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|All underground operations have limiting factors that influence overall profitability. Hoisting, hauling, available headings, labor, milling capacity and other factors limit how much material can be removed from an underground mine. Consequently, when mines use limited labor to handle the additional rock from overbreak and to perform extra ground support tasks, productive activity is replaced by nonproductive work. Mining economics are further penalized when overbreak causes dilution of ore grades. This paper reviews the organizational systems that mines have been using to create environments that foster the creation of successful overbreak-control programs. Actual case histories document the various quality-improvement techniques, worker incentives and practical project-management systems used by these mines. A brief review of controlled-blasting technology sources and overbreak-measurement tools is also included.|