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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 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. ) 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

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members.) Member, also Assoc. Mem. Am. Soc. of C. E.; excellent technical education, and best of references covering 12 years in responsible charge of work; experienced in surveys, construction, prospecting, mine

Jan 12, 1917

ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members.) Member, technical graduate, aged 36. Experienced copper metallurgist and mining geologist. Familiar also, through 15 years' broad practical experience, with mining, cyanidation, concentration (including oil flotation), metallurgical accounting, and mine and plant management. Best references. No. 237. Member, graduate engineer with 10 years' experience in malleable, gray -Iron, and steel, as chemist., metallographist, and metallurgist. Researches and investigations by laboratory methods and under works conditions. No objection to some routine. No. 243. Member, technical graduate, broad experience in coal, oil, and clay. Will go anywhere as mining geologist after Sept. 1, 1915. No. 244. Member, technical graduate, aged 30, married, with over 10 years' experience as chemist, engineer on construction, superintendent and general superintendent of bituminous coal and coke plants. SpeaksSpanish. References. No. 245. Member, open for engagement as mine safety inspector or as superintendent of bituminous coal mine. No. 246. Member, graduate mining engineer, with five years' experience in coal mining as mining engineer, construction engineer, pit boss, and superintendent, open for engagement. Best references. No. 247.

Jan 9, 1915

POSITIONS VACANT (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Advertising Manager for Machinery Manufacturing Company. Must have technical training. No. 94. ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members.) Member, technical graduate in Mining, Chemistry and Metallurgy, Post-graduate, Royal School of Mines, Freiberg, Saxony, Germany and Columbia School of Mines. Aged 37, 14 years' experience in teaching mining metallurgy, chemistry and assaying. Available now. Willing to go anywhere. No. 278. Member, aged 33, mining engineer, 88 years' experience, desires position as mine safety and efficiency engineer with coal company. Best of references on request. No. 290.

Jan 5, 1916

ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members) Graduate mining and metallurgical engineer now open for engagement. Member, 38 years old, married, 19 years' experience in United States, Europe, South America, Africa, in exploration work, surveying, assaying, mining, milling, ore-dressing, construction and management. Four languages mastered. No. 355. Member, aged 35, technical graduate, desires position -as superintendent or assistant superintendent of spelter or zinc oxide furnaces, or both. Gas producer experience, zinc metallurgical and laboratory experience. Can handle men. No. 356. Member, also Assoc. Mem. Am. Soc. of C. E.; excellent technical education, and best of references covering twelve years in responsible charge of work; experienced in surveys, construction, prospecting, mine examination and development and irrigation work; speak Spanish fluently, and can write a good report. Good executive. Available during June. Age 34; married. No. 357.

Jan 6, 1917

POSITIONS VACANT (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Superintendent for iron mine operated on the sub-level and caving system. Small output, moderate salary. Location, Southern State. No. 45. Chemist to sample and analyze iron ore. Experience in other branches not essential. Location, Southern State. No. 46. ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introducd by members.) Experienced mine superintendent desires position. Several years' experience in practical management of mining and development work. Has also practiced ass consulting engineer and is thoroughly experienced in the examination and development of mining properties. Mexican experience. Will go anywhere for reliable concern. Salary moderate. References. No. 254. Member, mechanical superintendent, wants position. Has had 12 years' experience as master mechanic of smelting plants in United States and Mexico. Also superintendent of shops doing marine, mining, and general contracting work. . Experienced in manufacture of mining tools and equipment. Up to the minute in copper, lead, and zinc smelting. Has learned a learned a great deal, can forget much, and has the inclination and ability to learn more. Best of references. No. 255.

Jan 10, 1915

By Herbert Wilson

THIS topic was discussed at the meeting in St. Louis in September, 1917, and at the meeting in New York in February last, but in the interval the war has accentuated in measurable degree the necessity for considering human relationship, not only as between nations, or in the treatment of our returning soldiers, but with respect to the relations between labor and capital in industry. It is my firm conviction that no other subject will have so large a place in industrial and political life during the next decade as this. Heretofore, the employer has been so engrossed with the financial, mechanical, and technical aspects of his business that he, has been willing to muddle through 'his relations with labor as best lie might and, on the other hand, the laborer has been so engrossed in his endeavors to secure a livelihood under whatever living and working conditions might be offered him that he has given little thought to his relations to his employer, until some misunderstanding has ended in disagreement and strike. No thinking man doubts that were the machinery available for friendly, personal, face-to-face consideration of the problems confronting employer and employee, there would he fewer disagreements, fewer strikes, and a better and more settled industrial situation. The necessity for some such medium for exchange of views has resulted in the organization of labor and, in some measure, of capital. Each party, engrossed only in defending its own viewpoint, has generally tried to gain its point by might rather than by right. Gradually, however, the representatives of both elements are beginning to appreciate that when the machinery for bringing them together in friendly communion is available their differences frequently settle themselves. There remain yet vast numbers of employers and of employees who are not organized and to whom the opportunity of friendly discussion of differences is not available; for these the machinery should he provided.

Jan 1, 1919

CHARLES F: WILLIS,* Bisbee, Ariz. (written discussion?).-An employment department operated only with the object of relieving the foremen from hiring and for the purpose of centralizing record keeping is not likely to be entirely successful, and is doing but a small part of the good that practice has shown is possible; although it was .probably a desire to save time and to conduct the business more conveniently that led many mining companies to centralize their employment department. The ultimate object, however, is the reduction of labor turnover, by obtaining men better qualified to fill the positions to which they are assigned, by following up their work and providing for transfer to other departments or for promotion, if advisable, by reducing the number of quits for inconsequential reasons, and by supervising such laying-off as is necessary in such a way that the permanent force is not upset. It provides a stability 'of employment, free from favoritism and paternalism, probably the best form of employment insurance that we can have. The value of the employment department is in direct proportion to the breadth of its supervisor, his ability to estimate and place men, his sympathy in dealing with their petty troubles, and his analysis of quits and the reasons therefor. There is probably no better index of the soundness of the industrial relationship between the employee and the employer than the reasons why men quit; an intelligent, unbiased analysis of these reasons tells where corrective measures are necessary. In nine cases out of ten the reasons are small grievances, easily corrected, and are things usually overlooked by mine officials.

Jan 6, 1919

By Richard L. Stotlar

Introduction During the last decade, the metallic minerals segment of the industry could be categorized as a "feast-or-famine" business. It is no secret that metallic minerals are cyclical. Employment opportunities greatly depend on the supply and demand for its mineral products. It is also not unusual for there to be a lag between the industry's manpower requirements and academia's ability to produce new graduates. Due to this lag, there will be years with manpower shortages, as in the mid-1970s. At other times, supply will exceed demand. The question is where will the jobs be in the years to come? This presentation will review reasons why employment opportunities have declined within the metallic minerals industry. It will also predict future demand for mineral engineering graduates. And it will outline strategies for obtaining an employment offer. Historical Review - Employment From 1977 through 1983, about 75% of all metal mining employees were directly engaged in production activities, down from 83% in 1965. This decline reflects increased use of labor saving equipment, and more government regulation and foreign competition. Metal mining's employment decreased from 74,000 jobs in 1982 to fewer than 68,000 in 1983 - an 8% decline. The overall industry is having these problems because of the general downturn in the economy. For example, at the beginning of this decade, US automobile and steel industries were in trouble. Interest rates were too high and volatile. This adversely affected construction, housing starts, and manufacturing. All these industries, being large users of base metals, drastically affected the metals industry. US copper companies are still having problems. Reports indicate that many copper employers have cut production, laid-off workers, and permanently closed mines, refineries, and smelters. A decline in the demand for US produced metal products, such as copper, obviously affects some mineral engineering employment opportunities. Other factors to consider when looking at employment opportunities and why it has become difficult for US metal producers to compete in the world market include: • The grades of ore bodies of many US minerals are considerably lower than the grades of ores being mined elsewhere in the world. • The grades of ore bodies currently being mined in the US are steadily declining. • Foreign producers are largely government controlled and are not necessarily subject to the realities of supply and demand. • US environmental regulations have considerably added to production costs. Foreign producers in most countries do not have to worry about these additional costs. • US mines are getting deeper. This adds to the cost of production because of the increasing distance the ore has to be transported. • Plants and equipment are outdated. Many companies find themselves operating with equipment and plants that need modernizing or replacing. This obviously hinders competitive productivity. • Labor and management have had problems. Work stoppages in certain mining businesses and high wage and benefit costs in relation to foreign producers place US producers at a disadvantage. • Much land is unavailable. The US government owns most of the land considered to have the best potential for minerals development. Most of this land is unavailable for mining or exploration. Therefore, it appears that finding employment with a company whose primary business is mining and processing most metals, such as copper, in the US will be quite restricted and competitive. Future Demand It is difficult to anticipate what key employment opportunities within the next few years will be available to mineral engineering graduates. The Engineering Manpower Commission estimated that US engineering schools awarded 72,471 undergraduate degrees in 1983 vs. 66,990 in 1982. This was the eighth consecutive year in which the number of baccalaureates awarded has increased. On a brighter note, the US government's Occupational Outlook Quarterly stated that the growth rate through 1995 for all engineers is an encouraging 49% over present levels. The estimated number of engineers employed in 1982 is 1.2 million. The numerical in-

Jan 2, 1985

By S. Amid, D. Fisk

"Wireless technologies are permeating the mining and metals industry and enabling a myriad of benefits. With standards such as IEEE 802.11 for wireless devices and ISA100.11a for wireless field instruments protecting their investments, customers look to benefit from the cost and flexibility offered by wireless devices. Using wireless field instruments, plants are eliminating the costs associated with wired system by 50 to 70% and using these savings to install more field instruments, which, when used smartly, enables them to optimize their processes efficiency and equipment reliability. Wireless also empowers a mobile workforce by allowing them to have access to key process and maintenance data directly from the field. This paper describes how wireless can help operations and maintenance personnel to be more effective. Three case studies, illustrating how the mining and metals industry is taking advantage of the technology today, are presented:1.,Optimisation of the water recovery process using wireless2.,Field operations improvement with wireless handhelds3.,Improving fleet maintenance through wireless mobile equipment management"

Jan 1, 2011

Automated drilling in surface mines is here, it?s successful, and it?s already at work in mines around the globe. Coal, copper, iron and gold mines in large mining countries such as Canada, Australia, South Africa, the United States and Chile are meeting mining objectives previously ruled out as unattainable. Pit Viper automation enables operators to accomplish more objectives safely. Operator assist functions like AutoLevel, AutoDrill, Auto Rod Changer and multi-rig teleremote control are a few of the features mines are using to gain consistent, sustainable productivity.

By Bryce Sullivan, Cliff Baratta, Ehsan Alavi, Timothy Dobbs, Lisa Mori

"Soil conditioning is one of the main factors in successful application of EPB machines in tunneling projects, which involves changing the characteristics of the ground in order to make it suitable for the tunneling process. Selection of the type of conditioner mainly depends on soil type, properties of the tunnel boring machine, and most importantly geological condition. Proper EPB tunneling and soil conditioning in ground above water table is challenging. This was encountered in Northgate Link Extension Tunneling Project in Seattle, WA. In order to improve the tunneling operation, a novel algae-based encapsulated oil was used as a conditioner and as a result the operation of the TBM was improved significantly. This paper reviews the traditional soil conditioning measures that were adopted in University Link and Northgate Link projects in Seattle, WA and compares the results with results when using the encapsulated oil additive. INTRODUCTION Soil conditioning agents are used in EPB tunneling to transform the excavated soil into a workable paste with the desired hydrological and mechanical properties. Reducing wear, power consumption, friction, adhesion, and improving the face stability and material flow are some of the benefits of using soil conditioners in EPB tunneling. Soil conditioning is performed by injecting foam, polymer, water, and bentonite to the tunnel face, excavation chamber and screw conveyor. Selection of conditioning agent mainly depends on soil type, geological condition (groundwater and soil permeability) and TBM features (injection points, open or closed cutterhead, type of foam generator, etc). The most widely used soil conditioners are foam and polymer and in some cases due to existing conditions, clay dispersion or anti-wear additives are also used (Milligan 2000, Langmaack 2000). Foam. Foam is created by dispersing air in a surfactant solution. A different combination of surfactant type and foam parameters should be used for different soil types. Laboratory tests on virgin soil should be performed to identify the best surfactant and foam parameters for the specific soil type (Langmaack 2000). The foam parameters can be described as follows:"

Jan 1, 2016

By Robert H. Peters

How can employees be stopped from engaging in unsafe work practices? It is often easier to prevent employees from performing unsafe acts through manipulations of the work environment than through various training or motivational programs. Therefore, it is important that accident prevention programs seek to identify the reasons for the unsafe behavior and to redesign tasks and the work environment (e.g., tools, equipment, physical surroundings) in order to remove employees from sources of harm and to prevent situations from arising that would prompt them to perform unsafe acts. Unfortunately, in the mining industry the work environment is often innately hazardous, rapidly changing, and difficult to predict, making it very difficult, perhaps impossible, to fully protect the employee by environmental manipulations. Therefore, it is important that effective methods be identified for influencing mine employees to work safely. Various strategies have been used to convince employees to avoid unsafe acts and/or adopt self protective behaviors. The intent of this article is to provide guidance to mine operators concerning the use of four techniques for influencing mine employees to work safely: (1) employee surveys, (2) incentives, (3) fear communications, and (4) disciplinary actions.

By J. D. Stewart

One of the first important questions that should be settled on the opening of a mine or the development of a new deep is the system of haulage to be used, since the layout of the haulage-ways at the pit bottom, or, in case of a slope mine, the arrangement of the surface works, depends largely upon the type selected. Should it later become desirable to install a system of haulage of a type other than that for which the mine roadways were originally laid out, considerable difficulty would likely be encountered in its installation and with the result that it would in all probability be most unsatisfactory and expensive in its operations. It therefore becomes very necessary that full consideration be given the haulage problem at an early date in order that the type best suited to the mine conditions and the required outputs can be intelligently planned for. It is sometimes found, however, that no matter how well the mining engineer explores the seam to be developed, or how accurately he anticipates its eccentricities, there will still remain some unrevealed or unsuspected conditions, or shall we say obstacles, placed by Nature to prevent the too easy winning of her treasures and incidentally to frustrate or modify the application of the plan so painstakingly laid down on paper, and to adversely affect the cost estimate.

Jan 1, 1928