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By Clinton H. Crane

DR. TILNEY, the great expert on the study of the development of the brain of human beings and animals, tells us that the greatest difference between the human brain and the brain of animals is that man alone has shown evidence of being able to predict the future. Just why he throws overboard the busy bee who lays up honey for the winter, the squirrel who gathers nuts, and the humble ant, I do not know. At any rate, it is nice to be assured by an authority that we have this power of prophecy. My own experience with attempting to prophesy the future has convinced me that our only possibility of being good prophets is to be good students of history.

Jan 1, 1940

Human progress has a visible material phase, easily discernible, that is expressed in the standard of living. This material phase, however, is only the outward expression of a spiritual or mental phase that acts as a driving force in making humanity improve both its outlook and its mode of living. The instrument of progress is the human brain. Under the urge of spiritual drive, the brain acts as a focal point to utilize the forces of nature and put them to work for the benefit of mankind. Besides intelligence, which is an innate quality, the tools of the human brain are knowledge, experience, training, initiative, and skill. Given sufficient intelligence, the human brain can make an amazing amount of progress, provided it is supplied with an adequate spiritual and moral urge and a good technical background. It is the role of education to sup- ply such a background. The material phase of human progress proceeds on a series of parallel fronts, all of them interdependent to some extent (Fig. 7). The rise of the standard of living, dependent as it is upon the manufacture and mass distribution of goods, is based essentially upon the development and utilization of the material resources of a country or land area. This development involves the extraction of mineral and organic products from Mother Earth, their transportation to manufacturing centers, their transformation into finished goods and their dis-

Jan 1, 1950

By AIME AIME

THE graduating class whom I am particularly addressing are going into the world at least a month earlier than normal, because of the war. You have been free to choose your work. You have chosen to be mining engineers. The principal importance of your engineering education to date has been in teaching you how to think and how through books to have ready access to the accumulated experience of previous generations, as well as the current experience of the day. You should by now have acquired something of the engineering point of view, the open skeptical mind. the power to observe, experiment, and draw conclusions, form theories and test these by further experiment, and weigh the inherent probability of conclusions drawn by others. I am asking you today to consider certain facts and the conclusions I am drawing from those facts.

Jan 1, 1942

By A. B. Parsons

LECTURE, it appears, is a discourse that is supposed to be instructive. I am quite sure that you will derive no instruction from what I have to say. I will be satisfied if my remarks provoke thought along one or two mental paths that have not been traveled so fre¬quently as to be devoid of interest. I have no particular message apropos of professional engineers or professional engineering, and any conclusions that I may seem to reach will be purely tentative and incidental. Probably at times you have wondered, in a casual way at least, why so many people who are not, never have been, and never will be engineers, want to use the title. For example, I recently received a communication from a life insurance broker or salesman, whose chaste letterhead bore the legend "Estate Engineer." He was perfectly serious about it, as is also the expert accountant who assumes the imposing name of cost-analysis engineer. Dozens of equally amazing titles might be cited. Then there is that class of individuals who have been engineers, in the true sense of the word; who have gone into some other kind of occupation; but who cling tenaciously to the name engineer, usually prefixing some word or other which at once gives them away by telling what their work really is. For example, we have such pseudomorphs as the management engineer, and the sales engineer. It is quite evident that engineer is a word to conjure with. Evidently both the man who appro¬priates the designation without any justification and the ex-engineer who persists in calling himself an engineer even after he has abandoned engineer-

Jan 1, 1933

By F. C. Stanford

THE work of an engineer is to direct natural forces so that they bring about the results that he wishes to secure. Heretofore he has concerned himself chiefly with physical forces and inanimate objects, until he has secured a truly marvelous degree of control over them. The great problem of the present age is to secure a like degree of knowledge and control of the human factor. Progress has already been made along this line, but, it is only a beginning. Wilhelm Ostwald says that scientific knowledge enables a man to be a true prophet; but it must be remembered that a good many people do not seem to be able to maintain a high average in prophecy. In short, the average of knowledge is not equal to the average needs of the present time, but continually fails to keep pace with it. It has been aptly said that the really essential need of the period is for more brains; if we only had sufficient knowledge and sagacity we could not only solve all difficulties, but prevent them from arising. This generalization holds good for an industrial organization. The most vital need of the management is for more brains. The logical course for an engineer in charge of an industrial organization is, therefore, to direct whatever forces may be at his command toward the development, training, and guiding of all the brains in his organization. This is easier said than clone, for it involves the carrying on toward two objectives, the maximum of productive work, and the development of the individuals who perform it. This is essentially like the rebuilding and enlarging of a plant, keeping it in full operation the while. On the other hand, if the aim is merely for maximum production from an organization, without offering opportunity for development, the final outcome will necessarily be like that f a plant that is driven at full capacity without stopping for repairs or improvements; it eventually becomes so run down that either a complete rebuilding is necessary or else it has to be abandoned.

Jan 2, 1918

F. C. HENDERSCHOTT,* New York, N. Y.-I am going to take, as the text of what I shall discuss, a portion of the second paragraph of Mr. Stanford's paper. It read as follows: "The most vital need of the management is for more brains. The logical course for an engineer ;in charge of an industrial organization is, therefore, to direct whatever forces may be at his command toward the development, training and guiding of-all the brains in his organization. This is easier said than done, for it involves the carrying on toward two objectives, the maximum of productive work and the development of the individuals, who perform it;" and the last sentence of the paper; "Industry has no greater asset than an intelligent workman." The United States of America, at the outbreak of the present war, had the best equipment of any nation in the world. That statement holds not only for our -shops and our transportation systems and our stores and our farms and our homes, but it holds generally.. There was no other nation in. the world that had so good equipment as the United States. There was no other nation in the world that could be called progressive that has such poorly trained workers as the United States. Even Norway, Denmark, Sweden and New Zealand ranked ahead of us. Now that is the, problem, generally speaking, and there was recognition of that fact, a growing recognition which-took form, and one of its forms was what we call the corporation school. Now obviously a corporation has no particular educational functions, but as is said in the closing sentence of Mr. Stanford's paper, or as is implied, an industrial institution is, after all, the reflection of the aggregate of the efficiency of the individuals who compose that organization. There is no way of getting away from that. If your individuals, from your president down, are efficient, if your individual has developed his brains, if he is a trained man, you have got an efficient organization, and if you haven't that condition, you have got weaknesses and your organization is no stronger than those weaknesses. I maintain that the same thing holds for a nation; .a nation is as efficient as the collective efficiency of the individuals who compose the nation, and no more so.

Jan 4, 1918

By F. C. Stanford

The work of an engineer is to direct natural forces so that the: bring about the results that he wishes to secure. Heretofore he ha concerned himself chiefly with physical forces and inanimate objects until he has secured a truly marvelous degree of control over them The great problem of the present age is to secure a like degree of know1 edge and control of the human factor. Progress has already been made along this line, but it is only a beginning. Wilhelm Ostwald says tha scientific knowledge enables a man to be a true prophet; but it must be remembered that a good many people do not seem to be able to main tain a high average in prophecy. In short, 'the average of knowledge is not equal to the average needs of the present time, but continually fails to keep pace with it. It has been aptly said that the really essentia need of the period is for more brains; if we only had sufficient knowledg and sagacity we could not only solve all difficulties, but prevent then from arising. This generalization holds good for an industrial organization. Th most vital need of the management is for more brains. The logica course for an engineer in charge of an industrial organization is, therefore to direct whatever forces may be at his command toward the development training, and guiding of all the brains in his organization. This is easie said than done, for it involves the carrying on toward two objective: the maximum of productive work, and the development of the individual who perform it. This is essentially like the rebuilding and enlarging of plant, keeping it in full operation the while. On the other hand, if th aim is merely for maximum production from an organization, withou offering opportunity for development, the final outcome will necessari be like that of a plant that is driven at full capacity without stoppin for repairs or improvements; it eventually becomes so run down th either a complete rebuilding is necessary or else it has to be abandone

Jan 1, 1918

By PHILIP N. MOORE

IT is a pleasure to realize even at that day the dignity of the engineer's calling was upheld. May I also add my firm belief that today there be many engineers who will qualify to the specifications of our interesting author. Since that time, the development of the world has been chiefly due to the engineer, and so far as human brain can foresee, the material tasks of the future will continue to follow the directions of his judgment. Popular opinion says this is the age of the engineer; literature, which in the long run, voices public sentiment, shows it in the number of engineers who figure as characters of fiction. The engineer has been doing the big things necessary to increase the comfort and efficiency of mankind, but while a certain amount of fame and repute falls to him, too often he figures as the hired man of the entrepreneur, using that term not in the offensive sense of a mere promoter, but to mean the great visioned master of enterprise who has seen ahead of other men, recognized the coming needs of the world, and through ability to inspire others and to hire capital for his use has also been able to hire engineers as needed. Justly enough, therefore, to such men comes the fame as well as the prize of the game.

Jan 1, 1926

By Colin J. Dixon

The full realization of the potential of computers in geological in- formation system demands new approaches to the machine representation of information. At the same time, the feasibility of such a system, particularly in commercial field, demands greater freedom in input preparation and a degree of standardization in the arrangement of subject matter system. The paper describes some of the basic notions of project "GEOSEMANTICA 70". The aim of the project is to devise means of storing real geological informations in a machine rather than the representation of the information in human language form. This is seen as the only long-term solution to the problems of the complex vocabulary of geology and the complex syntax of geological description. Effectively, a machine language is being defined, consisting of a set of symbols and a date structure for representation of geological and related information. Beyond this, is the definition of a set of rules allowing the use of constrained text as an input/output medium. The investigation is oriented primarily to the representation and handling of information about mineral deposits and the associated geographic, economic and engineering information.

Jan 1, 1969

THE first session was held in the small hall of the Academy of Music, on Tuesday evening, February 18th, 1879. The proceedings were opened by the reading, by President Eckley B. Coxe, of the following Address : SECONDARY TECHNICAL EDUCATION. Technical education is a subject to which both the American Institute of Mining Engineers and the American Society of Civil Engineers have of late years given much attention, and deservedly so. We all remember the admirable address of our former President, Mr. Holley, at the Washington meeting, upon this subject, and the very interesting reunion of the two societies in Philadelphia for its discussion. The problem to the solution of which the meeting devoted its attention was, "Shall the practical education of the engineer in the mine, in the rolling-mill, in the workshop, or in the field, precede, be contemporaneous with, or follow his theoretical studies in the technical school ?" I do not propose to add anything to what was so admirably said by so many of our leading engineers on that occasion ; but I shall ask your attention to another question in technical education, which seems to me equally worthy of our consideration, and which, I am sorry to say, has as yet attracted but little attention in this country. It is, "Shall the apprentices (I call them so for the want of a better general name), who are growing up and learning their trades in and around our mines and works, and from whose ranks the master mechanics and foremen of the future must be taken-shall they be provided with some means of obtaining as much theoretical training as may be necessary to enable them properly to understand the various processes and operations that they may be called upon to superintend, and not be obliged to pick up, as best they may, here a little and there a little truth mingled with much error?" In the former case, those who have the ability and industry to avail themselves of the advantages that should be offered to them would fit themselves to become real foremen, men who would understand and appreciate the true engineer and his methods. Of late years the young men of this country who have wished to enter our profession have had great facilities offered to them for so doing ; there have been undoubtedly great improvements in the methods of instruction; and although I am very far from imagining that no further progress can be made, or is demanded, yet I feel sure that

Jan 1, 1879

By R. W. Nash, A. E. Schwaneke, V. R. Miller

The Bureau of Mines developed a detector for controlling sorting devices to separate the copper-bearing fragments from the barren portion of Michigan native copper and western prophyry copper ores. A successful sorter could be used to preconcentrate the ore and eliminate costly hoisting or hauling of waste. An induction balance unit was developed and used in sorting tests on crushed sized - 2.5 + 1. 3-cm (- 1 + 1/2- in.) ores from the Kingston (0.9% Cu) and Centennial (1.6% Cu) mines of Upper Michigan. Concentrates of 4.0% and 7.5% Cu, respectively, were obtained at recoveries of 85 and 80% of

Jan 8, 1978

Jan 1, 1879

By T. A. Rickard

A knowledge of the principles of punctuation is essential to effective and intelligible writing, for the ease and pleasure of the reader, and even his understanding, may depend upon the choice and the placing of punctuation marks. To 'punctuate' is to mark with stops or points; the word comes from the medieval Latin punctuare (punctuatus), which in turn is derived from the Latin punctum, a point. The purpose of punctuation is to show the manner in which the writing is to be understood; to indicate the relations between parts of a sentence and between successive sentences. To some extent "it does for the eye what vocal stress does for the ear", but especially it marks logical relations. Some punctuation marks, such as those indicating admiration, exclamation, and interrogation, are rhetorical as well as grammatical, but most of the common ones are logical, or grammatical. My discussion will be confined to grammatical punctuation in ordinary writing. .'The problem of punctuation in text matter", as George Summey * says, "is to employ words, points, and paragraph breaks in such a way as to achieve at the same time clearness; proper distribution of emphasis, and the desired kind of movement." The criticism of the punctuation of a sentence or of a group of sentences is not final until the context, within the paragraph, is read. A paragraph is a sentence or a group of sentences forming an independent unit of the composition; it represents a unit of thought. A multiplicity of paragraphs produces a choppy effect; 'on the other hand, paragraphs of. excessive length are tiresome, because the belaboring of one unit of thought wearies the reader. The aim should be to

Jan 1, 1931

By Charles Schwab

WHEN I leave this life, as an employer of labor there is no one thing that I want so much to be engraven upon my monument as the fact that I have been one of the men who have worked, whether with my brains or my hands, for the advance-ment of industry in the United States, and to be regarded, as I should like to be regarded by labor with love and kindly remembrance for our years of association. In my relationship with my employees, I have always contended that every man should be paid for what he does. I will not employ or be associated with any kind of labor of which the organization insists that a man shall receive a fixed sum of money for his day's wages, however poor or good his day's labor may be. What applies to the common laborer applies equally well to the management, the brains of an industrial establishment. I have always thought of industry as a three-legged stool, with capital, management and labor as the legs. All three legs of that stool must be there before that stool can stand up. If you take any one of those legs away, it is going to topple over. The. three must stand together for successful business accomplishment. I believe that a man who has his labor to sell, to put it plainly, has just as good a right to bargain for the best price for that labor as those who employ him. It is a perfect right for him to do so. If the government of our United States is right, our method of handling labor in our Bethlehem plants is right because it is representative and democratic. We have our labor elect delegates; elect representa-tives from their own ranks, who shall meet frequently. That constitutes, as. it were, the House of our great Congress in Washington, the industrial house. We have our management, who represent the Senate, who meet independently. Working men have learned to express their views freely as to whether they are treated fairly and whether conditions are right or wrong.

Jan 12, 1922

By AIME AIME

TEXAS not only produces millions of barrels of petroleum daily, but supplies the oil industry with an asset infinitely more valuable than liquld gold. That asset is leadership. The oil industry was built from its humble beginning a few decades ago into a potent force in world economy by human hands and human brains. One of these great leaders in the busy world of oil is Wallace Pratt, of the Humble company, who has been called to a position as director and member of the executive committee of the Standard Oil of New Jersey. So reads the Houston Post of June 3, 1937.

Jan 1, 1944

By Herbert M. Wilson

We of the employer class represent labor in the social organization and in industry just as truly as do those who labor only with their hands, and, because our labor is chiefly with our brains, the duty is all the more imposed upon us to use those gifts in which we excel in helping steer a clear course through the turbulent waters in which we are now enmeshed. Only their selfish engrossment in the daily tasks they were employed to perform could possibly have permitted the great majority of the intelligent and industrious German people to become terrorized by a handful of the idle, the vicious, and the criminal, whom the elections to the National Assembly showed to be in as pitiful a minority as they are in Russia, in this, and in other countries. It is the leisure unemployment of the I.W.W.'s, the Bolsheviki, and the Sparticans that has enabled them to devote their whole time to a concerted and aggressive struggle against the great majority of those of the world's workers who are unorganized, and who are therefore even in opposition one to the other. In union there is strength, and this was never better illustrated than by these conditions. The great fallacy of our previous attitude toward social and industrial problems has been the belief that labor, by which we commonly mean organized or physical labor, is something antagonistic to and having a different object in life from that great body of unorganized laborers who work with their brains. Our difficulty has been our lack of will or opportunity to think. The hurry of our daily struggle to earn our livelihood under the nerve-racking pressure of modern civilization has left us no opportunity for quiet thought and study. The physical laborer, and above all the laborer in the mines, on the other hand, has all his hours of toil in which to think over, in all their varied aspects, those problems that concern his immediate, personal well-being. As a result he has arrived at perhaps a more true appreciation of the facts of life in their relation to social and industrial conditions than we. Have we not too readily adopted the view that, as the managers of industry under the direction of capital, it has been our duty to think and act in opposition to labor, rather than to realize that we also are laborers, have like aspirations, and should participate in a free and aggressive solution of these problems rather than leave their solution

Jan 1, 1919

By T. Egleston

FOR a great part of the progress of the world we are indebted to the works of engineers. It is to them that we owe our means of rapid transportation, our canals, our railroads, our bridges, many of our automatic machines, and most of those appliances which, by facili tating or decreasing the amount of human labor to be expended and by utilizing the great forces of nature, have made the present progress of the world possible. Their education is a matter of momentous interest to the whole civilized world. I have, therefore, thought that some discussion of the theory upon which their education should be based would be of interest to this body, and have ventured a few reflections and suggestions upon the subject. The word education, in its original signification, meant the draw ing out of a man what there was in him. In our common schools the practical work of education consists in putting into the brain a larger number of facts than can be retained, which are consequently more or less understood and digested. It ordinarily consists simply of teaching a round of abstractions or facts which when not assim ilated are not only useless to the individual, but generate careless habits of thought and make more or less untruthful, unfaithful or unsuccessful men. In most of our schools a procrustean system is adopted; all are made to advance upon one general plan, the quick being kept back and the slow dragged on at a rate too great for their power of comprehension. Until within a very few years it has been a theory in common school education that the brain alone should be developed, and that little or no attention need be paid to the train-

Jan 1, 1888

By Clyde Evarts Weed

SOME one once affirmed his great belief in luck, adding that he had found that the harder he worked the more luck he had. Clyde Weed is a firm believer in this method of courting the fugitive lady. He is at work early and late, often leaving his staff at Anaconda's offices at 25 Broadway breathless trying to keep up with the ideas teeming from a fertile brain and the actions those ideas entail. Miles ahead of his assistants much of the time, he still manages to be an agreeable fellow to work with, no small accomplishment as many can testify. Mr. Weed arrived in the world at Moorestown, Mich., on Aug. 8, 1890. Sixteen years later he entered Michigan Agricultural College, a lowly freshman. The following year, with the experience and wisdom expected of a sophomore, he transferred his studies from the reaping of a harvest on the surface of the earth to delving into the deeper, unpredictable bowels of the earth, his studies now shifted to the Michigan College of Mines. Last June his alma mater conferred upon him the degree of Doctor of Engineering.

Jan 1, 1947

By M. Safiuddin

Within the mining industry, open-pit mining has progressed to a point where a 200-yard walking dragline is as conceivable today as a 35-yard dragline was just a few years ago. This is possible due to the technological advances and efforts of the excavator manufacturers, and the manufacturers of electrical equipment have always stayed abreast with them in meeting their requirements and in making available their experience with the latest control techniques and hardware from various fields for application in the mining industry. An electrician in the coal mines of Pennsylvania who had not heard the word "thyristor" a few years ago now wonders how the old excavators with Rototrols® and magamps could ever work. The thyristors, transistors and operational amplifiers which were considered too fragile and delicate for a rugged and severe application like the mining industry, today constitute the brain of an excavator control taking commands from the operator and giving signals to the muscles of the excavator to move the bucket within a few seconds. A giant 200-yd bucket filled with overburden moves within seconds of the operator's command. Digging cycles for these excavators range from 40 to 60 sec depending on the swing angle. With these tremendous production capabilities of the excavators, the equipment failures and downtime become very expensive, and the loss of return on large capital investment for such machines becomes intolerable. Even though these failures and downtimes cannot be avoided completely, a good preventive maintenance program can help reduce them, thus increasing the machine availability. As we shall see below, the causes for breakdowns and failures of electrical equipment can be analyzed and a good preventive maintenance program can be drawn up to eliminate most of these failures.

Jan 9, 1967

By Thomas A. Edison

We have not yet begun. to realize the possibilities of automatic machinery, in part because we have not developed the designing brains, and in part because we have not sufficiently simplified industry to make possible the economical use of such machinery. The principle of the Jacquard loom, has scarcely been utilized except in weaving silk and in the player piano. It is the principle of bringing into action the various parts of a machine in accordance with a pattern traced on a steel card by perforations or as on the paper roll of a player piano. This principle gives us a control which can be applied to any kind of machine. It is a' great reserve principle for the future. But even now, with the machinery that we have at command, anyone can cut the number of employees in two, at the same time doubling his output, by installing semi-automatic or automatic machinery. And no one knows how far this process can go on. Cutting down the number of men is not just putting some poor fellows out of a job. It is increasing the number of good jobs by increasing the production per capita to a point where really satisfactory wages can be paid out of it, and this in turn- increases the amount of work required to be done and creates new jobs. Thus, cheapening in- creases the demand.

Jan 1, 1929