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By L. Bloom

"Man-Made Parameters" refers to the importance of selecting appropriate analytical procedures to acquire useful chemical data. The correct procedures are particularly critical at the sample preparation stage where decisions concerning pulverizing equipment, sample size, contamination and dissolution will impact on the final results independent of the instrumental method of analysis. Several experiments were designed to quantify the impact of these approaches.

Jan 1, 1993

By Ted M. Noskiewicz, James A. Ramsay

INTRODUCTION During the various stages of an underground project from inception through design and construction, probably the single factor of most interest and concern is the nature of the ground. The ground conditions more than any other item govern costs and feasibility; and although the methods available for assessing the ground have become increasingly reliable during the past thirty years, it is still very difficult in many cases to predict the behaviour of soil and rock during and after excavation. To help in this ground evaluation process, we have frequently supplemented the boring program with one or more large diameter inspection holes; and during the past eighteen years, seventeen of these holes have been constructed on tunnel projects which we have designed. There are references in the literature to similar inspection holes (1); however, as far as we are aware, no detailed description of them has been published. The behaviour of soil or rock during and after excavation and the effect of ground water on tunneling operations are of vital interest to tunnel designers and contractors. A comprehensive geotechnical investigation is therefore among the early and most important tasks carried out on a tunnel project and the backbone of every geotechnical investigation is the boring program. A series of borings, typically 50 to 100 mm (21 to 4 in) diameter, are drilled from which soil samples or rock core are recovered and the ground water observed.

Jan 1, 1979

When Australian voters elected a Labor Government in March 1983 the value of the Jabiluka uranium deposit as an asset of Pancontinental Mining Limited effectively evaporated overnight. The day before the election, Jabiluka was Pancon's principal asset, with the Company's 65% stake in the deposit having a market value of the order of $US1 billion. This value had been set by an agreement reached with a potential customer, who was prepared to pay $US150 million for 10% of Jabiluka. The months before the election had been the culmination of ten years of unremitting effort to bring what was then the world's largest reserve of high'grade uranium ore into production. These efforts had included two and a half years of negotiations with the local aborigines, as well as exhaustive environmental studies and conceptual mine planning. All domestic approvals required to develop the Jabiluka deposit had been given to Pancontinental and marketing efforts had successfully placed about 50% of the expected uranium production with overseas utilities. It appeared that Jabiluka was about to emerge as one of the world's great mining enterprises. The election of a government with an anti-uranium policy stopped Jabiluka dead in its tracks. Pancontinental's largest asset had effectively become worthless and the Company appeared to be facing a bleak future.

Jan 1, 1987

By Gordon E. Jackson

I read a book the other day called Opportunity 2000. The book, Opportunity 2000, talks about what's going to happen in the next nine or ten years as we propel ourselves through the 1990s into the 219 century. The book, Opportunity 2000, is a futuristic book, somewhat like Megatrends. It said that by the year 2000, baby boomers will be old people, and when you got here before the baby boomers, how does that make you feel? It said that there will be more women in the American work place by the year 2000 than men. The book, Opportunity 2000, discusses diversity. The big challenge for the 1990s is ?diversity?. We'll have the D-word in the 1990s. We had the G-word in the 1980s ? ?global.? Diversity in terms of more immigrants, more minorities, more females into the American work place, but also value systems diversity. We'll have to deal and adapt to four different generational clusters in dealing and interacting with employees and management in the 1990s-value systems diversity. I think there will be five generational clusters that we'll have to deal with. Massey says four. He says we'll still have the old people around, the World War II mentality; those who

Jan 1, 1991

By HAROLD VINTON COES

MANAGEMENT has been tersely defined as getting things done through the efforts of other people; but before we proceed further, let us distinguish between administration, management, and organization. Oliver Sheldon in his book, "The Philosophy of Management," offers the following definitions: Administration is the function in industry concerned in the determination of the corporate policy, the co-ordination of finance, production, and distribution, the settlement of the compass of the organization, and the ultimate control of the executive.

Jan 1, 1943

By Chunbao Z, Zhenchuan Z

As known to the international mining sectors, Hunan province, called as ' Nonferrous Native Area ', is the main base of nonferrous metals Pro- duction in China. There are over 194 nonferrous mines in this province, most of them distribute over the basin of Xiangjiang River. The state of management of wastewater in Hunan's nonferrous mines is outlined.The experiences and economic benefit in the management and treatment of wa- stewater in Bofang and Mayang copper mines, and at Shizhuyuan polymeta- llic mine, are mainly introduced. It concludes with measures and recommendations for future management and treatment of wastewater in Hunan's nonferrous mines.

Jan 1, 1988

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By T. W. Camm

"As engineers, we are trained to use logical, rational problem solving to insure our mines operate at maximum efficiency. We tend to use the same technical approach to design safety into all mining systems. This works well for machines, but not so much for the human component. Recent insights in the field of behavioral economics provide useful ideas for addressing the fact that we are driven by emotions more often than by rational thought. Understanding the nonrational aspect of human behavior is an important piece of any safety system design. INTRODUCTION The most common economic model is based on humans making rational decisions; that given the proper information, we will make a logical, rational decision based on what is best for ourselves (Ariely, 2009, p. xviii). In many cases this is an accurate description of how we make decisions. As an engineer, I was trained to apply the precision of mathematics and logic to solve problems. As an engineering professor, I now teach this approach to bright young minds preparing them for a life of professional effectiveness as practicing engineers. That said, we are not only rational. Daniel Kahneman, winner of the Nobel Prize in Economics, describes a model for how we think (Kahneman, 2011). System 1 is the part of our mind that is fast, intuitive, and emotional; while our logical, slower, and deliberative mind is System 2. According to Kahneman’s model, System 1 runs automatically, most of what you think and do originates in System 1. System 2 takes over when things get difficult, including the application of math and logic, and the resolution (or avoidance) of conflict. As engineers, we would typically assume that we operate in System 2 mode most of the time. This is where the model becomes useful, for Kahneman points out two important aspects of the dynamic between the two systems in our mind. First, System 1 has biases, systematic errors that lead to answering questions with an easier answer (rather than a right answer) before System 2 is engaged. Second, we can be blind to the obvious, and also be blind to our blindness. Complicating things further, System 1 cannot be turned off (Kahneman, pp. 24-25)."

Jan 1, 2015

By H. V. S. Tingley

My topic today is future trends in compensation for the mining industry. I seldom get the chance to speak about a subject of such immediate interest to an audience, so I would like to make the most of this opportunity by telling you that everybody in this room will become rich beyond his wildest dreams in the next few years. I would like to open my talk that way, but in compensation, like everything else, there is a great gap between dreams and reality. Back to reality. When we talk about compensation, we?d better define our terms because the compensation is really an umbrella for five basic types of payment made to management personnel. Slide 1 identifies these elements of compensation.

Jan 1, 1980

By Theodore Barry

The task of developing controls in the mining and manufacturing industries to give them a tighter grip on operating costs has afforded this author an interesting vantage point for observing certain practices common to both industries. Of course, each of these industries has problems unique to itself, but all industries have many common problems. After all, every industry is a business and every business is concerned with the task of producing its wares as profitably as possible. While many differences between businesses in different industries are known, the author is convinced through experience that the mining industry has much more in common with the manufacturing industry than is generally acknowledged. Four principal questions come to mind in the comparison of mining with manufacturing: How different are the management control methods in these two worlds? How do both industries go about the task of controlling costs? How does the mining industry compare in terms of the effectiveness of its workers? And perhaps most important, what can the mining industry learn from what the manufacturing industry is doing?

Jan 11, 1962

By Phil A. Keele

"IntroductionGeneralThe Genesee Coal Mine is a joint venture of Fording Coal Limited and the city of Edmonton. The mine supplies thermal coal to the Genesee Generating Station operated by Edmonton Power and is located approximately 75 km southwest of Edmonton (Fig. I).Under the terms of the joint venture agreement, Fording Coal Limited has designed and developed the Genesee Coal Mine. Fording also operates the mine which has a minimum economic life of thirty-five years. Mine development started in the spring of 1987 with the construction of the dragline erection pad and mine service complex. Major development of mining areas was carried out in 1988 with the construction of haul roads, powerlines, topsoil recovery, etc. Mining officially commenced on December 14,1988.The mine produces 1.6 million tonnes of coal per year and employs 65 people. MiningGround conditions have turned out to be very poor, as expected with the majority of the overburden in the first few years a soft lacustrine clay with minor amounts of fine-grained glacial till. To compound matters, what was expected to be a relatively uniform coal subcrop turned out to be a very irregular erosional contact.The coal mined at Genesee is a sub-bituminous Class B thermal coal with approximately 16070 ash, 21% moisture, 8300 Btu/lb and 0.27% sulphur on an as-mined basis.The primary piece of mining equipment used at the Genesee Coal Mine is a M8200 walking dragline. It has an effective operating radius of 100.6 m, a 50.5 m3 bucket, and weighs approximately 3860 tonnes yielding a ground pressure of III KN/m2•Figure 2 illustrates schematically the single pass mining sequence presently employed at the Genesee Coal Mine. The M8200 is used to lift all coal out of the cut, the coal being placed in stockpiles on the prepared pad .This method maximizes coal recovery under the conditions where spoil failures due to poor material would otherwise put men and equipment at risk. The coal is subsequently loaded by the coal shovel operating on the same bench as the M8200 dragline and delivered to the plant as required.All mined areas, as required under Alberta Legislation, are to be returned to an agricultural land capability equal to or better than that which existed prior to mining. Reclamation activities, as a result, are an important and integral part of the mining process. A complete list of the primary mining equipment deployed at the Genesee Operations appears in Table I."

Jan 1, 1994

After the last world war, management tended to change from an acquired skill more associated with experience than formal training, to a specific widely-recognised specialism requiring an involved formal education process.That process, of necessity, required the development of business schools, M.B.A. courses -indeed the setting up of professional chairs to deal with the intricacy of general management development.Management research burst forth bringing forward new and exciting theories which developed new techniques, tools and terms.

Jan 1, 1985

This paper looks at the development in management education for engineers at the undergraduate level with particular reference to mining engineers. The management core content of the engineering degree course at Ballarat C.A.E. is described is some Detail.

Jan 1, 1986

By Robert C. Peddicord

Application of Quality Management philosophies and techniques commonly referred to as Managing for Continuous Improvement, Team Management , or Managing for Consistency is required in today's mining, manufacturing, and service industries in order to meet quality demands, beat competition, lower costs, optimize operations, effectively use personnel, improve morale, and enhance profitability. Most of these phiosophies and techniques are known to today's managers but either have fallen into disuse or were never allowed to surface in the corporate environment of the organization. Managers should review and adopt the philosophies and techniques of Quality Management and use them to revitalize their organizations and bring about a "paradigm" shift in the way we manage, thereby achieving the goals listed above.

Jan 1, 1991

By E. Kuipa, J. N. Lekunze

The selection of an underground mining method stems from a multivariate analysis that considers geomechanical, geological, economic, and operational parameters. Even after identifying the most compatible method, there is no assurance that the mining company will achieve the best performance. The geological complexity of some deposits requires adaptations of methods described in the literature to obtain more selectivity and reduce mining waste. There are some studies on geometry of underground structures, but a methodology that describes an adaptation of a room-and-pillar mining method for ore bodies with down-dip varying from 20° to 25° is novel. The present work aimed to reduce dilution by adapting the traditional room-and-pillar mining method (TRP) to inclined ore boLittle attention has been paid to the rehabilitation of derelict and ownerless mines in South Africa after their lifespan. This paper aims to explore management gaps in legislation that have resulted in the non-rehabilitation of derelict and ownerless mines in South Africa. There is growing evidence that supports the distressing effects of mining on people living around these mines in the North West Province. This paper was motivated by the current socio-economic status quo of old mining towns, the influx of illegal miners (Zama Zamas), severe environmental damages, and the violence associated with derelict mines. Underpinning this research was an ecosystem approach and integrated resources management principles, which formed the foundation for the decision-making process.The researcher used a mixed-method approach and employed convergent techniques. A semi-structured instrument was used to collect data from 200 respondents. The results indicated that there is a dire need for community-based consultative processes, and an absence of clear guidelines for derelict and ownerless mines to pressure mine management to adhere to rehabilitation standards. Moreover, the mining charter is ambiguous regarding policy implementation, budgetary allocation, and duration of the rehabilitation of these mines. The paper concluded that management challenges associated with derelict mines can be reduced if all stakeholders follow the guidelines as outlined in the environmental legislative framework (NEMA) of South Africa while being open to innovations in line with international best practices. It also contributes towards the development of guidelines for the management and implementation of legislation related to derelict and ownerless mines in South Africa from a philosophical, theoretical, and policy perspectivedies. This new method is entitled short-hole room-and-pillar (SHRP). The equations that measure the dilution are defined according to the geometry of stopes and openings. The results comprise comparative analyses of the operational and planned dilutions to measure the performance of the SHRP method. The average operating dilution of the SHRP method was more than five times lower than the planned dilution according to the TRP method. Low operational dilution indicates high selectivity of the method and its potential to reduce underground mining tailings.

Oct 9, 2024

By W. W. Beddow

TWENTY years or so ago I wrote an article on management which consisted mostly of a chart similar to thousands of others of that day showing line functions, staff functions, and the chain of command in a typical mining organization. Since hen we have been "bossing" from the faces to the swivel chair and we have made many errors of no little expense to our companies. We have kept the chart in mind but many times we have changed the functions to fit the people we have had to work with. Good management after all is getting results with the people, the equipment, the supplies, and the natural conditions of the coal seam or seams and adjacent strata present. We have made, with little effort, a good showing with average people and equipment in good natural conditions. We have made a miserable showing (although expending every personal effort) with better than aver- age people and equipment in bad natural conditions. In the latter case many of our stockholders felt that better management would have found some way to save their investment. Perhaps they were right.

Jan 1, 1944

By William Gleason

The mining industry is a unique space. It is one in which geologists and chemists can intersect with computer and data science professionals daily. The industry requires expertise in not just mining and metallurgical engineering, but also electrical, mechanical, environmental and more. It requires expertise in worker health and safety, behavioral science, finance and economics, as well as human resources management. The locations of mining operations are often in remote corners, and for underground activities, they are unlike anything else in the world. The industry presents those who join it a wealth of opportunities, but often struggles to overcome incorrect perceptions of safety, labor and environmental standards, making it difficult to recruit and retain employees at a time of increased demand for mined materials.

Dec 1, 2025

The technological advancement in computing power and the increasing demand for information processing systems spread throughout many aspects of a corporation's business activities has revolutionised management information systems departments. This revolution is manifest in the proliferation of mini-computers and micro-processors as well as the planned or unplanned migration from centralised processing to distributed processing. The total data processing investment in people, hardware, software and telecommunications has reached a high level in many organisations. Therefore, the cost of inadequate planning or ad hoc growth of systems can be considerable. The concept of MIS systems planning has gained adherence in recent years; however, there appears to be a wide diversity in the effectiveness and quality of corporate systems plans. To be effective a systems plan must have the support and concurrence of executive management of an organisation. A disciplined planning approach to systems together ,with the involvement of senior user management as well as MIS management is necessary to develop a satisfactory systems plan that forms the basis of a corporation's data processing strategy.

Jan 1, 1980

By G. V. Fernandez

Sociedad Minera Cerro Verde S.A.A leaches secondary copper sulfides. In recent years, the mine has introduced innovations that have improved the management of mineral crushing, agglomeration, curing, and leaching. The crushing plant, for example, uses the concepts of degree of balance and percentage of time in an operationally balanced state which, displayed in real time, facilitate more intensive and uniform utilization of the crushers. High agglomerate quality is ensured with the correct dose of moisture, which is adjusted to the changing characteristics of the mineral through the use of electrical conductivity measurements. The amount of acid used for curing the agglomerate is also adjusted by using quality control information. Finally, the stockpile irrigation regime is managed using the criteria established by the "Lixiviant Request Rate", which optimizes the addition of leaching solution, creating such benefits as faster recovery, and reduced acid and energy consumption.

Jan 1, 2007

By Ben F. Dickerson

For a number of years in office bull sessions, I have not so jokingly discussed the engineering or management fiasco of the year or decade. Usually, governmental projects are in the vanguard, such as tanks that won't tank, or heavy water plants that don't produce heavy water, etc., etc., all to the flutter of the taxpayers' hundreds of millions, or billions of dollars. The mining industry has also brought forth a share of this type of fiasco. Ordinarily, due to lack of funds, not opportunity, the stockholders only stand losses of a few tens of millions. Little knowledge of these major errors gets to the outside world, for the ordinary stockholder is usually not very alert, and managements are extraordinarily adept at discreet midnight internments in the fine print of the footnotes of annual reports.

Jan 1, 1975