Economics - Mine Management (1962 Jackling Lecture) (MINING ENGINEERING, 1962, vol. 14, No. 5, p. 37)

The increasing number of problems of the modem mine manager has led the author to discuss the art of management. He lists the principles concerning selection of personnel, exploitation and development, new equipment, process improvements, new processes, maintenance, operating cost data and public relations. Application of the principles to problems of mine startup, operation and rehabilitation are described. Since D. C. Jackling was famous for his adeptness at organizing and training teams of operating personnel, the subject of mine management is particularly appropriate for a Jackling Lecture. In fact, it is doubly appropriate because in very basic ways Jackling's career changed the nature of the tasks and challenges facing a mine manager. Management of mines, of course, is the art of finding and winning minerals economically from the earth's crust, and it involves the use of all the engineering sciences. But also of prime importance is a skill which is not yet a science - the area of management often referred to as human engineering. Since expenditures on staff and labor may well involve more than 50% of the direct costs of operating a mine, ability at human engineering is just as important as the ability to plan and put into effect the most efficient operating procedures. In addition to his ability to select and train operating personnel, Jackling possessed, to a degree unmatched by many of his contemporaries, broad, analytical powers covering both the economics and operating phases of large scale mineral extraction. His breadth of vision found its greatest expression at the time he analyzed the Utah copper deposit. Fortunately, Messrs. Penrose and Gemmell had enough faith in his analyses to furnish the capital needed to begin operations. The result, as is well known to all of you, was Kennecott's lucrative Utah copper mine — and the beginning of the open pit porphyry copper era. The Utah copper mine, and Jackling's subsequent similar successes in Arizona, New Mexico and Nevada, had one thing in common —all of these large porphyry deposits were worthless until open pit, large daily tonnage schemes were developed for their exploitation. The successful development of such schemes made vast new mineral resources available for economic exploitation. But at the same time, the trend away from smaller high grade operations in favor of the far more complicated operations required to handle large deposits of low grade ore have greatly altered a mine manager's problems. We are all familiar with the saying "mines make managers." There is still some truth in this statement, but far less than there used to be in the days when high grade properties were the rule rather than the exception. When high grade orebodies prevailed, many managers, superficially at least, could not make a mistake because the profits of their mines