that was "success." I am afraid that workers' compensation is a losing game for employers, too, and success has to be defined in terms of how much or how little is lost. We have no chance of producing a profit for our employer. We will narrow down to some suggestions about conducting a workers' compensation program at the plant level, but first I want to discuss the general legal, social and legislative climate in which your plant program operates. Workers' compensation is a statutory program with its general parameters established by the legislature. These parameters are then amplified by the boards and commissions established to administer workers' compensation. What influences the legislature and the boards and commissions as they establish the framework in which we must function?

Jan 1, 1986

By Louis H. Meece

The romance of the River lives on in the tales of Mark Twain; and many Americans still think of the Mississippi River in terms of the steamboats loaded with passengers, gamblers and cotton. Yet for many years, coal has been a major cargo on the American waterways. Currently, about 100 million tons a year of coal is handled in some part of its journey from mine to destination by barge. The bulk of this traffic has been on the Ohio River System and the Upper Mississippi River System in years past. Now we have a new entry. Over the past 10 years various movements of coal have developed down the Mississippi River to power plants at Memphis and along the Gulf Coast, and a small amount of metallurgical coal has moved down the Mississippi River for export to Japan since 1970. But in 1980 a brand new player came on the scene. 1980 was a momentous year for the American coal business. Historically, we have exported about 50 million tons a year of metallurgical coal to the world's steel mills. Just before and after World War I, we also had a fairly healthy export trade in steam coal; and again in the late forties, we supplied large amounts of coal to Europe until domestic production could recover from the ravages of World War II. But since the early fifties, the name of the export game has been metallurgical coal. Starting in the mid seventies, something began that was almost totally missed by the American coal industry; and that was the growth in the use of coal first in Europe and now in the Far East as a steam product and as an alternative to petroleum products. As these world coal markets began increasing, the U.S. at first was thought to be noncompetitive because ocean rates were still very low. For example, as recently as 1977, Australian coal could be moved all the way from Australia to the Gulf Coast for $12.50 per metric ton. Coal exporting countries were Poland, Australia and South Africa, except for the continuing exports of U.S. high quality metallurgical coal. But then came the second oil shock, and all of the sudden that $12.50 rate from Australia to the U.S. Gulf became $25.00. And then suddenly and almost unrecognized by the American industry, American coal was in fact competitive at overseas destinations because of the drastic change in trade patterns brought on by the doubling and tripling and quadrupling of bunker fuel prices for ships.

Jan 1, 1982

By C. E. Gregory

In terms of a Research Proposals supported by a Grant Agreement dated 30 June 1973, the author was commissioned to prepare an annotated bibliography of mine fires. The main objective was to conduct a comprehensive program of library research and search of official files to prepare a list of articles dealing with actual occurrences of mine fires. This bibliography as now completed includes an annotated reference from each article or report cited, underlining the cause, extent, methods used, procedural errors made, results achieved, ventilation effects, and lessons learned from the operation of subduing the particular fire.

Jan 1, 1974

By Bahadir Ergener, Angel Maria Tobar Escudero, Sandra Nowosad

Modern mining companies are increasingly turning to integrate digital technologies and circular economy (CE) principles to increase the sustainability of their operations. The so-called “mine of the future” is envisioned as a smart, integrated system where technologies such as automation, artificial intelligence, digital twins, and real-time data analytics work in harmony with human decision-making and environmental responsibility. Already in 2018, McKinsey and Co. identified that the three drivers that would define a technology-enabled change in mining would be technology, including digital, analytics and automation, management systems able to identify the potential and value of the new technologies, and the culture and capabilities of the organisation, leaning to more agile and responsive organisations. From the three drivers, in the last five years most developments have been centred in the first one. Yet despite rapid advances, the adoption of new technologies across the industry today remains uneven and often slower than expected. Furthermore, it has been identified that the problem on the technology uptake often relay on the lack of operational readiness, process incompatibility or misalignment, and resistance to change within the mining operation. At the same time, leading companies like Rio Tinto, BHP, and Anglo American have each launched major digital transformation programs. Rio Tinto, for instance, operates one of the world’s largest autonomous mining fleets and has integrated digital technologies across nearly all its operations (Rio Tinto, 2025). BHP is actively investing in information and communication technology (ICT) development as artificial intelligence, big data analytics and robotics, and has partnered with battery companies to pursue circular economy initiatives. Only in 2024, their ICT spending reached US$ 438.3 million (Global Data, 2024). Anglo American has rolled out its FutureSmart Mining™ framework, explicitly aligning innovation with circularity and sustainability goals (Anglo American, 2025). The accelerating pace of change across leading mining companies along with the uneven adoption in the technology uptake clearly state how digital transformation is no longer just about implementing new tools, instead it requires a fundamental shift in how people, processes, and culture are aligned. Addressing only the technical layer, while neglecting the human and organizational dimensions, leaves transformation efforts fragile and unsustainable. As the industry must act decisively to close this gap, the true test of transformation is today centred in changing behaviours, mindsets, and systems. Even at the listed leading companies, initiatives have encountered cultural and structural resistance that are relatable to the industry in large: siloed departments fail to collaborate, procurement teams focus on upfront costs rather than lifecycle value, and operators are often excluded from early-stage planning, reducing buy-in. In many cases, a lack of communication or failure to link technology to real operational bottlenecks leads to disengagement at the ground level. This friction reveals a broader issue: mining organizations have historically treated technology and culture as separate domains, when in fact they are deeply interdependent. To address this, the authors propose a systems engineering approach focusing on the mining operations as a complex socio-technical system composed of people, processes, and technologies. Systems engineering offers tools and frameworks for mapping interactions, aligning incentives, designing for feedback and adaptation, and integrating change across organizational boundaries. Specifically, besides technical requirements, it demands treating culture not as an afterthought or side-effect, but as a design variable that must be intentionally shaped alongside infrastructure and workflows. This paper explores how this approach can be applied in practice, by analysing a real-world case scenario where resistance to innovation was overcome not by technical capabilities alone, but through alignment of stakeholder incentives, thoughtful communication, and cultural integration. A particular focus is set on the adoption journey of the Powerbit X, a drill bit technology with significant potential for operational and environmental gains.

Feb 22, 2026

During the second quarter of 1983, the economic recovery showed further strength abetted by the performances of consumer spending, residential investment, and the slowing down of inventory reductions. Real gross national product (GNP) increased from the first to second quarter at an annual rate of 9.2 percent, compared with 2.6 percent from the fourth quarter of 1982 to the first quarter of 1983 and an overall 1.9- percent decrease in 1982. Total industrial production increased 1.8 percent in July, and productivity as measured by output per man-hour increased 1.3 percent between 1982 and the first quarter of 1983 (table 1). Especially noteworthy .was the performance of real consumer durable goods expenditures, which increased at an annual rate of 32.0 percent from the first to the second quarter (about half of the increase consisted of automobile sales) and real consumer spending, which increased between these periods at an annual rate of 9.7 percent. Residential investment increased at an annual rate of 76.1 percent between the first and the second quarters,1/ and private housing starts by about 38,000 units in both March and May.

Jan 1, 1983

By Hillary W. St. Clair

Mining activity began in colonial times with ironmaking operations scattered along the eastern seaboard. Iron furnaces and forges manufactured iron implements from bog iron ores using charcoal from the extensive forests as a fuel. Lead ores were mined in the Mississippi Valley and copper ores in the Lake Superior region. However, the real beginning of the American mining industry did not occur until the 19th century. The history of American mining is organized around three epochal events. The first was the discovery of gold in California in 1848, which marked the beginning of a period of apprenticeship in mining and metallurgical techniques. The second was the discovery of the fabulous Comstock Lode in western Nevada in 1859, which expanded mining throughout the Far West and led to large-scale underground mining and the development of smelting techniques for lead, silver, and copper ores. The third event was the building of a transcontinental rail-road system after the Civil War, which brought about the consolidation of the industry from a large number of independent mines, mills, and smelters into integrated operations run by large corporations. Thus developed the mining industry that today supplies the energy and critical materials for the great-est industrial complex the world has known.

Jan 1, 1977

The U.S. economy continued to expand during 1986, although at the slowest pace since 1982 when the current business expansion began. Real gross national product (GNP) grew about 2.6%, slightly below 1985 growth but significantly below that of 1984. The continuing expansion was fueled pre-dominantly by rising personal consumption expenditures as well as growing Government purchases of goods and services. Fixed investment, although positive, failed to grow at the rate of the overall economy. The trade deficit, which increased more than 30% over the record 1985 level, continued to depress economic growth despite significant declines in the price of petroleum and the value of the dollar. On a more positive note, domestic employment continued to grow--increasing over 2 million from the 1985 level--and inflation and interest rates declined. The unemployment rate dropped slightly to 7.0%. Of direct importance to the mineral-producing industries, expenditures for consumer and producer durables as well as investment in residential construction each grew faster than the overall economy, but investment in nonresidential structures fell more than 10% from the 1985 level. The level of real capital spending declined about 3% in 1986, following strong gains in 1985 and in 1984. Capital expenditures for new plant and equipment bottomed out in the second quarter and expanded in the third and fourth quarters. The decline in the first half of the year was partially attributed to uncertainty arising from the then-proposed tax bill. Also, there was little impetus for corporations to invest in new capacity since factories were operating at less than 80% of capacity during most of the year, in part because of continued competition from imports.

Jan 1, 1986

U.S. Gold Commission Established. - The President, with the authorization of Congress, has named a gold commission made up of 17 individuals, most of them Government officials, to study U.S. policies related to the role of gold in domestic and international monetary systems and report its findings and recommendations to Congress. U.S. Lead Exposure Ruling. - On June 29, the Supreme Court upheld the Government's right to set lead exposure levels for employees at the workplace. The Court ruled in favor of the Occupational Safety and Health Administration (OSHA) in a challenge by a group that alleged that OSHA had failed to conduct a cost-benefit analysis prior to issuance of the lead standards. It was the Court's contention that Congress did not require such an analysis when it empowered OSHA to establish workplace standards. The petition to the Court was made by the Lead Industries Association Inc., Battery Council International Inc" American Iron and Steel Institute, St. Joe Minerals Corp., and other lead mining and consuming firms.

Jan 1, 1981

By J. H. Nantel

Indications are that underground mining is gaining favour with large and small mining companies due to environmental and sustainability concerns. Dramatic changes to mine fill technologies will be needed in order to keep pace with these emerging trends. The industry will be compelled to gravitate toward zero discharge mining operations. Innovative handling of mine tailings will become a focal point in this effort. The challenges are to use a greater portion of the residues and to manufacture a fill with better properties. This is a tall order that can only be addressed through a systematic research and implementation process involving mining companies, universities, research organizations, manufacturers and governments. The mining industry has to be at the forefront of this technology push in mine fills for the future mines. It will also be called upon to lead the way in other research areas. The industry will have to partner with other technology providers: universities, government laboratories and consultants.

May 1, 2007

By H. Marshall Farrier

In the past few years the world petroleum industry has increasingly felt the weight of changes in the principal economic factors affecting pro¬fits. As a result of, these changes, it has been necessary for many oil companies to acquire certain new facilities in order to strengthen their competitive positions and thereby protect their tremendous investments in crude oil reserves, pipe line facilities, refining operations, and marketing outlets. Principally these needs have been met by new capital outlays. A supplementary, method of acquiring needed facilities, however, has been to obtain existing facilities through complete or partial acquisition of other companies.' properties. It is this method of meeting competitive pressures with which this paper is concerned. This paper presents a statistical breakdown of the mergers and acquisitions which occurred in the oil industry between January 1, 1954, and October 1, 1959, showing the frequency' with which certain types of properties were acquired in each of the years studied. In addition, it discusses the principal economic conditions which stimulated many of these property trans¬fers, comments on the effects of these mergers on the consuming public, and indicates the types of, mergers and the rate at which they may be expected during the next three or four years. The basic data upon which the statistical analysis presented in this paper is based were taken from several published sources. Obviously they are somewhat incomplete because not all mergers and acquisitions were reported However;, a careful search was conducted through, The Wall Street, Journal, The Oil and Gas Journal, Potroleum Week, and The Oil Daily with the result that the data should be reasonably complete and comparable for each of the years studied, It is believed, therefore, that the statistical analysis which' follows provides a reasonably accurate indication of the general trend in mergers and acquisitions during the period studied.

Jan 1, 1960

By Lowell B. Moon

Regardless of how a mineral deposit in first discovered or by whom, any mining enterprise based upon it must pass through a preliminary stage of exploration. The common understanding of ?exploration? among mining engineers is well-expressed by Jackson and Knaebel:3/ Exploration work ranges from that performed by the individual prospector employing only the simplest tool, and equipment to elaborate campaigns involving the expenditure of largo stuns of money end the use of churn- car diamond-drilling equipment, large test-pitting crews, or sometimes a regular mining organization. In any event, the object is to determine as accurately as possible, with the funds available, the size, shape, and other characteristics of the ore bodies and their average value or grade.

Jan 1, 1945

By Ron Ketterling

Donna Summer wrote and recorded a song in 1983 with Michael Omartian called, “She Works Hard for the Money.” The song was inspired by her encounter with an exhausted rest room attendant, Onetta Johnson, who is mentioned in the song by name, and featured on the album’s back cover. ISEE President James Daley, in the May/June 2019 in The Journal of Explosives Engineering discussed the Six Pillars related to the ISEE. We will use the Internal Processes pillar to frame this discussion. The Internal Process Pillar includes five separate sub-committees – we will see how this concept applies to both ATF Explosives record-keeping compliance and business process compliance in general. We will discuss electronic and paper record keeping, what works and what doesn’t. We’ll review record keeping in light of those five sub-committees: Audit, Awards, Constitution, Ethics and Planning. You’ll come away with concrete steps you can use to improve your record keeping processes. This paper will show you how to make the hard work of inventory management and ATF record keeping work hard for you.

[A Editor's Note: Annual Reviews of various subjects and areas are found in February issues of Mining and Metallurgy and Mining Engineering. These Annual Reviews are not listed per se in the Index. Abating Stream Pollution in Anthracite Coal Fields. ME Mar 50 Abbadia San Salvatore mine, Italy. T178, 297 Abbott, C.E.: Limestone Mine in the Birmingham District. With Discussion. T129, 62 ABC Typifies Trend to Mechanized Mining and Coal Preparation. ME Dec 50 Abel, J.F.: Statistical Analysis of Tunnel Supporting Loads. T235, 288 Sulzbach, J. F., and Walker, D.K.: Ice Tunneling in Greenland. ME Jun 59 Aberfoyle tin mines, sphalerite, chalcopyrite, stannite, as intergrowths. T214, 1147 Abnormal Behavior of Some Ore Constituents and Their Effect on Blast Furnace Operation, The. T241, 1 Abrams, C.J.: Industry's Responsibility in Postwar Economy. M&M Mar 45 and Haley, D.F.: History of Crushing and Milling at Climax. M&M Jun 46]

Jan 1, 1972

By W. F. Mullen

Within the scope of this discussion, artificial dimension stone is defined as any manufactured product used as a substitute for natural dimension stone. The history of the development of these substitute materials is reviewed briefly, representative characteristics of each product are listed, several analyses of their market position are presented, and suggestions are made for recapturing markets lost to these products and preventing additional inroads.

Jan 1, 1959

By Gary D. Aho

The United States on a daily basis no consumes about 15MM barrels (2.38 x 106m3) of oil; 5MM (0.79 x 106 m3) of this is imported. This compares tai a daily consumption of 18MM (2.86 x 106 m3) in 1980 when we imported 8MM (1.27 x 106 m3). We are producing the 10MM barrels (1.59 x 106 m3 ) of conventional oil at home from what amounts to just 2% of our domestic energy reserves. Nearly 90% of our total domestic energy reserves occurs in solid forms such as coal, oil shale, and tar sands; this is more than enough to meet our needs for the next 100 years. Worldwide, oil shale is second only to coal as a potential source of energy and the U.S. has approximately one-half of the world oil shale reserves which average over 25 gallons per ton (10.43 x 10-2 L/kg). Since the United States has immense oil shale resources, including some of the richest in the world, and since oil shale produces a superior transportation fuel, it would seem logical that the U.S. would be prudently developing this domestic resource. Unfortunately, despite over 50 years of research and a number of false starts, there is not a commercial shale oil industry in place today. There are a number of recurring roadblocks which have hindered private industry's efforts to develop oil shale and we will look at some of these.

Jan 1, 1983

By E. Van Der Lingen, A. Paton

"The South African ferrochrome industry has been faced with various challenges during the past few years, such as influences from the market, manpower strikes, China’s control over the demand for both ferrochrome and chrome ore from South Africa, and electricity supply constraints, placing increased pressure on the local industry to improve output in order to remain globally competitive. The year 2016 brought a dramatic change in the local ferrochrome industry, being marked by higher chrome ore prices and the takeover of some idle smelters.This study investigates the methods of technology acquisition used in various parts of the ferrochrome smelter value chain throughout a business cycle, and whether there is a preference for a specific acquisition in an explicit part of the value chain. The study also considers whether companies prefer to partner with local or global institutions for collaborative development, and the methods used by companies to protect their technologies.IntroductionSouth Africa holds the world’s largest chrome ore reserves and was the world’s largest producer of ferrochrome until 2012, when China became the leading ferrochromeproducing country. South Africa’s chrome ore (chromite) supply into the Chinese market has risen significantly from 36% of China’s total chrome ore imports in 2010 to more than 70% in 2016 (Fowkes, 2014; Creamer, 2017). China controls the demand for both ferrochrome and chrome ore from South Africa (Fowkes, 2014). China’s high import rate of chrome ore has resulted in ferrochrome prices being driven down and a depressed ferrochrome market. The South African industry meets the chrome ore demands but loses out on ferrochrome beneficiation.Furthermore, the local ferrochrome industry has been threatened with the overall poor competitiveness over the past few years, resulting in four of the eight producers ceasing operations at the beginning of 2016. Challenges experienced by the producers, some of which are directly linked to production costs, include influences from the market, productivity that was affected by wildcat strikes, China’s control over the demand for both ferrochrome and chrome ore, and electricity supply issues (Fowkes, 2014, 2013; Biermann, Cromarty, and Dawson, 2012). Ferrochrome production is energy-intensive and South African producers have faced higher electricity costs, electricity supply complications, and a weaker currency exchange rate since 2009."

Oct 1, 2018

By D. F. Malott

The Michigan Department of State Highways makes extensive use of geophysics for subsurface surveying which would be applicable for uses in other fields. Examples of resistivity surveys are given which include a proposed large volume excavation with suggestions for land use after excavation, subsurface evaluation for engineering design, and a subsurface survey for land appraisal. An example of a combined refraction seismic and resistivity survey is shown where the resistivity is used for outlining the unconsolidated soils, while the seismic method Is used to outline bedrock and to evaluate it for rippability. A refraction seismic survey at the bottom of bridge caissons for evaluation of bedrock uniformity and a relative aid In assessing rock strength is reported.

Jan 1, 1968

By S Van Duin, I Porter

This paper discusses how advanced manufacturing technology (AMT), which is fundamentally reliant on and developed via multi-disciplinary skills, has benefitted non-mining industries, and what lessons can be derived from this experience to benefit the mining industry, particularly underground coal mining. Examples of AMT use in æconventionalÆ industry, some drawn from the more than 25 years experience in many different industries of the Automation and Robotics team at the University of Wollongong, are described to show typical benefits, risks and opportunities expected in using AMT. Applying AMT to mining brings many unique challenges and this paper expands on these and then provides practical examples of how a multi-disciplinary team can develop new processes and systems leading to productivity, safety and other benefits for underground coal mining.

Sep 26, 2011

By F F. Pitard

The optimisation of a metallurgical plant requires two kinds of sampling systems. The first provides samples to follow process changes, so in due time actions to maintain key parameters within pre-established specifications can be applied. The second provides composite samples at the end of a working shift to demonstrate that valuable constituents sent to the plant went to either a final concentrate or to the tailings in a logical, expected proportion. Contrary to what many experts may claim, these two kinds of sampling requirements are incompatible and cannot be fulfilled using the same sampling systems; this is because the required samples have completely different objectives. A process control sample is an instantaneous sample with increments taken at short intervals, and the objective is to know where the process is at any given time. Excellent accuracy is not a must, however good precision is recommended since a possible process correction may need to be made. Online analysers fed with in-stream stationary cutters or other kinds of in-stream or by-stream probes can do well for such a mission. A composite sample for metallurgical accounting with increments collected over a long period of time, for which excellent accuracy and good precision are both required, must be generated by sophisticated and extremely well-maintained cross-stream sampling stations. The use of process control sampling systems to achieve good metallurgical accounting has been promoted by several manufacturers of sampling equipment around the world; it is a grave mistake that is misleading top management and a practice that should be scrutinised and preferably eliminated. Furthermore, bias tests used to prove otherwise are often based on insufficient data to draw valid conclusions; a guideline is provided.CITATION:Pitard, F F, 2014. Sampling systems for process control and metallurgical accounting, in Proceedings Sampling 2014 , pp 25–32 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 29, 2014