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• The Venezuelan Trade Mission to the United States announced that Bethlehem Steel Corp. will begin exporting iron ore from its El Pao concession, south of the Orinoco River in Venezuela, in about three months. The ore will be transported by rail from the mines to barges on the Orinoco and transshipped to ore vessels at the coast for shipment to the Sparrows Point, Md., plant. The Latin American business men warned that projected increases in the United States tariff on petroleum imports from Venezuela would force that country into bilateral trade agreements with other countries and would mean drastic curtailment of Venezuelan imports from this country. •Bethlehem, South American Gold and Platinum Co., and U. S. Steel are investigating the possibilities of securing American foodstuff for their South American mining camp commissaries through the International Basic Economy Corp. IBEC buys in quantity to supply its subsidiary companies operating in Venezuela and Brazil. The mining companies will rid themselves of this burdensome task as well as realizing a saving from the bulk purchases of IBEC. •Oliver Iron Mining Co. has begun construction of a fine ore and taconite agglomeration plant at Virginia, Minn. It is expected to be ready in six months. The plant will be used to experiment with the making of clinker cakes and egg-sized lumps by sintering machines and nodulizing kilns respectively; about 1 million tons per year will be produced. • Roof pinning has been adopted at the iron mines of TCI, near Birmingham, to support overlying strata as mining progresses. Favorable results have been obtained in that dilution of the ore has been reduced by 50% which is attributable to this method of supporting the roof. •An American mining engineering team has gone to Turkey for a two-year assignment assisting Turkish government agencies in the $45 million ECA development, mechanization, and construction of cleaning plants for the Zonguldak coal field, 200 miles east of Istanbul on the Black Sea. The group consists of James Beeley, John E. Good, John S. Lambright, David Renshaw, and Charles R. Weir, all of the Paul Weir Co. •Arthur F. Taggart describes a new way of training engineers by emphasis on broad, basic engineering courses on page 460 of this issue. •Lawrence T. Tierney, chairman of the National Bituminous Coal Advisory Council, released a report stating that the increase in oil imports since the latter part of 194$ has caused significant damage to the U. S. fuel economy. It has reduced the strength of and employment opportunities in the coal, domestic petroleum, and transportation industries, as well as in related service and supplier fields. •Women, camels, and donkeys are the beasts of burden of the Sahara, according-to the UNESCO World Review. •Increased demand for magnesium sheet in airplane construction ana other phases of the national security program have led Alcoa to establish a sheet magnesium rolling division at its New Kensington, Pa., works which will begin operation shortly. Novel prospecting methods being used by the USGS in its search for uranium include: shock-mounted instruments in light trucks,. Geiger-counter probes lowered into augur holes, and experimental airborne prospecting.

Jan 4, 1950

By H. F. Nash

Coal is the basic necessity of our present-day civilization, and those engaged in the industry, whether miner, day-man, pit boss, tipple boss, superintendent, salesman or operator, have a direct responsibility to the public at large. Our country is blessed with a great supply of Bituminous coal, upon which it must largely depend for its industrial prosperity. Anthracite coal, in its relation to our economic situation, is a small factor, as its ratio of production to Bituminous coal is only about one-sixth. However, within the last ten years, electricity and oil have largely displaced the use of coal in industry, so that the use of Bituminous coal is decreasing, relatively, and the potential production of Bituminous coal has largely increased since the war. High wage scales and high freight rates make the delivered price of coal to the consumer so out of proportion to the cost of electricity and oil -and strikes make the supply of coal so uncertain-that industry is rapidly turning to electricity and oil. The energy in a ton of coal can be transported, by electric current, a distance of 250 miles for 78% of what it costs to ship the coal in bulk, by rail, in the East-and, for about 60% of what it costs in our section of the country. The use of fuel oil, distillate and gasoline, in industry, has increased by leaps and bounds. Especially was this noticeable during the strike this year, as the large packing plants in Kansas City, Omaha and Sioux City (that formerly used nothing but coal) are now practically all using oil. This also supplies to other industrial plants throughout our territory in Texas, Oklahoma, Kansas and Nebraska. Many railroads are using oil, as are also the smelters, cement plants, etc., etc. Ten years ago, 100% of the threshing in the state of Kansas was done with coal-today not over 25% of it is done through that means-and so it goes all along the line. The use of our coal is being yearly more restricted in industry. In the case of domestic consumption, the circle is also ever decreasing.' In small towns and on farms, kerosene, gasoline and wood are largely utilized for cooking. For the past four years, along any country road, it is a common occurrence to hear a buzz-saw cutting old fence posts or timbers taken from creek bottoms. Many thousands of tons of coal are displaced each year through the use of corn and cobs. In larger towns, gas plants have been installed, and many housewives use gas-in communities contiguous to natural gas, that is used for industrial and domestic purposes. The time has gone when industrial and domestic consumers or dealers are satisfied to buy anything that is black-competition among the coal-producing states is keen, and will become more so. Eastern and southern fields are turning out splendidly prepared coals of high quality, and with their lower freight rates to competitive territory, will entirely nullify the use. of our Western coal unless-

Jan 1, 1922

Open pits and quarries are the major sources of all hard rock tonnages mined today. Normally, ore is fractured from the pit bench face by blasting and then truck-hauled to a primary crusher on the pit rim for conveying to the concentrator; overburden (or waste) is generally truck- hauled from the pit to dump areas. This system of truck haulage of blasted ore and waste accounts for some 25 to 50% of total mining costs in a typical open pit operation and commonly is the largest single cost factor. In an effort to reduce these costs mining companies are continually replacing their older and smaller trucks with larger ones and at the same time are studying conversions to conveyor haulage, since this method of transport seems to offer possibilities of lower costs per ton of material handled. In these studies it seems logical to consider installing these conveyors as close as possible to the mining face for maximum use of conveyors and minimum use of trucks, since a conveyor is much less labor intensive than a trucking system. However, direct loading onto a conveyor near the retreating bench face is impractical because of excessive lump size. Consequently, it is conventional practice to load the blasted rock into trucks at the face for haulage to the crusher. After crushing, the rock is fed onto a conveyor. The closer the crusher is to the mine, or if it is in the mine, the shorter the truck haul and the greater the potential for cost saving. At first appearance, in-pit conveying might seem to be an obvious solution, yet many mining companies have considered such a move while few have implemented it. To determine why, it is necessary to consider the factors influencing such a decision. A conveyor system tends to be capital intensive but can have a lower operating cost per ton than trucks. Trucks, on the other hand, tend to cost less to buy but more to operate; thus, economics tend to favor the conveyor if it can be operated close to capacity and if a sufficiently large tonnage can be passed over the system to mitigate the effect of its high capital cost. In a typical hard-rock, open-pit mine it is necessary for a variety of reasons to mine several faces of both ore and waste at the same time; and any mining system must have sufficient flexibility to permit loading from one face or another at short notice. This makes it impractical to place small mobile crushers and their consequent network of conveyors at each working face. To date no alternative has been found to using trucks for bringing all rock of the same class to some convenient marshalling point from which it may be crushed and conveyed from the pit. Another advantage of trucking when compared to conveying is flexibility. Many mines wish to deliver their shot-rock to different locations, depending on the mineral content. For instance, a typical copper mine may have to simultaneously mine milling ore, leach ore,

Jan 1, 1978

By Richard A. Mullins, James J. Merle

Systematic sampling and analysis in coal-washing plants results in product control and economical operation. A well-organized laboratory system reduces operating costs and increases sales if the operating and sales companies make full use of information it supplies. The operating cost of a control laboratory is less than 1 pct per ton of coal produced. THE system of laboratory control as practiced by the Ayrshire group of mines was begun with the construction and organization of the first laboratory in conjunction with the completion of its first wash-ery in 1941. The primary purpose of this laboratory was to maintain a check on the quality of the coal produced from the washing plant. The laboratory was equipped to determine proximate analyses, float-and-sink tests, and screen analyses, and was staffed by a chemist. an assistant. and a technician. Members AIME, are Assistant Preparation Manager and Chief Chemist, respectively, Ayrshire Collieries Corp. and Subsidiaries, Danville, Ill. Joint AIME-ASME Fuels Conference. French Lick. October 1949. TP 2855 F. Discussion (2 copies) may be sent to Transactions AIME before June 30, 1950. Manuscript received Aug. 22, 1949. Soon it became apparent (1) that product control could be accomplished, (2) that a substantial reduction in operating costs could be effected by close control of coal losses in the rejects, and (3) that information furnished by the laboratory was of continuous value to the operating and sales companies. Consequently the laboratory function was expanded to supply them with additional data as required. As the parent company expanded and new mines were added, control laboratories were established at each mine equipped with washeries, and a central laboratory was maintained at one of the mines that was located equally convenient to all of them. A well-planned control laboratory assures production of a uniform, high-quality product. Whenever coal of substandard grade is loaded inadvertently, the sales company can be informed and the proper channel of distribution made. Conversely only constant and strict laboratory supervision can insure proper production of the various grades. Knowing the product, the producer can keep out of many customers' arguments that may be both awkward and expensive. Double checking between customers and mine laboratories have solved many disputes' Some nager insist On buying coal On the analysis basis only, with penalties for substandard coal and premiums for coal above normal quality. A substantial percentage of the coal sold by the Ayrshire group is of this nature. The usual procedure is for the customer to sample and analyze the coal as it is unloaded at the plant, and the mine laboratory samples it as it is loaded at the mine for subsequent analysis by the central laboratory. Only the unloaded moisture is considered, rather than the average of mine and plant moisture, and the buyer sends duplicate samples to the central mine laboratory for this determination. The average of the two analyses determines the price of coal at the mine. In this particular case, the laboratory plays an important part in increasing realization for two reasons: (1) every attempt is made to maintain plant efficiency and product quality as high as possible, (2) check on analyses and sampling by the buyer or seller.

Jan 1, 1951

By Richard A. Mullins, James J. Merle

Systematic sampling and analysis in coal-washing plants results in product control and economical operation. A well-organized laboratory system reduces operating costs and increases sales if the operating and sales companies make full use of information it supplies. The operating cost of a control laboratory is less than 1 pct per ton of coal produced. THE system of laboratory control as practiced by the Ayrshire group of mines was begun with the construction and organization of the first laboratory in conjunction with the completion of its first wash-ery in 1941. The primary purpose of this laboratory was to maintain a check on the quality of the coal produced from the washing plant. The laboratory was equipped to determine proximate analyses, float-and-sink tests, and screen analyses, and was staffed by a chemist. an assistant. and a technician. Members AIME, are Assistant Preparation Manager and Chief Chemist, respectively, Ayrshire Collieries Corp. and Subsidiaries, Danville, Ill. Joint AIME-ASME Fuels Conference. French Lick. October 1949. TP 2855 F. Discussion (2 copies) may be sent to Transactions AIME before June 30, 1950. Manuscript received Aug. 22, 1949. Soon it became apparent (1) that product control could be accomplished, (2) that a substantial reduction in operating costs could be effected by close control of coal losses in the rejects, and (3) that information furnished by the laboratory was of continuous value to the operating and sales companies. Consequently the laboratory function was expanded to supply them with additional data as required. As the parent company expanded and new mines were added, control laboratories were established at each mine equipped with washeries, and a central laboratory was maintained at one of the mines that was located equally convenient to all of them. A well-planned control laboratory assures production of a uniform, high-quality product. Whenever coal of substandard grade is loaded inadvertently, the sales company can be informed and the proper channel of distribution made. Conversely only constant and strict laboratory supervision can insure proper production of the various grades. Knowing the product, the producer can keep out of many customers' arguments that may be both awkward and expensive. Double checking between customers and mine laboratories have solved many disputes' Some nager insist On buying coal On the analysis basis only, with penalties for substandard coal and premiums for coal above normal quality. A substantial percentage of the coal sold by the Ayrshire group is of this nature. The usual procedure is for the customer to sample and analyze the coal as it is unloaded at the plant, and the mine laboratory samples it as it is loaded at the mine for subsequent analysis by the central laboratory. Only the unloaded moisture is considered, rather than the average of mine and plant moisture, and the buyer sends duplicate samples to the central mine laboratory for this determination. The average of the two analyses determines the price of coal at the mine. In this particular case, the laboratory plays an important part in increasing realization for two reasons: (1) every attempt is made to maintain plant efficiency and product quality as high as possible, (2) check on analyses and sampling by the buyer or seller.

Jan 1, 1951

By S. W. Swerson

25.1-THE PURCHASING FUNCTION The word "purchase" means "to obtain by paying money or its equivalent; to buy for a price." This definition is all too simple to properly describe the word "purchase." One should consider the basic objectives of purchasing-to procure the right material, of the right quality, in the right quantity, at the right time, from the right source at the right price. Here it should be noted that in purchasing it is recognized that the best quality or grade of materials may be the only grade to purchase for a specific job. However. there are other jobs where the medium, standard or poor grade of materials is the right quality, as the lesser grade will perform adequately. In some companies the purchasing department makes the decision as to the right quality, while in others this function is shared with other departments. Years ago in business the owners controlled the purchase of required materials and services by performing the task themselves. The owners obtained the type materials and services they needed and paid the price demanded. This function was performed along with all the other duties requisite to the owner of a business, namely, clerical, hiring and firing of personnel, financial management, etc. As companies grew in size, clerical duties were assigned to other personnel and the owner usually retained the purchasing authority. This same division exists today in many small companies. However, in the larger companies, the purchasing function has been assigned to a separate department. Importance of the Purchasing Function-The larger the company the greater the need for a separate department to perform the purchasing function. Today the purchasing agent for most larger progressive companies has policy-making authority. Therefore, it is reasonable for him to report to the president or vice president of his company. Studies of several hundred companies show the purchasing department head reporting to top management 87.5% of the time. This fact in itself is indicative of the importance of recognizing that effective purchasing requires a department staffed with specialists in the field of procurement with knowledge and experience sufficient to perform in today's complicated business atmosphere. In the manufacturing field it is a common axiom that usually half of the company's dollar expenditures are for materials. If a purchasing department functions properly and the right product or service is purchased and a savings accomplished, the contribution to the net profit of the company is much greater, as opposed to sale dollars, where only a small portion is carried forward to net profit. Thus, the importance of the purchasing department and the contribution it can make to the success of the company are obvious. 25.1.1-THE PURCHASING FUNCTION 1. Responsibilities of the Purchasing Function-The purchasing agent in performing his function is acting as an agent for the company and others in the company requiring materials and services. Accordingly, he is committing the company for materials and services subject to certain limitations which the board of directors may stipulate. In view of this, the purchasing agent,'^ position must of necessity he

Jan 1, 1973

By John Starkey

"During the period June 2007 to March 2007, John Starkey of Starkey & Associates (Starkey) worked in Russia for High River Gold, supervising the engineering design work that was being done at the IRGIREDMET Research Institute, in Irkutsk Russia. The work entailed moving the Newmont No. 4 mill from Elko, Nevada to Berezitovy, a mine site north and west of the city of Skovorodino, in the Amur Region of Siberia. This was a grass roots project and required construction of all phases of the infrastructure and process facilities that are associated with a 5000 t/d open pit mine and CIP mill.During the course of this engineering design exercise, many aspects of doing business in Russia were encountered, with regard to laws, norms, and business practices. This paper discusses many of these findings. Also by living in Irkutsk, many observations on Russian life and social customs were made and these merit discussion from a general interest point of view.Prior to going to Russia, another engineering and ore testing firm (TOMS) had approached Starkey to find out if Starkey could assist them in upgrading their SAG ore testing procedures to Western standards in order to offer their clients turnkey projects, that included reliable SAG and AG grinding. TOMS was aware that Starkey had invented the SPI test but did not know that the SAGDesign test had by then been fully developed and was being offered commercially as the most accurate way in the world to design new grinding mills. They were also unaware that this new testing method had been patented by Outokumpu (now Outotec) and that this method allowed them access to a design method, through Starkey, that would lead to a manufacturer’s guarantee (by Outotec) of throughput and grind for any new semi-autogenous or autogenous grinding circuit, with or without ball mills.When Starkey started working at IRGIREDMET in June 2005, they also made a request to add a design method for SAG mills that would be considered acceptable to Western clients. From these requests, presentations were made in Russian to both institutes and each decided to join the SAGDesign Consulting Group as satellite members and buy a SAGDesign test mill to use with their Bond Ball Mill Work Index mills, to provide SAGDesign testing services. To complete the service, contracts have been put in place for Starkey to use these results to design new grinding equipment and to train engineers at TOMS and IRGIREDMET how to do this work.Starkey also undertook to train engineers at both labs to go into the field and to take the samples for SAGDesign testing programs. It is here where the SAGDesign testing service upgrades other grinding test programs because the samples to be used for design are professionally chosen, and the results will be much more likely to produce a satisfactory design. Starkey is a mining engineer and is uniquely qualified to do this task. This and the SAGDesign test are the key components that lead Outotec to offer a performance guarantee for mills designed by Starkey."

Jan 1, 2008

By Raphael G. Kazmann

Water occupies a dual role in our industrial society. It is the indispensable raw material, essential to life itself. It is equally an industrial nuisance, interfering with the production of industrial minerals, making construction difficult, flooding valuable land, and generally producing problems because it is in the wrong place at the critical time. The legal position of water as a nuisance, and the counter measures to be taken, have been well established procedures for determining the responsibility for damage caused by water, and the organization of drainage districts and flood control and levee districts have been legally tested many times. Thus there is rather adequate legal doctrine concerning water, the common enemy. But recently efforts have been made to regularize the position of water as a useful, industrial, commodity. Such laws are not new to the West, where the doctrine of appropriation for beneficial use is slowly becoming the water law. Elsewhere the University of Michigan has produced a "model" water law and efforts are being made to induce all of the states to use this law, or a slight variation of it, as the basis for legislation. There are many serious criticisms of the proposed "model"-law, and the writer strongly opposes many of the provisions. But the fact remains that water is, in itself, so useful and essential that laws have been, and will be, passed to insure the orderly development of our water resources and to prevent waste. The, most important aspect of these "water-use" laws is that, wise or unwise, the existing laws and the proposed laws have been "water oriented". "Water oriented" means that it has been tacitly assumed that the beneficial use of water, either surface water or ground water, is the overriding consideration.

Jan 1, 1960

By William Detty

An architect representing the Atlanta office of the Brick Institute of America periodically presents a slide lecture to interested groups entitled "The First 10,000 Years of Brick". The title signifies the fact that brick, man's oldest manufactured building material, has been around for quite some time and will continue to be utilized by architects and builders in the foreseeable future. This is not to say that the brick industry can rest on its laurels and ignore the competition presented by newer more innovative products. The industry will have to be equally inovative and market oriented in order to maintain its market share of the predicted construction boom between now and the year 2000. The implication is made, however, that brick can be produced under rudimentary conditions and that the desire to use the product has been long standing. In addition, history has sham that there has been plentiful clay available to produce the product. This paper is an attempt to assess the climate in which the brick industry will operate during the next 26 years. An analysis of regulatory conditions affecting the manufacture of the product will be followed by an assessment of the materials environment in which the industry will be operating. These factors are then reconciled with a projected demand for the product to determine the ability of the industry to satisfy future demand for brick. From a mineral point of view this paper will address itself generally to the availability of and demand for clay. However, other than a brief overview of the uses of other specific types of clay, it will concentrate on the clays utilized in the production of structural clay products, specifically brick.

Jan 1, 1974

By F. R. Lee

This publication lists permissible equipment approved by the Bureau of Mines during 1967 and 1968 (calendar years), except breathing apparatus and explosives. The purpose of this publication is to inform the public about approved equipment for use in underground mines.

Jan 1, 1970

By Staff

Introduction As the Sherritt Gordon property is still in the development stage, . it is rather difficult to write a proper account of the mining methods and milling practice that will be used. While the general scheme of operation will remain the same, there will undoubtedly be many minor changes to meet special conditions which we cannot forsee at the present time. Most of the work accomplished to date has followed the usual routine of preliminary development in the Canadian North. However, we have learned a few things which might be of use to others operating under similar conditions. The most important of these is the saving in power cost made possible by the use of Diesels as against steam power when using wood fuel, and the movement of freight by tractors when rail transportation is not available. Location The property i6 located about 90 miles north of The Pas, or 40 miles northeast of the Flin Flon mine. A branch line from Cranberry Portage, on the?C. N. railway, between Flin Flon and The Pas, connects the property with the outside.

Jan 1, 1930

By J. D. Kennedy

The alchemists of old are remembered well for their tireless efforts in attempting to convert various common metals, such as lead, into gold. Not so well known generally, but no less intense, have been the efforts of certain individuals who attempted to manufacture diamonds over the last 100 years. Diamond, the most glamorous and permanent of gems and the hardest industrial abrasive, is carbon in a high-density unique crystalline form with a cubic structure and a density of 3.5. This contrasts with graphite at a theoretical density of 2.2 and possessing a hexagonal structure. Diamond is the hardest natural, material known and until very recently had no close competitor, natural or otherwise, with respect to hardness. The hardness of diamond exceeds that of any other industrial abrasive by a factor of approximately five. The early theories of diamond synthesis were rather vague. Since diamonds occurred in nature, man then looked to nature for clues as to how this might be accomplished. The original known diamond deposits of India are alluvial in character and provided little insight as to how diamond had been formed by nature, for in, these locales the diamonds have been washed by streams or carried by the glaciers long distances from the areas in which they occurred originally in the earth's crust. As a matter of fact, we are told that even today the locations of the mother ground for the Indian alluvial deposits are not known.

Jan 1, 1959

By V. A. Evans

The preparation of a paper reporting fluorspar economics in the United States at one point in time could have been somewhat complicated be- cause of the number of producers, both large and small, that derived production from different locations throughout the Western U. S. and the Southern Illinois and Western Kentucky fluorspar districts . Companies such as Allied Chemical and William- son Mining operated in the Jamestown district of Colorado. In Walden and Salida, Colorado, the Colorado Fluorspar Company operated mines and mills.

Jan 1, 1986

By R. J. Hundhausen

The Shamrock copper-nickel mine in Jackson County, Oreg., was formerly a part of the Chisholm mercury property. In 1948 new owners advanced the old workings 40 feet to reveal encouraging widths of copper-nickel sulfide, ore on the Shamrock claim. When the owner's funds became exhausted, the Bureau of Mines carried on the development in 1949-50, completing 1,650 feet of bulldozing trenching, 396 feet of drifting, and 3,419 feet of diamond drilling. The Bureau's trenching disclosed a separate surface deposit 600 feet south of the mine deposit. This and the previously known deposit subsequently were diamond-drilled. The underground deposit has a known length of 100 feet, a dip length of. 100 feet and a width varying from 1 to 25 feet. The surface deposit is 200 feet long, 200 feet deep, and 5 to 38 feet wide. Neither deposit has been entirely delimited by development to date.

Jan 1, 1952

By John H. Lichtblau

There are three parties to the oil imports controversy: the domestic oil producers, whose side has just been ably summarized by Mr. Jameson; the oil importers; and the public. Domestic producers and importers are both motivated by economic self-interests, that is by their natural and legitimate desire for profit maximization, in their respective positions. Thus, domestic producers, rightly, regard every barrel of imported crude oil (with the exception of some specialty crudes) as a displacement of a barrel of their own crude. Hence, the lower the import Level the better they like it. Conversely, U .S. refiners whose plants are located at the seaboard or at certain inland waterways generally welcome a higher level of imports because refiner profits are based primarily on the spread between the crude oil price and the refined products price, since crude oil represents by far the refiner?s largest cost factor. The relatively low cost of foreign oil means therefore higher profits to those refiners able to process such oil, This applies particularly to integrated companies whose own domestic oil production is insufficient, to meet their refinery requirements but who have developed ample low-cost foreign oil supplies.

Jan 1, 1962

By M. Drozd, A. Ibrado, P. Butcher

While effective in treating refractory sulfide ores, pressure oxidation leaves carbonaceous matter unscathed and able to adsorb gold from cyanide solutions. Barrick Goldstrike's strategy to mitigate this problem is to minimize contact between dissolved gold and native carbon in advance of the carbon-in-leach (CIL) process. Measures currently in use include limiting carbonaceous matter in the plant feed by meticulous blending of ore, controlling the degree of oxidation in the autoclaves and blinding native carbon surfaces with lauryl sulfate. The presence of residual cyanide and thiocyanate in the process water remains to be a cause of premature gold dissolution and loss of gold by adsorption on carbonaceous matter. This cyanide is introduced by water that is recycled from the tailing pond. Of several treatment options considered, oxidation by peroxymonosulfuric acid, also known as Caro's acid, is deemed to be the most effective. Laboratory and pilot plant tests show that Caro's acid can oxidize free cyanide, weak¬acid-dissociable (WAD) cyanide and thiocyanate, resulting in significant improvements in gold recovery downstream. The process requires Caro's acid at 125 % of the stoichiometric requirement and pH in the range of 9.5 to 10 to accomplish the desired destruction in about twenty minutes. A cyanide destruction plant is currently being designed and construction should be completed by the end of 2005.

Jan 1, 2005

By Hylton R. Brown

Although extensive research has been carried on to determine the factors affecting the explosibility of carbonaceous dusts, as much has been published on coal-dust and grain-dust explosions recent reports of loss of life and property in explosions if metal dusts emphasize the lack of information on the extent of the dust-explosion hazard in plants manufacturing or handling; aluminum, magnesium, or zinc powder, as well as other metal or mineral dusts. Early investigators believed that only the carbonaceous dusts formed explosive mixtures with air, and it was not until near the beginning of the present century that the explosibility of certain metal and mineral dusts was recognized generally. In his book, entitled "Fire and Explosion Risks," published in 1904, Von Schwartz called attention to such hazards. Many vague references to metallic-dust explosions are found in the literature, such as "a severe explosion of aluminum dust occurred in the Middle West several years ago," but very little information seems to be available on the extent of the hazard, the number of explosions, or the amount of loss caused by explosions in pants handling metallic or mineral dusts or powders other than those of a carbonaceous nature. A search of the records of insurance companies, rating bureaus, fire underwriters,and fire-protection associations as well as the files and records of Government agencies has been made to obtain authentic data on explosion losses. To indicate the extent of the hazard a summary of laboratory tests covering the explosibility of certain metal dusts, with brief reference to their uses and Methods of manufacture, and the data compiled from the information available on losses are presented in this publication.

Jan 1, 1941

By H. M. Urban

This paper, one of a series being prepared for and published by the United States Bureau of Mines on methods and costs of mining at various mica mines in the United States, describes the methods now in use in the principal mica mines of the Southern Appalachian States. Those papers are designed to disseminate technical information regarding the methods used. The cost tabulations represent operating expenditures only and not total costs. It is recognized that publication of total costs might in some instances cause embarrassment to individual producers as well as to the industry as a whole. On the other hand, operating costs are essential to the technical discussion and study of methods employed. The attention of the reader is specifically called to this differentiation in order that no misunderstanding of the scope of the cost tabulations shall ensue.

Jan 1, 1932

By Steven D. Botts

The Antamina project, owned by BHP Billiton Plc, Mitsubishi Corporation, Noranda Inc., and Teck Cominco Ltd. , is a $2.3 billion copper/zinc project, located in the Ancash Department in Perú. The project consists of an open pit mine, a 70,000 ton per day concentrator, a 302 Km. long concentrate pipeline, port facilities, a new access road, power line, and town site. The project is designed to produce up to 1.5 million tonnes per year of copper and zinc concentrates over a 23-year project life, and will be the third largest producer of zinc and the seventh largest producer of copper in the world. This mega project is the largest mining investment in the country and, during its construction stage, was the most important construction project worldwide. On May 28th, 2001, Antamina commenced testing operations and four months later, it reached commercial production. Antamina was officially inaugurated on November 14th, 2001 by Peruvian president Alejandro Toledo. The construction stage of the project generated 8,000 direct jobs, with a peak of 10,000 employees, and 30,000 indirect jobs. The permanent workforce consists of approximately 1650 employees, the vast majority of which are Peruvian Nationals; around 30% of whom came from the department of Ancash where the deposit is located. Approximately 5,800 indirect jobs will be generated from the project. Independent sources state that Antamina will increase the Peruvian mining exports by 30% and Peruvian GDP by 1.4% within its first year of full operation in 2002. Since winning the privatization bid for the project in 1996, the company has implemented a successful approach to community development and environmental protection based on sustainable development principals. Throughout the development of the project, a number of initiatives have been undertaken to ensure full involvement of the local populations in community development activities and the company?s environmental program. Due to its size, difficult logistics, cultural considerations and financial aspects, the project has faced a number of unique challenges in the area of environmental protection and management of community interaction. Antamina has been innovative in its approach to these issues, and as a result, has set new standards in Perú for environmental and community management, and sustainable development.

May 1, 2002

By David Mast, Irwan Halim, Seung Han Kim

Nowadays more infrastructure tunnel projects are procured using design-build method. In this environment, the Owner’s engineer would typically provide performance requirements for the design-builder, and the Contractor’s designer would work with the contractor to design the tunnel lining based on the Contractor’s means and methods and manufacturing process. This paper will describe the typical requirements provided by the Owner based on its design objectives, and the means and methods by the Contractor that would significantly impact the design. Project examples and recommendations for Owner’s requirements will be provided that can optimize the design and still achieve the Owner’s performance objectives.

Jun 13, 2021