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By C. Villachica

El presente texto refiere la aplicación del carbón activo como reactivo en las soluciones de los procesos de concentración por flotación minera. La justificación de su uso es porque la mayor selectividad del proceso incrementa significativamente las utilidades de la compañía minera. Asimismo, otros usos del carbón activo en estudio, se extienden a la absorción de iones perjudiciales a la flotación, mejoramiento de la flotación bulk, recuperación de espumante y colector, recuperación de finos, mejoramiento de la sedimentación de los concentrados y la recuperación de la plata y oro de los efluentes de la fundición y relaves.

Oct 14, 1980

By Rubén Céspedes

El carbón es un combustible utilizado en la industria del cemento -en tanto fuente de energía calorífica para el uso alternativo o combinado del carbón. Por ello, el presente texto señala el empleo del carbón en la industria minera a través de un estudio de factiblidad que indique la rentabilidad del cambio y sus aspectos como características del carbón a utilizarse, innovaciones a equipos a montar y la influencia del carbón a utilizarse, así como se plantea la conversión del petróleo al carbón

May 1, 1985

By Suzanne Smith, Frank C. Fantauzzo

Introduction America's workforce is the heart of the nation's economy. The health of its members is a matter of national priority. Statistics show that the most common cause of job difficulties is excess use of alcohol or other drugs. Up to 75% of these troubled employees can be returned to productive careers at little expense and with great benefit to their industries. Of the 1.5 million private corporations in the US, only about 500 have alcohol treatment programs. Even fewer have drug abuse programs. It is time that the myths and prejudices surrounding alcohol and drug abuse are dispelled and help is offered. Corporations and labor unions are now finding that programs to treat these diseases benefit both the employees and the industry. The employee derives health and job security. The company sees increased productivity and decreased costs in sick pay and absenteeism. Unfortunately, three-fourths of the nation's 90.5 million workers are employed in establishments of fewer than 500 employees. In these settings, it is unlikely that either management or the unions will take the initiative in developing programs. Alcohol alone affects the health and productivity of nearly 8% of any workforce. This translates to more than 5 million employees in small business. These workers present an opportunity and a challenge. Alcohol abuse costs the nation nearly $116 billion annually. Seventy billion dollars is attributed to lost production. Medical expenditures related to alcohol are estimated to be nearly $13 billion. The National Institute on Drug Abuse (NIDA) estimates the cost of substance abuse to industry to be in excess of $4 billion a year. In addition to its economic impact, substance abuse has serious personal and social consequences. The mining industry experiences the same exposure as other industries to alcohol, drug abuse, and other employee problems. However, the existence of these problems poses special hazards because of the unique conditions found in mining. Mining has many safety and health hazards. Employees must have full control of their faculties and give full attention to the tasks at hand. Designing employee assistance programs An Employee Assistance Program is a cost-effective, confidential, early intervention system. It is designed to help employees

Jan 11, 1987

By K. MacMaster

"This paper deals with the history, development, present and future of the Employee Assistance Programs in place at the Inco Ltd. operations in Thompson, Manitoba. It should be noted that, although many similar programs exist in various industries and jurisdictions, these programs had to be fine-tuned to meet the needs of Inco employees, having in mind the helping professional resources available in Thompson and its geographic location. IntroductionIn the late 70s, many Canadian industries and the Canadian Labour Congress and their affiliates commenced discussions on the value of the Employee Assistance Program (E .A.P.) philosophy to both management and labour.In the contract signed between Inco Ltd., Manitoba Division and Local 6166, U.S.W .A. in 1981, a commitment was made to establish a joint E.A.P. for the hourly workforce in Thompson, Manitoba. With this background and sequence of events in mind, it is appropriate to explain the methodology and the steps that were taken for the implementation of the hourly program. Development of Hourly ProgramIt was agreed by the company and the union that the committee to develop the program should consist of equal numbers from both sides: three active union members plus an advisor representing the Union and three supervisory personnel plus an advisor representing the Company; in addition, a person familiar with E.A.P.s from the Alcoholism Foundation of Manitoba was to act as a facilitator. The Union appointed a social worker who was working as a counsellor for union members as their advisor , and the company appointed a staff employee who had worked voluntarily in the field of alcohol and drug abuse for many years. The makeup of the committee was extremely important in order to give credibility to the entire process. The makeup of the committee is shown in Table 1.The facilitator selected from the Alcoholism Foundation of Manitoba was well known in the community and highly respected in his profession."

Jan 1, 1989

By K. Tobór-Osadnik, M. Wyganowska, A. Manowska

"The behaviour of employees is an essential issue in the field of occupational health and safety. Safe behaviour is to a large extent determined by, apart from motivation and preventive actions, an employee’s attitude towards hazard. Thus, attention should be given to defining employees’ attitudes, and following that, to the possibility of correcting and shaping these attitudes in relation to hazard and obeying occupational health and safety regulations. The authors have focused on the analysis of employee attitudes to health and safety regulations in Polish coal mining companies, taking into consideration earlier research on the behaviour of selected employees. The paper presents the methods used to identify Z-type (passive) behaviour. Next, this behaviour is analysed to identify differences between a Z-type employee (enslaved) and other employees. To conclude, the paper presents a list of possible motivational tools that may be used to encourage occupational health and safety in Z-type employees. IntroductionThe technical state of equipment and conditions in the workplace greatly influence occupational safety. However, the deciding factor influencing the rate of accidents in the workplace is the frequency with which employees practise risky behaviour. Factors such as the social conditioning of conduct and motivation for organizing safe work conditions have been included in the notion of creating a positive culture of work safety. This notion has been approved as one of the main goals in management (Studenski, 1996).Safe behaviour is to a large extent, apart from motivation and preventive actions, determined by an employee’s attitude towards hazard. All actions undertaken in the field of occupational health and safety, including training, motivational systems, or imitation of behaviour resulting from a high culture of occupational safety in a given work environment, will not bring about the desire effects if workers have an inappropriate attitude towards occupational health and safety regulations."

Jan 1, 2017

By N. Mashaba, D. Botha

The aims of this study were to investigate the factors that influence women’s engagement in technical positions in the South African mining sector and to determine what could be done to promote their successful participation. A convergent parallel mixed-methods research design was used to ascertain the factors that facilitate, inhibit, and influence engagement. In the quantitative phase of the study, questionnaires were circulated to women employeees; and in the qualitative phase, semistructured interviews were conducted with employer representatives, most of whom were human resource personnel. Confirmatory factor analysis showed that the three-factor structure (vigour, dedication, and absorption) of the Utrecht Work Engagement Scale fit the sample data reasonably well. Although there is room for improvement, respondents demonstrated acceptable levels of engagement in their work. On the other hand, the qualitative findings showed that employee engagement is impacted by unfavourable working conditions, work–life balance, and the mining industry’s male-dominated work culture. The findings showed that employee engagement should be elevated to a core human resource function. To increase the participation of women in mining, human resource professionals are encouraged to collaborate with mine supervisors, managers, and employees to develop programmes that promote employees’ absorption in and dedication to their work.

Nov 6, 2023

By J. M. Larkin

GOOD will is becoming recognized more and more as a necessary business asset, and a successful concern must have the good will not only of its customers and the public, but of its employees. Management -enlightened management-recognizes this and will go the limit to get it. Progress depends on cooperation, and in industry cooperation must be based on the acceptance by employ-ers and employees of some practical application of the principle that capital and labor are interdependent. Capital cannot exist without labor, and labor without capital is helpless. The development of each is depen-dent on the cooperation of the other. Confidence and good will are the foundation of every successful enter-prise, and these can be created only by securing a point of contact between employer and employee. We feel that one of the most effective agencies for promoting good will between employers and employees is through some well organized method of conference and have consequently adopted, to accomplish this, a plan of employee representation. The plan inaugurated by the Bethlehem Steel Co. about four years ago, which provides for the election by secret ballot of representatives by and from among the employees, has for its purpose three fundamentals; namely, to give the employees a voice in the determina-tion of the conditions under which they work, to furnish machinery for the prevention and adjustment of differ-ences between employees and management, and, so far as possible, to provide and foster continuous employment. The constitution and by-laws adopted take care of the detail in setting up machinery for the functioning of the representatives of both management and men, but the spirit with which the plan has been carried out and the results which have been accomplished are of far greater importance than the plan itself. The Bethlehem plan, which has been in operation since October, 1918, can no longer be classed as an experiment. The original by-laws provided for amend-ments and, as was anticipated, changes and improve-ments have been made from time to time by mutual agreement. The operation of the plan for over four years shows it to be fundamentally sound and that it must therefore be conceded a success.

Jan 2, 1923

By T. M. Gurr

It is estimated that in excess of one-half million chemicals are used throughout the American workplace. Hundreds of new chemicals are also being introduced into the workplace annually. Exposure to some of these chemicals can be harmful to workers and to the environment. The Occupational Safety and Health Administration (OSHA) estimates that approximately 25% of the U. S. labor force or approximately 25 million workers are exposed to one or more chemical hazards each year. OSHA has determined that this poses a serious problem for workers exposed to such chemicals. Chemical exposure may cause safety and health problems. Health problems can include a cause or contribution to heart ailments, kidney and lung damage, sterility, cancer, burns, and rashes. Safety hazards can include the potential to cause fires and explosions and other serious accidents.

Jan 1, 1989

By Howard B. Gundersen

CURRENTLY the mining industry faces the twin tasks of producing metals in the largest possible amounts and doing it with a dwindling and less experienced labor supply. A manpower shortage during this emergency appears inescapable. It therefore becomes necessary to develop the highest possible efficiency. Employee training is a concomitant of economical, high production. Training keeps employee morale high, reduces waste, improves skills, and increases production without speed-up or overload of workmen or supervisors.

Jan 9, 1951

By Cleveland Dodge

THE present organization of Copper Queen employ-ees, known as the Employees' Conference Com-mittee, is really an outgrowth of the former Grievance Committee, which, in turn, had developed from the original Hospital Committee. The relatively small membership of these older organizations, the practical limitation of their activities to the presenting of grievances, and their lack of initiating powers, were the principal defects which the plan now in operation seeks to overcome. A somewhat parallel scheme was instituted in our Sacramento Hill division about four years ago; this gradually developed into the Ways and Means Committee, which, in addition to providing a forum for the discussion of operating problems, was instrumental in establishing an excellent and mutually satisfactory bonus system. Before recommending adoption of the plan now in force, we made extensive inquiries among those who have had any experience in such matters, and ended by proposing a modification of a scheme developed by John Leitch,1 which was characterized by its similarity to the constitution of the Federal Government. As finally remodeled, the. plan was submitted to vote of the entire working forces at the Copper Queen mines, and was adopted by them in May, 1920. Mining opera-tions since that date have been so interrupted that it is scarcely possible to state exactly what the results have been. The following quotations are from a printed pamphlet containing the constitution of the organization, as finally adopted. The first extract is from a letter addressed by the management to the employees: The plan submitted for your approval and adoption is modeled after the constitution of our own country, under which every individual is given an opportunity for advancement, according to his ability and determination, and every citizen is given a voice in the laws that shall govern him. So it is to encourage the individual employee in advancement, and to give him a voice in making the rules that shall govern his conduct, that we favor the adoption of the proposed constitution.

Jan 1, 1923

Readers of recent Bulletins have doubtless observed that the problem of improving both material and moral condition of employees is receiving close attention from influential members of the Institute. This will lend interest to certain developments and investigations that have been reported elsewhere.

Jan 5, 1918

By AIME

SUPPLEMENTING surveys of the engineering profession regarding salaries and advancement, based upon data from individual engineers, a survey through a questionnaire to employers of engineers has recently been made by a subcommittee of the Engineers Joint Council's Committee on the Economic Status of the Engineer. Its object was to learn directly from employers their attitudes and policies pertaining to the selection, training, placement, advancement, guidance, and professional activities of engineering graduate employes. The questionnaire was sent in May 1946 to 174 employers of engineers, including colleges. Replies were received from 104 employers in nineteen fields of industry, who employ about 2,000,000 persons, about 40,000 of whom are engineers. The following general observations are based on the questionnaires returned. Who Are Hired? Of the co-operators 96 per cent employ cadet engineers directly upon graduation from engineering schools, but only 4 per cent recruit their engineering staffs exclusively from the new graduates. About 43 per cent hire more than half of their new engineer employes after one or more years' experience with other employers. This is evidently a matter of necessity or expediency rather than preference, because more than sixty per cent of those reporting indicate that they prefer to hire the new graduate.

Jan 1, 1947

By Anton Gronningsater

AT the present time we hear a great deal about organization of labour, collective bargaining, workmen's councils, and company unions; about C.1.0. with its principle of vertical unions and A.F.L., largely based on craft unions; and about provincial and federal laws for protection of labour's right to collective bargaining. What we perhaps hear too little about is corresponding organization of the employers, although it recently is mentioned more frequently. I will only mention W. H. Davis, Chairman of the United States War Labour Board, who has had and is having plenty of experience in this field and has also studied labour conditions in Europe-in Sweden for instance. He has repeatedly expressed the opinion that where employer-employee problems are involved, a thing badly needed in America is organization of employers as well as employees to get some order in the present chaos. With this I agree. I believe a strong organization on one side necessitates a correspondingly strong organization on the other side; that has at least been the experience in the industrialized countries in Europe. I happen to be fairly familiar with conditions in Norway, where they have struggled with these problems for fifty years, and a talk on the history, development, and present state of employer-employee relations in that country might perhaps be of interest as giving a general picture of the development of such relations in the northwestern European countries as a whole. The talk was originally given to the Fourth Year students in Mining and Metallurgy at the University of Toronto. I have changed it somewhat to fit a different audience, but I hope you will make allowances if you now and then are reminded of the school auditorium. I will try to be as objective and factual as possible, but it is probably unavoidable that some of what is said is coloured by personal opinion.

Jan 1, 1943

By Bauer, Steve, Colin Goodwin, Gerald, Randy Dempsey, Courtland

"The City of Ottawa’s Combined Sewage Storage Tunnel consists of two interconnected tunnels totaling 6.2 km with a diameter of 3m including access shafts and hydraulic structures which connect to the City’s most critical sewers. This tunnel will be built 15m to 30m below ground in the downtown core adjacent to, and crossing below, the Light Rail Tunnel, which introduces additional considerations in terms of sequencing and risk mitigation. The City embarked on a unique Procurement Process to address the risks involved with a large tunnel project and those associated with tunneling below downtown, underneath and adjacent to UNESCO World Heritage Sites, and connecting to live critical sewers. This paper describes the unique procurement approach employed and the contractual risk mitigation measures developed to provide the best value while minimizing risk. Specific features include Market Sounding, using a Fairness Commissioner, Contractor Prequalification and Risk Mitigation Measures in the Tender documents. INTRODUCTION This paper describes how the City of Ottawa (the City) and the project design team developed a strategic Procurement Process and Tender that incorporated industry best practices for technical and contractual risk management for the Combined Sewage Storage Tunnel (CSST) project. The process was unique in that, while it employed a systematic review of project risks, it also solicited input from industry, stakeholders and provincial and federal partners to develop the request for Tender for this traditional design-bid-build project. Key drivers for this approach were initiated from the City’s concerns for cost control, cost certainty and overall project risk mitigation. To address these concerns, the City implemented the risk review and mitigation process right from the project design team selection. It was critical that the project design team embraced this risk management philosophy and carried it through each phase of the project. This paper serves as an excellent resource for municipalities or other owners embarking on a similar tunnel project, on how to properly apply industry best practices and the benefits of using them."

Jan 1, 2016

By A. Vasenev

The quality and durability of asphalted roads strongly depends on the final step in the road construction process; the profiling and compaction of the fresh spread asphalt. During compaction machine operators continuously make decisions on how to proceed with the compaction accounting for project specific aspects as: ambient conditions, road geometry, roller type, asphalt mixture characteristics and behavior of other machines. In discussions over quality improvement in road construction it is often suggested to robotize rollers. To operate such robots would of course require operational strategies and routines. The reality of this moment is that these operational strategies and routines are not documented. To identify the existing best working practices and, ultimately, to proceed with developing automated robotized compactors, the knowledge of machine operators should at first be explored and described in a formalized way. Unfortunately operators have difficulty verbalizing their expertise. Observation of behavior, as machine movement patterns, could be helpful to extract the operational strategies, but such observations are time and labor consuming. To overcome this burden we developed a Virtual Reality (VR) environment. In this VR environment operators perform compaction virtually, and their operational choices are traced and analysed. This paper describes this VR development and explains how it helps in following machine operators and extracting their (tacit) professional knowledge. The road geometry and the working conditions are visually represented; the operators show - rather than explain - how they would proceed with the compaction process in the given conditions. Movements of virtual machines are documented, analysed, visualised and discussed. This VR approach is expected to contribute to learning, to more formal description of operational strategies; stepping stones towards compaction algorithms for roller robotisation.

Aug 1, 2013

By C. McKinnon

Climate change is the central challenge facing the mining industry, wherein producers must simultaneously ramp up production to provide the raw materials for clean technologies while transitioning to carbon neutrality. While transitioning to renewables will take time, mines can start improving energy efficiency while improving productivity today. This paper proposes a novel technology ecosystem that can help. By monitoring mine shovels, loaders, haul truck paths, and conveyor belts, the proposed technology enables particle size measurements throughout the operation, truck and belt volume monitoring, ground engaging tools monitoring, and boulder detection.

Mar 2, 2022

By J. Sidhom, W. Fourie

"As the mining industry continues to face difficult challenges the need to persistently focus on productivity and utilization of labor and equipment costs will intensify. With these challenges in mind, Komatsu is helping to bring mining performance and analytics to the next level.By evaluating underground haulage, a significant component of the room and pillar mining value stream, variables have been identified and sensitivities have been performed to show opportunities to balance and streamline throughput. As a result of applying operational excellence tools to the mining environment, Komatsu is seeking to optimize mining performances by limiting waste, simplifying the process, increasing productivity and machine utilization, as well as removing workers from harm’s way.These days it’s not enough to work harder; mines have to work smarter. Improving efficiency, reducing costs, increasing safety: these are no longer nice to haves, they are must haves.Starting with the best products and the right people is a first step, but then what? How do mines take their operations from average to being a top performer? By using operational excellence principles aimed at eliminating waste, simplifying processes, automating where possible and removing people from harm’s way.The fundamentals of operational excellence (OpEx) are based upon the process of define, measure, analyze, improve and control (DMAIC). DMAIC is an improvement cycle that helps with, for example, haulage optimization by: defining the issues and problems in the process as well as the areas of improvement; measuring and collecting mining operational data by time study and equipment monitoring system; analyzing through sensitivities and production modelling to determine root causes and then improving the performance and controlling the operation.Komatsu uses OpEx or lean principles inside its organization to drive efficiency, but it also helps its customers employ them to achieve new levels of productivity and safety.These same principles can be applied in most situations to streamline processes, improve operations and deliver value."

Jan 12, 2017

By J. Sidhom, W. Fourie

"As the mining industry continues to face difficult challenges the need to persistently focus on productivity and utilization of labor and equipment costs will intensify. With these challenges in mind, Joy Global is helping to bring mining performance and analytics to the next level. By evaluating underground haulage, a significant component of the Room and Pillar mining value stream, variables have been identified and sensitivities have been performed to show opportunities to balance and streamline throughput. As a result of applying operational excellence tools to the mining environment, Joy Global is seeking to optimize mining performances by limiting waste, simplifying the process, increasing productivity and machine utilization, as well as removing workers from harm’s way. These days it’s not enough to work harder; mines have to work smarter. Improving efficiency, reducing costs, increasing safety: these are no longer ‘nice to haves’, they are ‘must haves’. Starting with the best products and the right people is a first step, but then what? How do mines take their operations from just OK to being a top performer? By using operational excellence principles aimed at eliminating waste, simplifying processes, automating where possible and removing people from harm’s way. The fundamentals of operational excellence (OpEx) are based upon the DMAIC process, which stands for define, measure, analyze, improve and control. DMAIC is an improvement cycle that helps with, for example, haulage optimization by: defining the issues and problems in the process as well as the areas of improvement; measuring and collecting mining operational data by time study and equipment monitoring system; analyzing through sensitivities and production modelling to determine root causes; then improving the performance and controlling the operation. Joy Global uses Joy OpEx or ‘lean’ principles inside its organization to drive efficiency, but it also helps its customers employ them to achieve new levels of productivity and safety. These same principles can be applied in most situations to streamline processes, improve operations and deliver value. As applied to mining, OpEx is seen as moving the needle on value creation by first identifying the value stream, then analyzing the areas that are not optimized. Once defined, these areas are ‘designed out’ of operational processes to create an automated operational flow. At a US coal mine, Joy Global was brought in to apply Joy OpEx principles to optimize mining and haulage to improve productivity and reduce costs. This multi-phase process started by defining the existing systems challenges to start finding areas for improvement."

Jan 1, 2017

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) The governing body of the Imperial College of Technology, London, S. W. (Royal School of Mines), will shortly proceed to the appointment of a Professor of Metallurgy. This important Chair has been filled in the past by such eminent metallurgists as John Percy, Sir William C. Roberts-Austen, and others. Inquiry has been received at the office of the Institute for an engineer to examine a mica, deposit in one of the New England States. The position of converter blower at. a side-blow Bessemer steel casting plant is vacant.

Jan 4, 1913

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons. ) A member, technically educated, with 20 years' practical experience as engineer, assistant superintendent, superintendent, and manager of large mines and mills on construction and operation, also experience in mine examination, is open to engagement. Metallurgist of 18 years' experience in Mexico with large plants is open to engagement. Last position, superintendent of copper smelting works. Best line, copper and lead smelting, but also experienced in mine valuation and ore-treatment investigation work. Speaks Spanish. A member of the Institute and graduate mining engineer with 10 years' experience in the Lake Superior copper district, also practical experience, desires position as superintendent or manager. Member, graduate mining engineer, experienced in mine and mill work, geology and field work, one year in the hydrometallurgy of copper, is open for engagement Aug. 15. A member, at present in the Southwest., desires a position as assistant superintendent or assistant manager with a mining company operating in Washington or Alaska. Experienced assayer and engineer. A member, technical graduate, with nine years' mining experience as assayer, engineer, foreman, manager's assistant, and superintendent of large development and operating mining companies in the United States and Mexico, is open for engagement. A member, technical graduate, 33 years of age, 11 years' experience as chemist, metallurgist and superintendent of lixiviation plant and in charge of construction of cyanide mill, desires position as assistant superintendent or superintendent of mining or milling company in United States or Canada. Young man, technical graduate, two and a half years' experience in chemical laboratory, desires position as chemist.

Jan 9, 1913