961 resultados para Lincoln Mining Company
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Certificate for 5 shares of common stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 10, 1923.
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Certificate for 10 shares of accumulative preference capital stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 10, 1923.
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Certificate for 20 shares of accumulative preference capital stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 14, 1923.
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Certificate for 25 shares of common in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 14, 1923.
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Certificate for 10 shares of accumulative preference shares of capital stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, July 4, 1923.
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The Purpose of this thesis was to investigate the possibility of concentrating scheelite from Wilfley table gold concentrates from the mill of the Jardine Mining Company; and to determine whether such concentration is economically feasible and the product of sufficiently high grade to meet commercial specifications for such a product.
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Shows a gold mining operations in the Ashboro area of North Carolina in the 1830s including individual buidlings and gold vein locations.
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The purpose of this research is to examine the role of the mining company office in the management of the copper industry in Michigan’s Keweenaw Peninsula between 1901 and 1946. Two of the largest and most influential companies were examined – the Calumet & Hecla Mining Company and the Quincy Mining Company. Both companies operated for more than forty years under general managers who were arguably the most influential people in the management of each company. James MacNaughton, general manager at Calumet and Hecla, worked from 1901 through 1941; Charles Lawton, general manager at Quincy Mining Company, worked from 1905 through 1946. In this case, both of these managers were college-educated engineers and adopted scientific management techniques to operate their respective companies. This research focused on two main goals. The first goal of this project was to address the managerial changes in Michigan’s copper mining offices of the early twentieth century. This included the work of MacNaughton and Lawton, along with analysis of the office structures themselves and what changes occurred through time. The second goal of the project was to create a prototype virtual exhibit for use at the Quincy Mining Company office. A virtual exhibit will allow visitors the opportunity to visit the office virtually, experiencing the office as an office worker would have in the early twentieth century. To meet both goals, this project used various research materials, including archival sources, oral histories, and material culture to recreate the history of mining company management in the Copper Country.
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The Cliff Mine, an archaeological site situated on the Keweenaw Peninsula of Michigan, is the location of the first successful attempt to mine native copper in North America. Under the management of the Pittsburgh & Boston Mining Company from 1845-1879, two-third of the Cliff’s mineral output was in the form of mass copper, some pieces of which weighed over 5 tons when removed from the ground. The unique nature of mass copper and the Cliff Mine’s handling of it make it one of the best examples of early mining processes in the Keweenaw District. Mass copper only constituted 2% of the entire product of the Lake Superior copper districts, and the story of early mining on the Peninsula is generally overshadowed by later, longer running mines such as the Calumet & Helca and Quincy Mining Companies. Operating into the mid-twentieth century, the size and duration of these later mines would come to define the region, though they would not have been possible without the Cliff’s early success. Research on the Cliff Mine has previously focused on social and popular history, neglecting the structural remains. However, these remains are physical clues to the technical processes that defined early mining on the Keweenaw. Through archaeological investigations, these processes and their associated networks were documented as part of the 2010 Michigan Technological Archaeology Field School’s curriculum. The project will create a visual representation of these processes utilizing Geographic Information Systems software. This map will be a useful aid in future research, community engagement and possible future interpretive planning.
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This report deals with a bentonite deposit recently developed, approximately seven miles northeast of Warm Springs, Montana. A group of claims have been staked on the deposit and are owned by the Lincoln Mining Company of Anaconda, Montana. The company also has several claims prospected for silver one mile from its present site of operations, but the silver prospects have failed to produce. The bentonite deposit was discovered incidentally during the course of other development work, and at present two adits have been driven into the side of a mountain, each crosscutting a vein-like mass of bentonite varying from two to three feet in width.
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This paper examines Australian media representations of the male managers of two global mining corporations, Rio Tinto and BHP Billiton. These organizations are transnational (or multinational) corporations with assets and/or operations across national boundaries (Dunning and Lundan, 2008), and indeed their respective Chief Executive Officers, Tom Albanese and Marius Kloppers are two of the most economically (and arguably politically) powerful in the world overseeing 37 000 and 39 000 employees internationally. With a 2008 profit of US$15.962 billion and assets of US$ 75.889 Billion BHP Billiton is the world's largest mining company. In terms of its profits and assets Rio Tinto ranks fourth in the world, but with operations in six countries (mainly Canada and Australia) and a 2008 profit of US$10.3 billion it is also emblematic of the transnational in that its ‘budget is larger than that of all but a few nations’ (Giddens, 2003, p. 62).
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The Social Water Assessment Protocol (SWAP) is a tool consisting of a series of questions on fourteen themes designed to capture the social context of water around a mine site. A pilot study of the SWAP, conducted in Prestea-Huni Valley, Ghana, showed that some communities were concerned about whether the groundwater was potable. The mining company’s concern was that there was a cycle of dependency amongst communities that received treated water from the mining company. The pilot identified potential data sources and stakeholder groups for each theme, gaps in themes and suggested refinements to questions to improve the SWAP.
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