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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

POSITIONS VACANT (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Wanted for a mill on the Ivory Coast of Africa an experienced amalgamator and millman. Salary, $160 to $200 per month. No. 18. ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Chemist-metallurgist of broad technical training, university graduate, with experience in chemical and metallurgical research work, desires position, preferably in the East. Has successful past that stands investigation. No. 73. Member, mining and metallurgical engineer; thorough technical training, Ph.D., Columbia University, aged 39, married, with-an-extensive experience in smelting, mining, and economic geological work in U. S., Mexico, and South America, desires position as assistant to the Manager or Superintendent, or as a director of experimental and research work, with a reliable mining or metallurgical company. The West, Mexico, or South America preferred. No. 98.

Jan 6, 1914

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members) Member, aged 32. Fifteen years' experience in the mining, quarrying, and manufacture of gypsum and gypsum products, as purchasing agent, designer, operating manager and managing executive. Thoroughly familiar with the business in all branches, especially the organization of efficient producing forces and machinery and the value of cost and their application to manufacturing. Desires responsible position with a financially reliable concern in the same or similar business in which an interest may be obtained at a later date. Now doing consulting work, but free for appointments after April 1. New York or Philadelphia. No. 345. Member, technical graduate. Unmarried. Aged 32. Seven and one half years' experience in mining, timbering, and mine sampling. At present, and for past two and a half years, mine sampler for well known and highly successful mining company. Desire change. Go anywhere. Prefer assisting Mining Engineer. No. 346. Member, 40 years old. 18 years' experience in examinations and operation in the United States, Mexico and South America. Especially successful with poor class of labor. Open for engagement in any part of the world, in technical, administrative or consulting work. No. 347. Member, technical graduate. Sixteen years' experience as engineer, superintendent, and manager in metal mines. Exploratory . work, developing and equipping new properties. Operation of large mines, and various systems of mining. Low costs. Specialized in iron and copper mining, but have had some experience in zinc, lead and pyrite mining. No; 348.

Jan 4, 1917

ENGINEERS AVAILABLE. (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Member, graduate of College of Mines of University of California, with 12 years' operating experience in mining and milling in California, Canada, and Mexico, is open for engagement. Speaks Spanish fluently. No. 17. Mining engineer and metallurgist open for engagement Jan. 1 as superintendent of mines or constructing engineer. Technically educated, with 14 years' experience in United States and Latin America in concentration, amalgamation, cyaniding, constructing. At present building large modern .all-sliming cyanide mill in Central America. No. 18. Member, mining and metallurgical engineer, is open to engagement. Specialty, the treatment of copper ores. Nine years' experience in the operation and also in the design and erection of copper smelteries. Four years true pyrite smelting. Able to organize the administration, accounting, etc., of a large plant. Speaks a fair amount of Spanish, Russian, German, and French. Qualified to take charge of a large smeltery, or to act as assistant to manager of a combined mining and smelting concern. No. 19. Member, technical graduate, 33 years old, 11 years' experience as chemist, metallurgist, and superintendent of lixiviation plant and in charge of construction of cyanide mill, is open for engagement. Speaks Spanish. No. 21. Member, lately with the Bishop Creek Milling Co., California, is now open for engagement as mine superintendent or superintendent of construction of mine and mill structures. No. 25.

Jan 12, 1913

(Under this heading will be published notes sent to the Secretary of the Institute of members or other persons introduced by members) Young mining engineer, and geologist, member, technical, graduate with four years' varied mining experience in the West and Southwest as miner, surveyor and engineer. Past 18 months, work in mine geology, mapping and examinations. Would prefer assisting consulting engineer or work with exploration company in foreign service. Unmarried. Age, 28. No. 331. Member; aged 35, married, with 10 years' experience in the Southwest, thoroughly competent to take full charge of mining and milling operations. Particularly fitted to handle either gold or tungsten producers. At liberty February 1. Will go anywhere. No. 340. A member wants a roving commission to examine old mines of the Mother Lode in. California, especially those which can be bought for their taxes. Some of these mines are reported to contain large quantities of low-grade ores which can now be treated at a profit. No. 341.

Jan 2, 1917

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons. ) Position in sales department is open for a mining engineer with experience in mine ventilation and possessing some knowledge of fan design; one competent to lay out ventilating systems to meet various conditions. No. 2. A large company manufacturing mining machinery has an opening in one of its Western agencies for a young mechanical engineer who has had some experience in designing along general machine shop lines, and who is familiar with cost systems. No. 3. A large university desires to secure a prominent metallurgist for a vacant professorship in metallurgy. No. 4. Opening at a mine in New Jersey for a technical graduate to begin work as chairman on the surveying squad. Salary $50 per month to start. No. 5.

Jan 11, 1913

No. 243. Superintendent for operating Virginia, manganese mine. One experienced with wet concentration, labor and general management. Opportunity for advancement for right man. Write fully concerning experience, references and salary expected to start.

Jan 11, 1917

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) The position of converter blower at a side-blow Bessemer steel casting plant is vacant. The State Legislature of Utah has provided for the establishment of a metallurgical research department at the State School of Mines, Salt Lake City. Applications will be received for, the position of head of this laboratory, and further details may be obtained by applying to Prof. Joseph F. Merrill, Director, University of Utah, Salt Lake City. An engineering company owning patents for improvements in steel manufacture which have been adopted at many works in America, desires. to secure the services of a technical iron and steel metallurgist as assistant to its chief metallurgical engineer.

Jan 6, 1913

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons. ) Position of laboratory assistant in metallurgy, pyrometry, and physical testing is vacant. Salary $80 to $100 to start. Knowledge of metallography desirable. Opening for a mine superintendent familiar with stoking methods on narrow gold quartz veins; also for a. superintendent of a 50-ton fine-grind-in, cyanide mill. College man under 40 preferred. Position in sales department is open for a mining engineer, with experience in mine ventilation and possessing some knowledge of fan design; one competent to lay out ventilating systems to meet various conditions.

Jan 10, 1913