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By Duluth Engineers' Club, Engineers' Club of Northern Minnesota

"Duluth & Iron Range Railroad. The Duluth & Iron Range Railroad was built from Two Harbors to the Vermilion range at Tower, a distance of 67.6 miles, in 1884, and extended to Ely, twenty-one miles east of Tower, in 1888. It was built into Duluth in 1886, and branches were extended from its main line to the Mesabi mines in 1892 and 1893. The original grades on this road are very steep, going north, and in the thirteen miles from Two Harbors to Highland there is a rise of 1,150 feet. A new line between these points has been built with an increase of three miles in distance and with maximum grades of 1 per cent. Duluth, Missabe & Northern Railway. The Duluth, Mis¬sabe & Northern Railway was constructed from Stony Brook to Mountain Iron, a distance of 48.62 miles, in 1892. The Biwabik branch from Iron Junction to Biwabik, a distance of 15.54 miles, was constructed in 1892. The Superior branch from Wolf to Hibbing, a distance of 16.06 miles, was co11structed in 1893. The Alborn branch from Coleraine Junction to Coleraine, a distance of 53 miles, was constructed in 1906. The total main line mileage is 242 miles, of which 82 miles from Duluth to Hibbing is double tracked"

Jan 1, 1920

By D. M. Ziebarth

"During the mid to late 1960’s, the underground potash industry in Saskatchewan was born. For the next four decades the industry operated at a steady pace supporting a large part of the world demand; until 2008 when the potash market heightened. Operators were motivated to capitalize on this increased demand, new mines were proposed while existing mines were planning upgrades. Potash Corporation of Saskatchewan (PCS) was one of the major producers planning upgrades to their production facilities quickly, including modifying the existing headframe and shaft at the PCS Cory Site to accommodate a new 1500 tonne per hour hoisting plant. Upon completion of the project, the innovative operations group continuously reviewed methods to increase production and reduce operating costs, allowing PCS to continue being competitive on the world market. This paper will describe the design challenges encountered during the development of the infrastructure around an operating facility whilst minimizing down time, schedule, capital and construction costs. This paper will also explore the strategy to increase capacity of the newly commissioned hoisting plant. BACKGROUND Potash production is a major Saskatchewan industry, and has played a significant role in the economy for over 40 years. Production commenced in 1962 when water problems were overcome at the International Minerals and Chemical (IMC) mine near Esterhazy, Saskatchewan. A surge of development by other companies resulted in twelve companies opening ten mines by 1970. In 1975 Potash Corporation of Saskatchewan was created by the government of Saskatchewan and shortly thereafter purchased several mines in Saskatchewan, including the Cory Mine (Cory), near Saskatoon. Cory has been in operation since 1968 and is located 12 km (7.5 mi) west of Saskatoon in central Saskatchewan. The mine is located in the center of the world’s largest potash deposit, 1,000 m (3300 feet) below surface. PCS has embarked on sizable capital expansions of more than CDN $7 billion. The Cory CDN $1.6 billion expansion was expected to raise operational capability of the site to 2.7 million tonnes per year, an increase of 1.9 million tonnes per year (MTPY). To achieve 2.7 MTPY of finished product and considering the 22.6% average production recovery1, 12 MTPY of ore must be hoisted to surface for processing. To deliver this rate required upgrading of the hoisting plant to 1500 tonne per hour (TPH). To accomplish this ambitious challenge, creative thinking, careful planning and a cohesive team was needed to work together to ensure the schedule, budget and most importantly the work was completed safely"

Jan 1, 2017

By Joel K. Waterland

The Homestake Mining Company at Lead, South Dakota is one of the few remaining gold properties still in operation, in this country. The mine is relatively deep, with a bottom production level of 4250 feet, and a bottom development of 6200 feet. 4, 800 tons of ore are produced daily from three rather large, but inconsistent ore bodies; the dip of which is easterly at about 72 degrees, and the plunge to the south is about 30 degrees. The ore is, for the most part, a chlorite schist with large veins of secondary quartz and cummingtonite schist The ore is not continuous in any direction, but is localized at the ridges of the very intricate system of anti clinal folds. This property has been in active production since its establishment in 1876, except for a period during World War II. The incentive, or contract pay system, has been a gradual process that has been developed by the trial-and-error method down through the years. In looking over the old records, hand-shoveling was paid on an incentive basis as far back as 1916. Since this time, the contract system has grown until it now includes almost all types of underground work - except haulage and maintenance work

Jan 1, 1960

By Syd S. Peng

University research in the U.S. consists of three components; faculty, funding, and graduate students or postdoctorals. Individual faculty is the unit area of research that is not limited, although faculty normally performs research in their areas of expertise. Faculty can and often do join with other faculty in multidisciplinary research. Faculty research achievements or reputation reflects the standing of the program and university. Therefore, research is highly encouraged and regarded within the university community. Graduate students are the work force of faculty research and doctoral students are preferred for high-quality products. The federal government provides the majority of funding sources, with the remainder coming from industry, state government and others. Compared with other engineering majors, the mining engineering programs in the U.S. are unique in that they: ? Are small in terms of the number of programs, and number of faculty and students in each program. ? Serve a single industry (i.e., mining) and are thus cyclic, reflecting the up and down economic state of the mineral industries. Enrollment statistics during the past 70 years show that a cycle consists of approximately 30 years with the first 10 years up, followed by 20 years down. ? Have curriculum designed to emphasize and thus serve for either the coal, hardrock or industrial minerals industries. These unique features make mining engineering programs hard to manage in university environments. Funding for mining research has relied primarily on the federal government, i.e., the former U.S. Bureau of Mines (USBM) and currently the National Institute for Occupational Safety and Health (NIOSH). The mining industry does not directly perform, nor sponsor research projects. Federal funding provides primarily in-house research. In the last four decades, federal extramural funding was only available when Congress appropriated extra funding in response to mine disasters. For instance, a string of coal mine explosions in the mid to late 1960s prompted Congress to enact the Coal Mine Health and Safety Act of 1969. It provided massive research funding from 1970 to 1983 covering all mining-related subject areas. From 1984 to 1995, federal extramural research funding was minimal, through two generic mineral technology research centers for selected mining engineering programs. In 1995, Congress closed the USBM and transferred the health and safety of miners program to NIOSH. Federally-funded extra-mural research practically stopped from 1995 to 2006. In 2006 and 2007, in response to a series of disasters, including those at Sago, Aracoma, Darby and Crandall Canyon, Congress again appropriated funding for short-term re-search in selected subjected areas such as underground tracking and communication, mine seal and ventilation, and deep cover pillar extraction. Therefore, to develop a meaningful academic mining research program during the past three decades, funding needed to be drawn from other sources such as the mining industries. A ?meaningful? program requires a sufficient amount of consistent funding in order to produce effective results. A review of federally funded extramural research pro-grams shows that a great majority of contractors/grantees are private entities, involving few mining engineering faculty. This, in part, is due to the fact that mining engineering involves so many different subjects. Therefore, a small mining engineering program can only have resources to cover teaching in the core subject areas (i.e., extraction, ground control, ventilation and material handling), at best. In this respect, a successful and meaningful academic mining re-search effort requires strong supporting programs such as geology/geophysics, structural (applied) mechanics, material sciences, compute/software application, etc. Therefore, academic mining research had to rely on private sources such as coal companies, in the author?s case, for sustained funding in the past three decades. Relying on funding from coal companies presents several problems. The projects were small and considered routine consulting projects requiring practical answers in a very short time frame. This is not really suitable for academic research, for which the major goal of research is the training of graduate students. These short-term projects vary with time and mines, most of which are driven by U.S. Mine Safety and Health Administration (MSHA) or U.S. Office of Surface Mining (OSM) regulations. So sustained funding under such condition requires broad experience of coal mining operations, which is also not well-aligned for academic research where faculty tends to specialize in a narrow field. Consequently, under such a funding environment, it is important to keep in mind how to develop long-term academic research objectives from conducting small short-term consulting projects that require quick solutions. In other words, how to look beyond the quick answers and to develop broader and more fundamental theories applicable to other situations that advance the-state-of-the-art. In order to achieve this objective, faculty must act as the connecting link because graduate students come and go. Faculty must know the detail of each project such that they know what are the important unsolved problems, what to assign to specific graduate students and how to guide the next group of graduate students to continue the development and advance the mining science. Under such funding environments, the most effective way to conduct academic mining research and ensure quality products is to maintain a research group consisting of postdoctoral, PhD, and MS students of various rankings such that the senior ranks can assist in guiding the junior ranks, especially the senior PhD students who are experts in their dissertation research areas. A weekly meeting should be scheduled for the group in which problems encountered in the research are discussed or individuals take turns presenting the progress of their projects. During each meeting, the importance of open discussion on scientific issues must be emphasized. Thus, opinions are encouraged, debated, and rejected or accepted. Students are encouraged to listen to and analyze other points of view. In addition to training of this thought process, the meeting also helps identify the strengths and weakness of each individual. As the subject of research expands over time, the group?s and, thus, the faculty?s research experience broadens. With this approach, companies can get the quick answer they desire from expert research experience and the faculty can engage in meaningful applied and basic research that is most relevant to routine mine operations. The end result is that companies will have a high regard for academic mining research.

Jan 1, 2009

By Thomas R. Yanske, Jonathan E. Carmack, Lyndon M. Clark

In order to maximize the extraction of high grade pillars at The Doe Run Company, artificial pillars are created using cemented rock fill (CRF). CRF pillars aid extraction of pillars in two ways. One is to offer back support for the immediate area where pillars are being extracted. The second is to increase the post failure residual strength of pillars surrounded by backfill. The CRF is produced using a combination of minus 1.0 m run of mine (ROM) rock and minus 5 cm crushed rock. Depending on the operation the CRF slurry is either produced in an underground or a surface batch plant. The slurry and rock are transported to the fill area by truck where they are mixed and placed in 1 m lifts. To reduce the amount of CRF needed, fill fences are constructed around the perimeter of the CRF pillar. Within these fences ROM CRF is placed in lifts until within 0.6 m of the back after which minus five centimeter CRF is slung tight to the back utilizing slinger trucks. In constructing these artificial pillars a number of set procedures have been established to ensure that the work is done both properly and safely.

Jan 1, 2001

By Lester E. Sutton

The past three years have been the most difficult period in the modem history of the barge line industry. Having withstood the fuel cost run ups of the late 1970s and the imposition of inland waterways system user fees, the industry has struggled more recently with an overcapacity problem of unprecedented proportions. In responding to these challenges, the industry is undergoing important long-term structural changes, with the various individual barge lines pursuing an array of divergent long-term business strategies. This paper discusses these strategies in terms of their probable impact on the industry as a whole, and argues for the survival of a competitive number of large, national, independent barge lines as the outcome most in keeping with the long-term interests of the mining and minerals industry.

Jan 1, 1986

By B. R. Arvidson

Rare-earth elements have some unique properties that are used in many common applications, such as TV screens and lighters. In the 1970's, rare-earths began to be used in a new generation of magnetic materials that have very unique characteristics. Not only were these stronger in the sense of attraction force between a magnet and mild steel (high induction, B), the coercivity (He) is extremely high. This property makes the magnetization of the magnet body composed of a rare-earth element alloy very stable, i.e., it cannot easily be demagnetized.

Jan 1, 1998

By Robert V. Price

It is a pleasure to be here today to discuss coal's prospects with the Society of Mining Engineers of AIMS--- a group destined to play a crucial role in shaping our national energy future. Much has been said lately about attaining domestic energy self-sufficiency, but to date, little has been done. Oil tankers from Venezuela and Kuwait continue to glide across the seas to meet our incremental energy needs. Meanwhile, our principal domestic energy resources -- oil and natural gas reserves in the Outer Continental Shelf and the oil shale deposits and the coal lands of the West -remain untapped. Help, however, appears to be on the way. In a forceful address last fall, President Ford called for the elimination of oil as a fuel for base-loaded power plants and its replacement with coal by 1980. He also urged the accelerated leasing of federal lands on the Outer Continental Shelf, the resumption of coal leasing on federal lands, and the development of a new energy conservation policy. There are, of course, many details left to be worked out. Language must be developed to put statutory flesh on the conceptual bones spelled out by the President. Congress must act. Regulations must be approved and tested, if need be, in court.

Jan 1, 1975

By B. Moore, Y. J. Zhang

In today’s competitive dimensional stone business environment, use of available technology is critical to achieve and maintain a competitive advantage. Awareness of improvements in diamond cutting technology, operation planning/scheduling, and geotechnical data manipulation/implementation are the keys to success. This paper presents the modern techniques of limestone sawing and quarrying developed and adopted by Indiana Limestone Company, Inc.(ILCI).To fulfill the growing market demands, ILCI’s quarries are committed to deliver planned quantities of all type of stone blocks in a variety of different colors, sizes, and textures. This involves scheduling which quarry ledges should be mined and when in order to minimize unnecessary inventory buildup. Challenges associated with ILCI’s operation are discussed and summarized in the closing of this paper.

Jan 1, 2004

By J. J. Gresham

Homestake’s first links with Australia were established in 1934 but it wasn’t until 1961 that the company established a formal presence in the country. After involvement and success in iron ore and nickel, Homestake made a strategic investment in the Kalgoorlie gold operations in 1975 and now owns 50% of Kalgoorlie Consolidated Gold Mines, operators of Australia’s biggest gold mine. In 1998 Homestake acquired the major Australian gold producer Plutonic Resources, is now firmly established as Australia’s second largest gold producer and is actively seeking further opportunities for growth in the Austral-Asia region. Homestake’s success in Australia has been the result of important strategic alliances, timely investments, a long term commitment to the region and perseverance during periods of depressed commodity prices.

Jan 1, 2001

By Samuel S. M. Chan

Rock surrounding mine openings frequently is an impermeable type such as shale or granite. Most rock, however, has joints, bedding planes, cleavage planes, or other potential discontinuities. Permeability to fluids (gas or liquid) may exist via natural joints or fractures in an otherwise impermeable rock. In the mining situation, tectonic and induced tensile and shear stresses may be great enough to cause joints to open or fractures to develop in previously solid rock. The rock, as a result, becomes less self-supporting and may - require artificial support such as rock bolts or timber. Simultaneously, as fractures develop, permeable paths may be created. If fluid can be injected into a previously solid and impermeable rock mass, a logical conclusion is that a fracture (crack) flow path must be transmitting that fluid. The U.S. Bureau of Mines Laramie (Wyo) Energy Research Center has been evaluating results of in-situ oil shale fracturing (hydraulic or explosive) and retorting experiments by. a fluid (air) injection , and borehole air flow profile logging technique since 1956 (1, 14, 15). In the oil shale case, it is imperative to know the location and flow capacity (permeability) of natural fractures, if they exist, and induced fractures that inter-connect vertical wellbores at depths of fifty to several hundred feet. By injecting air into one wellbore in a system of several wells and measuring input volume and pressure while simultaneously measuring the output of other wellbores, the minimum areal extent of interconnecting permeable fractures can be determined. Exact locations (depths) of fractures and individual fracture flow capacities between wellbores can be determined by air flow profile logging (14, 15). Knowledge of fracture locations and permeability is essential to rational experimental in-situ retorting design.

Jan 1, 1973

By H. Shafick Hanna

The major problems are identified the high phosphorus content and the fine dissemination or encapsulation of mineral impurities, in, ,the iron bearing minerals, A process which combined extreme fine grinding techniques with magnetizing roasting or flotation separation methods, is suggested. By these methods concentrates assaying 60-61 percent Fe exceeding the widely accepted upper limit of 56 percent Fe set for these ores, were produced with 75-90 percent iron recovery. Moreover it was shown that the phosphorus content of these concentrates could be reduced from 0.25 to 0.03 percent phosphorus by acid leaching. A brief discussion on production costs based on current and future developments in iron ore processing is given.

Jan 1, 1980

By Bates H. Murphy

There is one quick way to substantially reduce the operating cost of a great many pining operations. It is to cut the demand charge on the use of electricity and gas. Demand charge is the utility company's charge for the maximum rate of energy usage which is in addition to the charge for the total amount of energy used. Energy demand is reduced by prohibiting simultaneous operation of devices, especially those that consume large amounts of energy, or by deferring the use of such equipment as air conditioners from one demand period to a subsequent period. To achieve that end, a control system can continuously measure the demand and turn off selected loads in accordance with established rules. Because of the complexity of most industrial plants, a computer is the best means of storing, measuring, calculating, and controlling the many variables associated with the many devices involved. A computer system for that use has been developed by the Westinghouse Computer and Instrumentation Division in Orlando, Florida. For most applications, this demand control system can be installed and operated by industrial plant engineering personnel with no special knowledge of computer technology. It can be used with both electrical and gas service. For clarity, let us examine electrical demand first.

Jan 1, 1974

By James J. Fallon

Last summer Larry Miller of Roberts & Schaefer told me that his AIME committee would like me to present some thoughts on the marketing of industrial mineral fillers and pigments to this illustrious group in Las Vegas. Shortly after, Brian Coupe of "Industrial Minerals" (the magazine) notified me that I would be presenting a paper to the Fourth International Industrial Minerals Congress in Atlanta this June. It seems to me now it might have been more appropriate to reverse the papers. Las Vegas, a town based on risk, might want to hear what we have to say in Atlanta. The subject for June is "Risk Philosophies of U. S. Industrial Minerals Companies". However, upon reflection, marketing of industrial minerals reflects risk philosophies to a considerable extent, so we'll cut the deck and deal on the subject of marketing.

Jan 1, 1980

By Arif Emre Dursun

The aim of this study is to present hazard classifications of location, type, and causes of accidents in Turkish coal-extracting industries using Analytic Hierarchy Process (AHP). In this study, fatal mine accidents were analyzed by pairwise comparison and weighting, and the most important hazards were identified by determining the effective main and sub-criteria among location, type, and causes of accidents. For this purpose, 1st, 2nd, and 3rd level hazards consisting of location, type, and causes of accident were determined by using the data of fatal mine accidents in underground and open-pit coal mining in Turkey between the years of 2010 and 2020. And then the data were categorized, and each category was prioritized using the AHP technique. According to the weights calculated by AHP, the most dangerous main criteria at 1st level hazards in underground coal mining is ventilation operations (0.363), while the most dangerous sub-criterion at 2nd level hazards is firedamp explosions and other gas accidents (0.409). On the other hand, in open-pit coal mining, the most dangerous main criteria at 1st level hazards are slopes and benches (0.575), while the most dangerous sub-criterion at 2nd level hazards are landslides (0.429).

Dec 30, 2023

By James R. Walpole

Less than 100 years ago the first major federal regulatory agency, the Interstate Commerce Commission was established (in 1887), and since that time literally hundreds of other federal agencies have been created. The regulations set by these agencies tremendously affect the individual citizens of this country as well as U.S. institutions. A few examples of the myriad agencies established include the Food and Drug Administration. (1907), the Bureau of Mines (1910), the Federal Reserve System (1913), the Federal Trade Commission (1914), the Tennessee Valley Authority (1933), the Securities and Exchange Commission (1934), the National Labor Relations Board (1935), the Small Business Administration (1953), the Federal Maritime Commission (1961), the Equal Employment Opportunity Commission (1965), the Farm Credit Administration (1971), etc., etc. Eight years ago, on December 2, 1970, still another federal agency was established by the reorganization plan of President Nixon -- the Environmental Protection Agency (EPA). The Administrator of EPA was given authority to regulate certain activities affecting the environ-ment, which were formerly within the jurisdiction of the Department of Interior, the Department of Health, Education and Welfare, the Federal Radiation Council, the Atomic Energy Commission, the Department of Agriculture, etc. Within weeks after the formation of this Agency, Congress began to enact legislation which would be administered by EPA. Over the last eight years a considerable number of such laws have been passed, a few of which include: the Clean Air Act (1970), the Noise Control Act (1972), the Federal Water Pollution Control Act (1972), the Marine Protection, Research, and Sanctuaries Act (1972), the Federal Insecticide, Fungicide and Rodenticide Act (1973), the Safe Drinking Water Act (1974), the Toxic Substances Control Act (1976), the Resource Conservation and Recovery Act (1976), the Clean Air Act Amendments of 1977, etc. It may be helpful to review, in a summary fashion, the major provisions in some of these statutes, and accompanying regulations, as they relate to water quality control in the mining industry. The Safe Drinking Water Act and the Federal Water Pollution Control Act contain provisions to be examined, as well as the Resource Conservation and Recovery Act and the Toxic Substances Control Act. One other law, the Surface Mining Control and Reclamation Act (1977), is not administered by EPA although it does contain many provisions related to environmental control, and it will also be dis-cussed because of its importance to the mining community.

Jan 1, 1978

By Julian W. Feiss

Before undertaking to present to you a current analysis of copper, I would like to preface my remarks with a few observations that in themselves have a bearing upon commodity reviews in general. Having sat through a large number of such reviews since first joining the A. I. M. E. nearly forty years ago, I have no illusions about the hazards of the undertaking. If a speaker presents a statistical summary of commodity economics for the last year, most of his audience, having already read at least four commodity summaries on the identical subject, either get up and walk out or fall asleep. Should the latter happen, and were the listener to tumble from his chair and break his neck, obviously the speaker is liable. The subject matter seldom lends itself to histrionics on the part of the speaker so dangers of heart attack in the audience are not too great. Therefore the speaker, in order to retain listener interest, resorts to prophecy. Such venture was undertaken long ago by weather soothsayers, the "harouspex" of Ancient Rome, who generally cut up a sacrificial sheep and after staring at the entrails made their predictions which I understand had a batting average somewhat better than those undertaken on Wall Street based upon Dow Jones averages. Not being a licensed harouspex I cannot undertake predictions. I shall, however, fall back upon the experts.

Jan 1, 1965

By H. Marshall Farrier

In the past few years the world petroleum industry has increasingly felt the weight of changes in the principal economic factors affecting pro¬fits. As a result of, these changes, it has been necessary for many oil companies to acquire certain new facilities in order to strengthen their competitive positions and thereby protect their tremendous investments in crude oil reserves, pipe line facilities, refining operations, and marketing outlets. Principally these needs have been met by new capital outlays. A supplementary, method of acquiring needed facilities, however, has been to obtain existing facilities through complete or partial acquisition of other companies.' properties. It is this method of meeting competitive pressures with which this paper is concerned. This paper presents a statistical breakdown of the mergers and acquisitions which occurred in the oil industry between January 1, 1954, and October 1, 1959, showing the frequency' with which certain types of properties were acquired in each of the years studied. In addition, it discusses the principal economic conditions which stimulated many of these property trans¬fers, comments on the effects of these mergers on the consuming public, and indicates the types of, mergers and the rate at which they may be expected during the next three or four years. The basic data upon which the statistical analysis presented in this paper is based were taken from several published sources. Obviously they are somewhat incomplete because not all mergers and acquisitions were reported However;, a careful search was conducted through, The Wall Street, Journal, The Oil and Gas Journal, Potroleum Week, and The Oil Daily with the result that the data should be reasonably complete and comparable for each of the years studied, It is believed, therefore, that the statistical analysis which' follows provides a reasonably accurate indication of the general trend in mergers and acquisitions during the period studied.

Jan 1, 1960

By G. Reed Marchant

The control systems engineer is often faced with the problem of designing tests or experiments where the cost of obtaining information is expensive. This is true in aerospace as well as in process industries. In these situations the details of test design should be carefully evaluated before any test is executed so that the maximum amount of information is obtained for the effort expended. In recent years there has been a steady trend towards increased automation, In the process industries this has resulted in extensive review of process variables and, instrumentation techniques, development of more accurate system mathematical models, and extensive investments in complex control system as well as completely automated plants. When planning and developing these systems, where each measure of a process variable is usually expensive, it behooves the design engineer to give considerable thought to the details of test design before instrumentation is procured and installed so that the maximum amount of information can be obtained for the expense incurred.

Jan 1, 1968

By David Hurth

JOHN HAMRIC: Our next topic leader is David Huth, superintendent of sulfuric power generation, DAP, and shipping for IMC-Agrico, Nichols Plant, Mulberry, Florida. With a title like that it's no wonder he believes in empowerment. His topic today is "The Triumphs and Pitfalls of Using Empowerment Techniques." DAVID HUTH: Empowerment and its benefits are a desirable alternative to the traditional management structure. The difference between the two is the amount of decision- making authority and responsibility given to individuals by a supervisor. Just what is empowerment and how does it work? Empowerment is relinquishing to individuals the authority and responsibility to make daily decisions. Can everyone be empowered? What if they make a wrong decision? Will I empower myself out of a job? These are questions that all managers have when they hear the word empowerment. In today's fast-paced and high-pressure business environment, the old way of managing people must be replaced with a new approach. No longer can we, as managers, make all the decisions. The increased work loads due to downsizing, consolidation, and synergies have stretched us too thin. What about our employees? How can we motivate them into the high-performance teams that our companies are demanding? What possibly could satisfy both these issues? The solution to these problems can be solved with the power of employee empowerment. Employee empowerment will not only lessen the load on managers but will build teamwork, motivation, and pride into the employees who work for the managers who use it. American business was rudely awakened in the early 1980s when the Japanese companies not only caught up to American companies but literally flew by them. America was fat, dumb, and happy after World War II. Why wouldn't they be? They had all the factories. Everyone else had to rebuild. So for 40 years American business lounged in the limelight of very little true competition. But times change. Unfortunately, American business did not. Now the cry to perform in the new global economy has come down from the corporate boardrooms. Down through the ranks it has been felt. Guess who is supposed to make it work? But where are all those people who are going to make this rejuvenation and corporate renaissance possible? Many of them are gone-lost in downsizing, synergies, and rightsizings

Jan 1, 1998