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By T. J. Neil, C. B. Manula, O&apos

This paper describes a simulation model developed to analyze truck haulage problems as they are found in the open pit mining and construction industries. The model, using a computer, cycles trucks between their assigned loading and discharge points over a measured haulage route. Required parameters for model operation include the number and type of operating trucks and loading units, maximum truck acceleration and velocity, a realistic vehicular deceleration rate, and the ratio of ore to total material loaded at each origin. Equipment performance characteristics, system profile characteristics, and service time distributions are also included. Records are kept of all waiting times at the loading and discharge points and of any truck interference on the haulroads (moving queues), and a current journal of ore and waste production is maintained. In the pursuit of reduced truck haulage costs, management is confronted with three particular problems in truck and shovel mines. 1) What is the best assignment of trucks to shovels in the system? 2) If new equipment is needed, which new shovels and trucks will operate most effectively in the system? 3) Are any physical changes in the haulage layout warranted to increase productivity? For small open-pit mines the answers to these questions may be obvious. However, for larger operations complex problems are encountered with production and system configuration relationships usually being unknown. The mining simulator discussed here was developed to aid management in evaluating alternative pit-haulage schemes to reduce the risk involved in the selection and assignment of equipment in open-pit truck and shovel mining systems. There are two fundamental differences between this model and other truck haulage simulators: one is a difference of degree, the other a difference of kind. This model can simulate more complex systems than previous models by allowing transportation of material from multiple mine faces to multiple mine destinations and by being readily adaptable to a wide variety of mine layouts. The second difference that characterizes the model is the standard simulation of truck movements. This technique enables each vehicle to perform according to its mechanical capabilities and the physical profile of the haul road. Among the similarities between other truck haulage simulators and this model are the recognition of the probabilistic nature of certain service times in the system and the use of a digital computer to operate the model. The computer inherits the staggering computational and bookkeeping work loads and provides a means for compressing the time scale by allowing several days' operations to be simulated in a matter of minutes. DISTRIBUTION SYSTEM Basic aspects of the system analyzed here may be brought into focus by referring to Fig. 1, a schematic of the typical open pit truck-shovel operation programmed into the simulation model. A single stage materials handling scheme is employed to transport both ore and waste. Loaded trucks are directed to a crusher or stockpile if ore is being mined, while overburden is conveyed to a waste dump. Each shovel has a given number of assigned trucks and has two associated haulage routes, one for waste and one for ore. Up to 5 shovels and as many as 10 trucks per shovel (or a total of 50 trucks) can be operated in the model. Essentially the model, using a computer, cycles trucks between their assigned shovels and the proper discharge points over measured haulage routes. Required input parameters for model operation include the number of shifts to be simulated, operating time per shift, number and type of operating trucks and shovels, maximum truck acceleration and velocity, a realistic vehicular deceleration rate, and the ratio of ore to total material loaded at each shovel. Equipment performance characteristics, system profile characteristics, and service time distributions are

Jan 1, 1968

By Daniel T. Brian, O&apos

Exploration targets and results in the mining industry are commonly summarized in terms of tonnage and grade. Business appraisals require, as additional information, the expected profit or loss implied by the physical summay. The early incorporation of knowledge gained through financial analysis computations can provide a means for economically resolving many common exploration and development problems. Examples of such applications from the activities of exploration planning, reconnaissance, land acquisition, and development planning are presented. While prospecting for mineral deposits, geologists are frequently asked what they hope to find or have found. The response is usually descriptive, such as "50 million tons of 1% copper," and the economic implications are deferred until a capital investment decision is required. At that time, a financial analysis integrating the four analysis components is completed. These components are: 1) Tonnage and Average grade above cutoff grade 2) Capital and operating costs 3) Product value 4) Appropriate profit or loss accounting Close examination of these components reveals that there is no intrinsic reason for avoiding financial analyses at earlier stages in exploration, as long as the uncertainty of the estimate is realized. Tonnage and average grades are commonly estimated at early stages in exploration. For this component, the appropriate cutoff is the major uncertainty. Capital and operating costs are difficult to estimate before detailed quantitative information is available, but estimates useful for the types of applications pertinent to earlier exploration stages are possible. Product value estimates may or may not be difficult, depending on the pricing structure of the particular commodity. A simplified accounting procedure usually may be adopted without introducing any significant loss of validity. This paper describe some of the financial analysis applications which are pertinent during mineral exploration and deposit development. These applications lend additional insight during exploration planning, land acquisition, physical exploration, and development. The examples are oriented toward a hypothetical management investment policy which is based on a single criterion, a minimum 15% discounted cash flow rate of return. In reality, managements use multiple criteria. This simplification is convenient for purposes of presentation and does not invalidate the examples. Computers are useful, but not a requirement, for the applications described. The use of computers provides the results on a more timely basis at costs lower than equivalent manual computations. UNDERLYING PRINCIPLES AND ANALYSIS METHODS Data estimates are subject to uncertainty. The analyst may choose to assess this uncertainty by using one of two principles. Each principle has some advantages. The principle most commonly employed is "assumed certainty." Each financial analysis is based on one set of selected data, which may represent the average estimates, minimum expected conditions, etc. The critical data is identified by making successive calculations, varying the values used. Such studies, called sensitivity analyses, isolate the economic effect of various uncertainties, and guide the allocation of future efforts toward improving the overall accuracy of the analysis. A second principle, "assumed risk," examines the interactive effect of the current uncertainties by qualitatively assigning probability distributions to each data element. These probability distributions indicate the currently appraised chance that a given numerical value will prove to be true. The corresponding procedure, risk analysis, consists of processing many individual financial analyses, each analysis being based on randomly selected numerical values from the probabilistic distributions. The result is a numerical presentation of the uncertainty, but care must be exercised in the interpretation of results. The advantage of this procedure is the direct measurement of economic uncertainty caused by the interaction of uncertain estimates. Kennecott Copper Corp. has developed computer systems for accomplishing sensitivity and risk analyses.

Jan 1, 1970

By D. P. Harris

This paper surveys a few of the quantitative exploration models that might be of interest to an ex-plorationist seeking to apply methods of operations research to mineral exploration. A general development of each model is presented, and the model is evaluated relative to the exploration activity. Finally, a philosophy of exploration and mineral resources is presented, and a possible exploration strategy incorporating concepts of some of these models consistent with this philosophy is proposed. The high cost of conducting an effective exploration program has generated an increasing interest in methods of optimizing the allocation of the resources of a firm engaged in mineral exploration. As a step towards this, mathematical models have been formulated which are designed to quantify those variables of mineral exploration in such a manner that they can be integrated with all phases of the firm's operations so as to optimize its profit objective. QUANTITATIVE MODELS General: Exploration models express at least two concepts: mineral occurrence and effectiveness of search. In simplest terms, an exploration model might be formulated mathematically as follows: P(X) = F(X) . G(X), where P(X) = the unconditional probability of discovery of X deposits, F(X) = the probability of occurrence of X deposits, and G(X) = the probability of discovery of X deposits, conditional upon their existence in the search area. With these general models as a basis of reference, some of the specific exploration models are examined below. The Allais Model: DEVELOPMENT - M. Allaisl performed the first study in which a philosophy of exploration was formulated into a probability framework. His objective was to estimate the economic profitability of the exploration of the Algerian Sahara. Allais divided the Algerian Sahara into blocks of land (called cells) 10 km square and defined the random variable, X, as the number of mining districts per cell. Thus, F(X) would describe the probability of 1, 2, or n mining districts occurring within any cell of the search area. Allais reasoned that his best information as to the form of the distribution, F(X), was the number of mining districts per cell that had been found in well explored areas in the world, such as the Western States of the U.S. He found that the Poisson function produced a reasonably good fit to the distribution of districts in these explored areas: where? is a parameter, such as the average number of districts per cell. Thus, by determining the value

Jan 1, 1968

By Y. C. Kim, C. B. Manula

This paper is concerned with the details of the derivation of an operations research model, specifically linear programming, to solve production scheduling problems. While some results are presented for an actual study, the calculation of cases of a more general nature have not yet been completed. Production managers from those segments of the mining industry that experience a seasonal or highly variable sales demand find it rather difficult to develop overall producing plans for their organizations. In an attempt to solve this technical problem, demands are usually met by keeping production corresponding exactly to sales. This results in a fluctuating production schedule which is costly to maintain because of overtime premiums in periods of high requirements and because of costs associated with an idle mine plant during slack periods. An alternate solution may be to produce part of the desired amount and make up any deficiencies by using overproduction in previous time periods. This tends to smooth the production pattern through the use of a stockpile. However, because of associated storage costs, the solution may again be undesirable if it yields comparatively large surpluses. In general, this type of scheduling problem has an infinite number of solutions which satisfy the requirements. These are largely dependent on the extent to which an operation is geared to changes in production and on the size of its stockpiling facility. The determination of an efficient schedule is implied, therefore, as one lying between two extreme solutions, i.e., one that minimizes surpluses and one that minimizes output fluctuations. These conflicting objectives result in an economic balance problem between the costs of carrying surpluses forward from slack periods versus the cost of high production levels during peak demands. Various methods of operations research have been developed to handle problems whose genesis is explained above. It is very seldom, however, that these quantitative means are used in practice by the mining industry. Those who are familiar with mining operations know that most managers have not progressed satisfactorily in this area. Production planning systems which most mines employ today are often no more than rough records of management's mental planning. For small mines these means are normally sufficient; but as operations grow larger and become more complex, this type of planning ability is no longer adequate. Managers may find themselves losing control of cost relationships, taking longer to outline production sequences, and becoming forgetful of certain resource availabilities. ORIGIN AND SCOPE OF A SCHEDULING PROBLEM The more fundamental aspects of the production scheduling problem can be brought into focus by demonstrating how it exists in a bituminous coal mine* located in southwestern Pennsylvania. This mine, operating in the Pittsburgh seam, uses a definite room-and-pillar block system of mining, which is planned and carried out with only slight variations to meet local conditions. The coal seam, which is firm and varying in thickness from 8 to 9 ft with the bottom 6% ft being extracted, is under 500 ft of cover and opened by a shaft. The bulk of the coal (60%) is obtained from the pillaring activity with the mains and sections, which are considered primarily as development activities, contributing the balance of 12% and 28%, respectively. All coal is won by a ripper-type continuous miner in conjunction with shuttle-cars directly behind a loading machine. Track haulage is employed to move coal from these machine centers to the shaft bottom. The coal, thus mined, is shipped to one destination as part of a mixture of coals to be used in the making of steel. A material flow diagram of this distribution scheme is illustrated in Fig. 1. PROBLEM STATEMENT From the above types of shipments and mining limitations, the basic problem is to determine an economic means of producing and stockpiling a single coal product produced in three different machine centers (main, section, and pillar). Fig. 2 shows total demand for coal as a function of time. Because of the extremely high peak demands, slack period production must be stored and then distributed

Jan 1, 1969

By J. F. Abel

It can be concluded that rock mechanics instrumentation, geologic mapping, and operations research in combination will produce an accurate estimate of tunnel support requirements for establishing a steel-set load prediction model. This estimate can be used to increase safety and to reduce tunneling costs. Unnecessary supports can be eliminated; overloaded or insufficient supports can be replaced on a more scientific basis than previously possible. Only a limited number of measurements are required to develop a steel set load prediction model. The results of this study can be applied generally; but, every tunnel must be considered as a separate problem. The construction and geologic variables which were found to be significant in the prediction of rock loads in this tunnel were: steel section modulus, set blocking points, percentage of alteration, relative degree of faulting, relative water condition, distance to the nearest fault, and average joint spacing. INTRODUCTION A combined engineering geology and rock mechanics program was performed throughout the Straight Creek tunnel pilot bore in Colorado in order to develop a technique for estimation of steel tunnel support loads. The technique involves the construction of a statistical model from measured steel set loads, geologic and construction factors. The aim of the investigation was to produce a set of charts, based on these factors, which could be used by a trained man equipped with a hand lens and measuring tape, to specify a safe and economical steel size and set spacing. In order to be of practical value the measured parameters had to be rapidly measurable and capable of quantification. It was apparent from the beginning that quantitative values for many of the geologic factors would have to be arbitrary. It was impossible to ascertain in advance which of the readily determi-nable geologic and construction factors significantly affect steel set loading. As the investigation progressed the number of observations was systematically reduced in order to determine the minimum amount of data which would be necessary for a significant mathematical model. This paper presents an analysis of all the variables measured at each instrumented steel set. The statistical significance of the measured variables was determined. On the basis of this determination, a mathematical model was constructed and charts were prepared to select and space the steel tunnel supports at any given point in the tunnel. Once the effect of geologic and construction factors on set loading is sufficiently established, it is possible to exert close control over the selection of steel tunnel support size and spacing. The magnitude of this rock mechanics program can be appreciated when it is known that there were 44 instrumentation stations for which steel set loads were measured. For each of these sets there were three construction variables recorded, and nine geologic parameters determined (Table I). A rough approximation of the cost for both the collection and reduction of the data would be $50,000. This is in addition to the cost of geologic mapping.

Jan 1, 1967

By Thomas V. Falkie

The use of operation research and computer techniques in the mineral industries continued to gain acceptance during 1966. There are generally at least five sources of information for researchers and practitioners in the field: (1) Technical periodicals like MINING ENGINEER- ING, Mining Congress Journal, etc. (2) Proceedings of the Symposium and Short Course on Computers and Operations Re- search in Mineral Industries, held last year at Penn. State University and jointly sponsored by the University of Arizona, Stanford University, Colorado School of Mines, Penn. State University and the Society of Mining Engineers of AIME. (3) Various local conferences, such as the 1966 Rocky Mountain Minerals Conference held in Denver. (4) United States Bureau of Mines publications. (5) The AIME annual meeting in New York and the SME Fall Meeting in Tampa.

Jan 2, 1967

By S. W. Hazen

The use of operations research and computer techniques continued to expand during 1967. A number of mining companies either obtained computers or were experimenting with their use through service bureaus. This trend was also evident in the Canadian mining industry. Although the annual Symposium and Short Course on Computers and Operations Research in Mineral Industries was not held in 1967, technical periodicals like MINING ENGINEERING, Mining Congress Journal and Engineering and Mining Journal stepped up their coverage on the subject. The annual AIME meeting had eight papers in two sessions and one session on Operations Research was held at the SME Fall Meeting in Las Vegas.

Jan 2, 1968

By Richard L. Seal, Allan L. Turner

INTRODUCTION The chapter discusses the procedures and operations starting with the actual training of operations personnel with respect to a grinding mill circuit and a typical check-out and start-up of a grinding circuit before turning over the operating circuit to production personnel. For the purposes of this paper, it will be assumed that the mill circuit installation is at a new location or a new operation at an existing operation. Expansion of an existing grinding facility would probably require less time-consuming and less costly procedures than those that will be outlined here. There are numerous arrangements and types of equipment that can be used for grinding circuits. For example, the grinding could be wet or dry. The grinding mill could be a rod or ball mill or some combination. The circuit could be open or closed. The closed circuit classification could be accomplished with rake classifiers, spiral classifiers, cyclones, stationary screens, or vibrating screens. To limit the discussion, the grinding circuit shown on Figure I will be discussed. The circuit includes a dry ore feed by a belt conveyor (feeder) to a wet ball mill. The ball mill discharges to a cyclone feed pump box and pump. The pump feeds a cyclone type classifier with the cyclone underflow returning to the ball mill feed and cyclone overflow being the required grinding circuit product. For the purposes of this paper, it will also be assumed that the extensive overall preparation necessary for every start-up has been accomplished. These preparations are only outlined here as they have been adequately dealt with in recent papers. (1), (2), (3) The items in these preparations would include. 1. Appointment and indoctrination of the start-up organization. 2. Integration of the start-up into the overall project schedule. 3. Development of the specific start-up schedule. 4. Budget determination and monies appropriation.

Jan 1, 1982

By R. T. Rometti, C. A. Bossard

INTRODUCTION Whenever a new mining property is developed or a new concentrator is built, considerable time, money, and planning are invested for the exploration, engineering, and construction of the required facilities. Yet, when these facilities are ready for startup, all too often insufficient time, money, and planning are invested in this critical phase of the project. Failure to plan for this phase results in untimely personnel mobilization, insufficient operator training, and inadequately prepared budget estimates, which combine to create excessive costs, lack of communication, unclear responsibility divisions, unnecessary delays, and poor production levels. Insufficient or excessive leadership, due to unclear assignment of responsibility, results in irrevocable problems within the startup team. A carefully planned and budgeted startup phase can avoid many of these problems. SCHEDULING A key element in properly planning the startup phase lies within the area of scheduling. Once the schedule has been established, planning can be greatly simplified through the expansion of each specified item. The overall project schedule should specify the date when the startup and initial operating management team will be brought onto the project. This team should be mobilized at least two years prior to the anticipated startup date, to allow sufficient time to begin to plan, assemble the startup groups for the various areas of the plant, initiate a workable communications system, and implement the development of the training program. This team is responsible for the preparation of a startup schedule, which would detail the dates for all key items associated with this phase of the project. These key items would include training program development, personnel hiring dates, prestartup plant checkout, etc.

Jan 1, 1982

By B. Thomas Mansbach

INTRODUCTION The Overseas Private Investment Corporation ("OPIC") is a U.S. Government agency mandated to promote the economic development of the less developed countries ("LDCs") by assisting U.S. private investment in the Third World. Generally, investment decisions turn on the optimism or pessimism of the private sector's financial analysis of a project, with market price of product a major unknown in a very chancy set of projections. Discussions with American mineral companies, however, show that, more often than not, in developing country projects it is the political risks of investing in mineral exploration and extraction that pose the most serious deterrent to investment. In several of the projects described here, investments would not have been made if OPIC had not been involved providing support to the project sponsors and their funding sources. Clearly it is not OPIC's business to promote U.S. investment in a project which is not commercially viable, but OPIC's programs can neutralize the political uncertainties which act as disincentives to investment in otherwise commercially viable projects. That is to say, OPIC's programs are designed to reinforce market decisions and not distort them. Although OPIC is an independent agency of the U.S. Government, it is managed by a Board of Directors, the majority of whom come from the private sector. This, coupled with the statutory requirement that it be self-sustaining and operate with due regard for the principles of prudent risk management, requires that it operate on a business-like basis. Although established as a development agency, to the business public OPIC is both an insurance company and a lending institution, with two major programs which are available to U.S. investors in the minerals sector: its political risk insurance program and its finance program. Each has been specially tailored to the meet needs of the mining industry. The insurance program provides coverage against four basic types of political risk: Currency Inconvertibility, Expropriation, loss caused by War, Revolution and Insurrection and Interference with Operations as a result of an act of War, Revolution or Insurrection. Coverage against the risks of Civil Strife can be added to both War, Revolution and Insurrection coverage and Interference with Operations. Inconvertibility coverage provides protection against a deterioration in an investor's ability to convert local currency into U.S. dollars. This deterioration can be the result of either active or passive delays. Active delays consist of a change in exchange laws or regulations that leads to inconvertibility delays of 30 days or more. For example, if the exchange regulations at the time of contract execution allow an investor to transfer earnings equal to 18% of its registered capital per annum and the government of the host country later changes the law to allow conversion of only 12%, the insured would convert the 12% transferable under the new exchange regulations with the government foreign exchange authorities, delivering the remaining 6% to OPIC for conversion at 99% of the then prevailing rate of exchange. (OPIC does not cover devaluation risks.) Upon delivery of the local currency to OPIC, normally at the U.S. Embassy in the project country, the insured's account in the U.S. would be credited with dollars. Delays can also result from what is termed passive blockage, which includes administrative delays of more than 60 days (sometimes longer) caused by the bureaucratic tie-ups or pigeonholding of transfer requests, as well as delays suffered simply because the government of the host country does not have sufficient foreign exchange. The transfer procedure is the same as with active blockage - the local currency is delivered to OPIC in the project country and OPIC provides dollars in the United States at the then prevailing rate of exchange. The second coverage -- Expropriation -protects not only against the loss of the investment due to the well-known risks of expropriation, nationalization or confiscation by the host government, but also against

Jan 1, 1985

By H. Rush Spedden

When Robert H. Richards wrote Ore Dressing, the famous four-volume work published in the first decade of this century, the ore dresser was still largely concerned, with the mechanical treatment of ores. Since then, however, economics have transformed him into a mineral processing engineer who must increasingly deal with closely integrated facilities designed to produce a commodity for manufacturing. Moreover, this change will grow marked as the complex low- grade ores of the future make it ever more necessary for him not only to use the best combination of pyrometallurgical, hydrometallurgical and physical separation processes, but also to integrate these processes at the mine site. Nor are economic pressures the only ones propelling the processing engineer into a new era. The ecology drive has thrown him into a new situation in which his economic base is radically altered, and it could well precipitate as drastic a revolution in his technology as that which took place when flotation was developed.

Jan 1, 1971

By Eric S. Cheney

The often-heard question "How can we interest young geologists and engineers in AIME?" is virtually the same as "How can we interest young geologists and engineers in the glamorous mining industry?" Many persons would reply that AIME and industry should improve their image by various devices aimed at high school students and teachers, boy scouts, and even grade school children. For more immediate results, I suggest that we concentrate our efforts at the professional level on students already identified as geol¬ogists and engineers. Why does our glamorous profession appear distinctly unglamorous to most of the engineers and geologists currently in college and graduate school? The answers seem quite simple to me. First, the profession talks almost exclusively to itself, seldom to the engineering or geologic public, and almost never to the lay public. Second, the industry has been overly conservative in all aspects of recruiting during an especially competitive and affluent period. Consequently, mining has taken a terrific public drubbing from preservationists who still portray its leaders as robber barons. SME and AIME have, of course, various commendable programs for enticing student interest, including student membership, the low dues for this membership, the somewhat reduced prices at which students can attend AIME meetings and buy AIME volumes, and the large number of AIME Student chapters on campuses. Obviously, more active encouragements are needed.

Jan 1, 1971

By Walter E. Heinrichs

The following is a condensed version of an open letter addressed to Bil Gilbert of Sports Illustrated: Your article, "When a Law Fights a Law, Sports Illustrated. April 26, 1971, betrays considerable unfamiliarity with the subjects of ecology, social science, mining law and history. In a magazine as widely circulated as Sports Illustrated, an article of such a slanted nature misleads the general public.

Jan 1, 1971

By Geoffrey Purcell

Although the extractive metallurgist has not yet tackled the problem of getting blood out of a stone, he must, when faced with the mini- metal values of today's ores, believe that this ultimate miracle will soon be expected of him. Even assuming that some plausible professor at one of the few remaining minerals industry schools could persuade the National Science Foundation to sponsor such a sanguine research project, the funds might have to go begging for want of a graduate metallurgist. Falling enrollment in fields devoted to nonrenewable mineral resources, long a matter of grave concern to educators, is now recognized as a problem of great national consequence urgently needing a solution. While the law of supply and demand might eventually be expected to right the imbalance of engineers, time is not on our side and action to correct the shortage is required now.

Jan 1, 1970

By Sheldon P. Wimpfen

EVER since the Phoenicians roamed the known world in quest of metals to harden their helmets and precious metals and gems to adorn their ladies, many other nations have sought metals in the far corners of the earth. During the past 75 years American engineers have been among the foremost in seeking for and developing ore deposits. They have been responsible for many of the principal discoveries and for the application of modern methods to mines in the far comers of the earth. American mining engineers with a zest for travel and an insatiable appetite for metals have also introduced throughout the world many articles made of metal which we consider essential to everyday life. Production and consumption of these metals in many foreign countries has brought to these countries an increased standard of living and added tax revenue to their governments. But unfortunately engineers from this country are no longer given ready access to all the countries of the world. This is not only unfortunate for American engineers but also for the countries that have adopted the exclusion policies and especially so since time has proved that in countries where the American engineers have gradually been excluded there has been a significant decline in the progress of the mining industry. Removal of these barriers to professional men would aid immensely in the world-wide development of the mineral industries. New areas brought into production under the guidance of American engineers with their exceptional know-how would provide more jobs for nationals of the countries involved and a better standard of living for the nations as a whole.

Jan 1, 1946

By Nathan C. Rockwood

WHILE mining engineers have been searching in far corners of the country and of the world for hidden wealth there has grown up around us in nearly every city great wealth-producing mines calling for the investment of hundreds of millions of dollars and yielding products now sold for over half a billion dollars yearly-largely unknown and almost wholly neglected by mining engineers. But this neglect is explainable and excusable. They are industries of very recent origin-practically the growth of the last 25 years. They are in a very large measure the result of tremendous developments in engineering construction and the rapidly expanding use of portland cement concrete for structures of every description. Concrete as a material of construction is going through an evolution very much as did cast iron and other metals used in engineering; and this phase of the industry should appeal to the imagination of metallurgical engineers. At first iron was iron-a material of uncertain properties, owing both to small differences in chemical composition and in methods of manufacture. By successive steps iron was studied and knowledge of its properties developed-the striking effects of very small percentages of other minerals and of various heat-treatments.

Jan 1, 1924

By Thomas T. Read

AT this time of the year, engineering schools are releasing a group of young men who probably are, on the average, in much the same attitude of mind as a person arriving at the terminal station of a railway journey; namely, of having a general idea of his objective, but having to make a decision as to just where he is going and how best to get there. The man leaving the train can at first follow the crowd, but it soon breaks up, as one goes one way and one another, until he has to choose his own course. The recent graduate may do the equivalent of following the crowd by accepting the first position offered, but this only postpones a decision as to where he is going and how best to get there. So many young engineers ask for advice as to what to do that the following statement has been prepared as an attempt to make a general answer to such queries. The engineer taking his first job should realize two fundamental relations. The first is that in electing to be an engineer he has elected to be a hired man. A consulting engineer has more freedom than a man on a regular pay roll, but he is also a hired man; hired for briefer periods at a relatively high rate, but under the necessity of simultaneously doing his consulting work and developing new retainers. There is nothing derogatory in being a hired man (all doctors, lawyers and clergymen are hired men), but the tardy realization that he is one seems to give many an engineer a mental jolt that can be avoided if he accepts it from the beginning.

Jan 1, 1926

By George E. Kruger, William F. Butler

The less developed nations maintaining a free enterprise economy (to which this chapter is addressed) have real and substantial opportunities to lay a foundation for general economic progress by using their mineral resources. Most of these nations have mineral resources which could be developed. By seizing these opportunities, nations seeking rapid economic development can secure a source of foreign exchange earnings to finance the imports needed for growth and, at the same time, increase the technical knowledge and well-being of an important part of their population. History clearly shows the manner in which most of the currently industrialized nations have used mineral resources to support their development. Indeed, few nations have managed to achieve a high level of income without a firm base of mineral resource development. The main exceptions appear to be the Netherlands, Switzerland, Denmark, and New Zealand, and the last two have based their prosperity on a highly efficient agriculture. Economic growth in the United States, the United Kingdom, Canada, France, Germany, and Russia was importantly based on the use of indigenous mineral resources. Despite this record of accomplishment through mineral development, many of the currently less developed nations are not taking advantage of the opportunities available in the mineral field. Restrictive laws or practices in many such nations operate effectively to prevent development of mineral resources. This failure to grasp real opportunities for development is based on a series of arguments that the mineral field offers few substantial and attainable advantages. Among these, the following propositions appear the most important:

Jan 1, 1964

AS If see it, then, the engineering advances of which yob have studied here at Golden, the continued growth of. industry that you see about you here in Colorado, and the country-wide progress that I have not time to discuss-these illuminating facts should clear away any doubts as to your future. You have little license to ask, "Where is the call for engineering or what the need? Yankee fashion I might ask you by way of reply, "Have all the mines been opened? Have all the power-houses and transmission lines been built? Have the last improvements in. mill and smelter been in-stalled?" We know that the general answer is No, and the rest of the answer, which tells where are those mines and power plants and what are the new methods and processes in mining and metallurgy, must be sup-plied by you engineers of the future. And anyone who has even casually observed what recent years have brought forth in our profes- sion cannot but envy you your job. Our reconnaissance excur-sion into your future should not be much longer extended, but before turning back there are four landmarks that I would like to point out-not lofty peaks but useful tie points that are worthy of your attention as you traverse the territory of your future work. Two of these are in fact low spots or depressed areas which call for engineering activity; these are commonly called "waste" and "average." The other two are of larger significance and are rather extensive regions in the domain you are to enter and occupy. These larger tracts bear the suggestive place names "fact-finding" and "human engineering" and perhaps will prove to be the heights from which the broadest outlook is to be had in this "pilgrim's progress:" In the first place, waste deserves your attention, al-though I realize that it is possibly the most unpopular word anyone hailing from Washington can publicly utter. Its unpopularity naturally follows from its overuse in the somewhat strong charges made against the industrial and business world some years ago, when the doctrine of conservation was first preached in the land. But waste is a word to be used in an engineering sense as well as for political effect. Properly used, waste is not a word to shy at-rather it is a challenge to the engineer. For example, at present, the loss of 1 kilowatt-hour to every 5 sold is a clarion call to the electrical engineer. Waste is your target to shoot at, the obstacle for you to surmount, the giant for you to slay.

Jan 7, 1928

By SAMUEL GOMPERS

THE name engineer makes a very strong appeal to one who appreciates the mechanism underlying the fabric of our civilization. Engineers are scouts of civilization. We send them ahead into the lone 'places-the wilderness, the jungles, the great watery expanses, to build the highways necessary for civilized man. The engineers must deal with Nature, with that mysterious dynamic thing we call "force," with materials. It is their function to direct the human activity necessary to coordinate these forces and material in order to make them serve the needs and aspirations of men. Because of my high conception of the engineering profession I was glad to accept the invitation to address The American Society of Mechanical Engineers to voice my understanding of the possibilities of your work as engineers of industry, and to suggest what seems to me the responsibility of the-engineer to the whole modern industrial system.

Jan 1, 1921