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By Dirk van Zyl, S. Chander

Minerals have been critical to human society from the earliest and their use has been intertwined with the development of civilization. In the Western World, the mining, processing and extractive metallurgy associated with ores was first described in detail by Agricola in the 16th century. He considered these collective activities to be the most necessary and the most profitable of professions, and wrote, "without doubt, none of the arts is older than agriculture, but that of the metals is not less ancient; in fact they are at least equal and coeval, for no mortal man ever tilled a field without implements. In truth, in all works of agriculture, as in the other arts, implements are used which are made from metals, or which could not be made without the use of metals; for this reason the metals are of the greatest necessity to man." Ours is still a materials-dependent society that relies heavily on minerals for raw materials. Today our dependence on minerals is exceptionally great. To meet the need for fuel and non-fuel minerals in a representative year, in the United States alone, about one billion tons of coal and 2.7 billion tons of ore are mined. These mineral products are essential for fertilizers, for construction materials, metals and alloys, for manufacturing household and industrial items, for transportation, and for the generation of electric power. It is instructive to consider the diversity of uses found in our society for a single mineral product - silver, for example. Experts believe that in the past 5000 years we have mined about a million tons, or 31.9 billion troy ounces of silver. In 1988, 133 million troy ounces of silver were used in the Unites States. Most of the silver used was for techno- logical, medicinal and industrial purposes, Table 1. X-ray films, for example, carry comparatively large amounts of silver to lessen patient's radiation exposure. Silver does not prevent tooth decay, but each year about two million troy ounces of silver is used for dental work in the United States. In small quantities it is used in medicine. No metal - not even copper conducts heat and electricity so efficiently as silver. Silver wires lace solar cells, and silver oxide batteries power hearing aids, calculators, submarines and satellites. Hardened with tungsten or molybdenum, miniature discs of silver pass current from wire to wire in cars, telephones and computers. A dish- washer timer alone may have 50 such electrical contacts, which open and close without excessive heat or friction. Silver is an important component of solar reflectors, since no other material reflects light so well or uniformly. In our personal lives, silver remains in high esteem to adorn our tables, provide precious objects and jewelry. In many parts of the world, silver in the form of coins, jewelry and bullion is used for financial independence and security against the vagaries of paper currency. In India, silver is used in its purest form as thin foils to decorate sweets and other edibles. It is obvious that this mineral product, silver, is of great value and utility in our society. Minerals and Environment The benefits of minerals do not come without problems. Much of the silver, for example, lies locked up in copper, lead-zinc or precious metal ores; to extract it creates vast quantities of waste material. On the average, in order to recover one ounce of silver about a quarter ton of ore must be mined. To meet the world's annual demand for silver, approximately 100 million tons of waste is generated every Year. The problem with silver is repeated with all minerals. Conversion of mineral ores into usable materials necessitates the generation of large quantities of waste products that create tremendous disposal problems. In addition to waste material discarded during mining, wastes may be generated during processing as gases, liquids or solids that must be subsequently converted into forms more acceptable for disposal. Associated with the handling, treatment and management of waste products are a number of environmental problems. Environmental problems are not new to the minerals industry. In his Geographia, Strabo (63 B.C. - 20 A.D.), gives an account of the conditions of labor under which men

Jan 1, 1992

Technically competent, skilled and efficient people are often promoted into management and leadership positions, climbing through the ranks to senior positions without training or direction in soft skilling. These soft skills are what really motivate teams to achieve business goals. This paper looks at the three key soft skill areas that compel teams to follow leaders, namely manners, mentoring and motivation. Our manners control our behaviour and attitudes and operate at a subconscious level. The manners that æmaketh the manager worth followingÆ are discussed with the express purpose of bringing these to our consciousness. When we recognise those behaviours that alienate or inspire we can consciously behave in ways to lead our teams towards our goals. Our attitude to mentoring and developing people around us speaks of our commitment to our people and our industry. Surprisingly, the more we give the more we get. Mentoring gives us an opportunity to leave a legacy, inspire commitment and build support within the mining community. How do we as managers provide mentoring within our teams? What are the mentoring behaviours that inspire learning and commitment to a managerÆs goals? When managers can identify an individualÆs unique mix of motivational drivers, they can understand how to motivate them. And motivated people are more likely to be retained and work towards the managerÆs goals. The soft skills used to understand and motivate within the three core motivation drivers (competence, expression and treatment) are presented. This paper is designed to share straightforward soft skills for managers who have tread the technical route.

Jan 1, 2006

By Stephen Williams

This paper examines manning best practice in the Australian mining industry. In particular, the paper considers a range of mining operations and their manning levels as measured by operational benchmarking. The benchmarking results presented cover 15 open pit and 37 underground studies in Australia. The data was collected as part of AMC?s benchmarking and operational improvement studies conducted between 1999 and 2008. The results examine overall manning levels in mining, processing and administration functions. Manning levels for a range of mining methods, including open pit and underground methods, are segmented. Productivity measures such as ore tonnes per man day and metres developed per man day are presented and where direct relationships can be established, the relationships are described. Finally, the paper considers perspectives on best practice with regard to manning in the Australian mining industry and the limitations in application of this type of analysis in a global context.

May 1, 2009

This paper examines manning best practice in the Australian mining industry, comparing the mining of gold with mining of other commodities. In particular, the paper considers a range of mining operations and their manning levels as measured by operational benchmarking. The benchmarking results presented cover 7 open pit and 14 underground studies of gold mines in Australia from a database of over 50 studies. The data were collected as part of AMC?s benchmarking and operational improvement studies conducted between 1999 and 2009. The results examine overall manning levels in mining, processing and administration functions. Manning levels for a range of mining methods, including open pit and underground methods, are segmented. Productivity measures such as ore tonnes per man day and metres developed per man day are presented and where direct relationships can be established, the relationships are described. The proportion of supervisory to operations personnel and labour costs as a percentage of total operating costs is highlighted. Minimum manning requirements for the range of mining methods are indicated, irrespective of the size of the operation. The benchmarking results provide guidance by indicating a range of manning numbers and trends which are likely to be appropriate for the scale and type for a range of mining operations. When combined with benchmarked productivity and cost data, manning results help identify potential areas for business improvement, driving gains in the efficiency of labour. Finally, the paper considers perspectives on best practice for manning and the limitations in application of this type of analysis in a global context.

Jan 1, 2009

By P. M. Dranchuk

"SINCE their inception, the mineral industries have, from time to time, been confronted by various and sundry problems. These have been identified, attacked and solved by means of a slow methodical process peculiar to these industries. During the past decade, these industries have experienced increasing difficulty in attracting and retaining an adequate supply of manpower. This poses a situation which seems to be unlike those that came before it in that it appears to be immune to those methods of attack which were successful in the past. Despite various attacks upon the problem, its seriousness appears to be increasing at an increasing rate. The point has now been reached where the President of AIME recently expressed the opinion that this is the most serious problem facing these industries at this time (1). Another observer has gone so far as to state, ""Given the motivation and the determination, the crisis in mineral education in Canada, can, in time be met. But it will take a generation if we Start DOW (2)"".Part of the difficulty arises out of the identification and assessment of the problem itself. For, although the manpower shortage has been developing over a fairly long period of time, there still appears to be no unanimity concerning its seriousness and the nature of the threat which it poses. Some observers continue to maintain that the current situation is not new at all, but is merely the reappearance of something old which is cyclic in nature. They observe that in the past there were numerous periods where the mineral industries encountered manpower shortages but that, in each instance, the situation eventually rectified itself. Furthermore, they draw attention to the fact that the current problem is not confined to the mineral industries but that in fact all industries are experiencing an increasing manpower shortage. They are therefore confident that if left alone the present problem will eventually disappear."

Jan 1, 1967

By R. Venugopal

The paper reviews the development of Mineral Engineering education and training programmes in India. It highlights the major academic programmes and describes the evolution of the curriculum and design of courses in response to the changing requirements of India?s mineral and coal industries. An outline of the efforts needed to sustain and further improve the existing programmes is also provided. Keywords: manpower, mineral engineering

Sep 1, 2012

By J. D. Forrester

In striving to develop this discussion about "Manpower for Industrial Mineral Industries" two fundamental classes of manpower are encountered. These are: 1) The Labor Force, comprised of unskilled and semi-skilled, nonprofessional personnel who participate in conducting economic, mineral deposit operations and; 2) The Professional People involved in the science, engineering, and management of such industrial enterprises. The commentary given here will be directed primarily to a review of the characteristics of the second or latter class. To pursue successfully a career as a scientist or engineer in today's industrial and social complex, it is necessary that technical knowledge must have been acquired by training and study in an institution of higher learning. Also, to act effectively, the individual must have achieved some degree of specialzation, although this element often is developed to most notable degree by post-graduate exposure and experience. In addition, and especially in the case of "management," it is desirable, indeed it is even necessary, that an individual recognize and appreciate the fundamental humanistic-sociological controls, and their nuances, as these elements exist to shape his total environment.

Jan 1, 1969

By M. A. Upham

"MINING is Canada's second largest basic industry, producing material with a gross value of 2.5 billion dollars, led only by agriculture with 2.9 billion dollars. It pro-vides employment, directly and in-directly, for three quarters of a million people. Since the Second War, the value of mineral production in Canada has tripled. Economists forecast that over the next 15 years its value will triple again. Canada is a basic and leading supplier of nickel, iron, copper, zinc, lead and uranium. It is also a major oil producer, leads the world in the production of asbestos and in five years will be the leading producer of potash, a basic constituent of fertilizer.It can be seen that Canada's wealth and economic progress lies in being a primary producer of economic minerals and in building secondary industries to manufacture finished products from these raw materials. Canada's future in the field of mineral production looks bright, with our resources just starting to be tapped. Outside of the large expanse of Soviet Russia, we are by far the world's most fertile mineral exploration area."

Jan 1, 1967

One does not need to travel too far back in time to find that the manpower requirements for new projects were focused mainly on: ò plentifulness of supply; ò cheapness of use; and ò fitness for use. These were primarily quantitative considerations and corresponded with the dominant view of labour as a commodity. Qualitative considerations were not very evident with the exception of judgements of industrial militancy. It was not unusual for areas of known militancy to be excluded from the recruitment net (eg Captain's Flat, Broken Hill, Pilbara).

Jan 1, 1991

Because the Australian resource industry differs from the resource industries of other countries, direct application of manpower planning processes derived from overseas experience may be singularly inappropriate for Australian projects. Too often in Australia, project manpower planning has been undertaken as an afterthought to technical and financial analysis. A wide variety of complex and interrelated manpower considerations should be evaluated from the beginning of project planning, even at feasibility study stage, and relevant deductions should be incorporated into all other planning. Many manpower factors can be considered sequentially but it is probably necessary to undertake critical path analysis for manpower planning. The paper highlights some key factors involved in project manpower planning and suggests a simple linear planning sequence which integrates the analysis of factors and can in turn be integrated into technical and financial planning.

Jan 1, 1983

By Bruce A. McFarlane

"I WOULD LIKE TO SAY how honoured I am that I have been invited to participate in this panel discussion. I have taken the liberty of narrowing my topic somewhat so that instead of speaking on the Sociology of Professions as a whole I will speak on one aspect of it, that is, on Manpower Problems in the Minerals industry of Canada, with some reference to a new social role for the professionals engaged in this industry. This probably means that I will be encroaching on areas covered or to be covered by other speakers, but I hope that when I do so I will do so from a slightly different vantage point. That is, from a sociological perspective rather than from a historical, industrial, business or professional perspective. I plan to divide my discussion into three areas, namely: (i) problems of ownership and control; (ii) environmental problems; and (iii) manpower and recruitment problems. I do not plan nor am I able to provide clear-cut solutions to the various problems I raise under these three headings. Rather, I hope that my discussion of the problems may form the basis for an extended discussion here and elsewhere. Because of the limitations of time, I will only briefly discuss the first two problem areas noted above – (i) ownership and control and (ii) environmental problems - and I plan to concentrate on the manpower issue."

Jan 1, 1972

By H. H. McGregor

Introductory remarks by author When Mr R. C. J. Goode suggested preparation of a paper in the area of manpower utilization in South Africa, I was, while keen to accept his invitation, somewhat hesitant for two reasons. Firstly, I recognized the great difficulty of making a factual contribution, because of the lack of really relevant statistical information available, the fact that much of it is out of date, and the difficulty of researching and co-ordinating it and of evaluating a statistically sound resultant viewpoint. Experience in the actual preparation of this paper has done nothing to change my view in this respect. Secondly, it is obvious that a paper presented to a meeting of this Institute, by a member of it, would be expected to devote considerable attention to the subject in the mining industry. I am not directly employed by the mining industry, although my company has carried out extensive assignments for various sectors of it both in this country and in other parts of the world, since the 1939-45 war. I am more conscious than most of the tremendous technical and managerial skills at the disposal of the industry in this country, and consequently am equally conscious of the hazards of publishing facts and figures which might be taken to indicate any criticism of performance. I am aware that some of the information that I am about to present may indeed generate comment, and possibly even critical comment. I would like to be regarded therefore in presenting this information, as a member of the group, rather than an external critic. Under these circumstances, comment can only be constructive, and this is my earnest hope. The contribution of my paper, if contribution there is, will I hope be in the area of assessing labour productivity in mining, and in secondary industry in such a way that the performance of each against its own past results is comparable. This task has not for the present been to my knowledge attempted, and in advance I wish to take out authors' insurance against legitimate criticism from professional economists and others, by stating that I am well aware of possible short-comings in the arguments. Nevertheless I believe that under the circumstances I have, with the important assistance of several people, been able to take the subject further than has been the case in the past. Finally, I have related productivity in the mining industry and in secondary industry to a target of productivity in the Republic of South Africa. I was fortunate recently in being able to attend a series of lectures by a prominent economist in America. He introduced his subject by calling it 'A broad survey of macro-economics'. Perhaps I might be permitted to describe my paper, in the same idiom, as 'The macro-management of labour'.

Jan 6, 1970

By H. H. McGregor

SYNOPSIS Changes in the national productivity (gross national product per head of the population) have been assessed in order to derive a target figure for the required annual increase. The conclusion reached IS compared with the targets of the economic development programme of the Republic. Productivity and management structure in the gold mining industry is then analyzed together with investment in plant, machinery and equipment for rock handling purposes. The conclusion is drawn that productivity improvement does not appear to have accorded with the massive expenditures in plant and equipment, and in augmented management. The productivity of the manufacturing and construction sectors of the economy has been examined. The principal difficulty is that the main avenue of approach is the value of product divided by the total labour force. This introduces inflationary questions, and the use of a suitable deflator becomes of prime importance. Severa1 different methods of assessing the productivity improvement in the industrial sector have been used with what is regarded as a comparatively high degree of compatibility. Improvements in productivity in the manufacturing industry up to 1966 appear, from the information available, to have substantially exceeded comparable figures for the mining industry. There is however evidence that thereafter productivity of the manufacturing industry has not maintained this satisfactory rate of increase. If the economy is to achieve the planned rate of expansion, there is no doubt that greater attention to this aspect will be required in the future than has been accorded to it in the past.

By Patrick J. Lydon, Gregory A. Terri

"The recently opened Mansueto Library at the University of Chicago campus was a 2012 OPA runner-up. The dramatic elliptical shaped dome of this structure tells only part of this structure’s story. The underground automated storage and book retrieval system below ground required excavations as deep as 55 ft (17 m). The system that allows the University to store many of its publications well below grade also required an approximately 50 ft (15 m) clear span for the perimeter walls between the lower level and street level slabs. The latter requirement allows the conveyors to operate freely to retrieve and transport publications up to the lobby level. The design-assist-build team worked together to develop the most cost-effective solution for below-grade work in this challenging urban and geologic environment.The perimeter of the new oval-shaped library is over 620 ft (189 m) long and sits in a central location on campus—adjacent to the Regenstein Library and two city streets and the Henry Moore sculpture, which commemorates the location of the first self-sustaining controlled nuclear reaction. The new library construction not only had to meet challenging structural and geotechnical requirements, but also had to be sensitive to its active and historic surroundings. The soils at the site consist of about 25 ft (7.6 m) of sand, followed by lean clay, generally increasing in stiffness to the top of the dolomitic limestone. Five to 10 ft (1.5 to 3 m) pockets of saturated sand also lie on the north side of the site at about 45 ft (13.7 m) below grade. The top of weathered rock varies in elevation from 59 ft (18 m) below grade in the south to 69 ft (21 m) in the north. There is 1 to 2 ft (30 to 60 cm) of weathered rock. Groundwater at the site is about 7 ft (2 m) below grade.The new structure would extend 55 ft (17 m) below grade through saturated sand strata and into weathered rock for part of the structure’s footprint, so it was critical that the new permanent retention system minimize groundwater seepage laterally through the structure’s wall as well as piping through the weathered rock below the structure. The perimeter walls had to be very stiff to minimize ground movement around the structure’s perimeter due to the significant clear span between slabs."

Jan 1, 2013

By Filiberto Fernández

El presente texto señala el proceso de estabilización de las altas eficiencias de corriente en la refinería de Southern Perú a través de los hornos, el desarrollo en los cátodos producidos y su apoyo del personal de mantenimiento, operaciones y producción. De forma, que utilizando esta política, la refinería ha incrementado la densidad de su corriente, controla mejor sus procesos, control físico y las pruebas de investigación en forma ordenada, eficaz y efectiva.

Sep 13, 2001

By Wilfred Walker

Much is known of the geography of the Alpine orogeny because it has now ended and all geosynclines are in their terminal, cordilleran form. The principle of sea floor spreading, continental drift, and mantle cells has gained general acceptance, but the number and position of the cells, even during the Alpine orogeny, is controversial. The oceanographers have demonstrated the uprises and in this paper it is suggested that downflows are marked by island arcs in the oceans and geosynclines (now cordillera) in the continents, for a total of about a dozen cells. Major mineral deposits associated-with the Alpine downflows are porphyry copper, molybdenum, nickel, chrome, lead-zinc-silver, gold, mercury, tungsten, and tin. Amore precise environment is known for some of these metals, for example, nickel, chrome, and mercury in flysch (which flanks mantle downturns), Ten major orogenies have taken place from 3500 m.y. to the present, Their re¬construction and metallogenesis is the subject of a continuing study.

Jan 1, 1971

By Wilfred Walker

With the advent of the New Global Tectonics a coherent pattern of geology is emerging. To the economic geologist this is of vital concern because the type of mineralization in particular environments is predictable. Developments in geological reasoning now take their place beside developments in geochemistry and geophysics. Much is known of the worldwide geography of the Alpine orogenic period because it is now ending its 200 million years of existence, starting with the Jurassic, and we can see the mid-ocean rises and the down flow zones, and between them the stable oceanic and continental platforms. The concepts of mantle cells, the spreading sea floor, and continental drift have gained general acceptance. The oceanographers have demonstrated the uprises like that in the mid-Atlantic. In this paper it is suggested that down flows in the oceans are marked by island arcs, like the West Indies; and down flows in the continents are marked by orogens like the American Cordillera. The number and position of mantle cells is controversial: a total of about 16 cells is suggested in this paper. Certain cells expand, and as they carry continents with them give rise to concepts of plate tectonics. Specific types of mineral deposits are associated with the uprises, oceanic and continental platforms, and down flows. The uprises are accompanied by the currently described Red Sea and Salton Sea deposits, the oceanic parts of the platform have the nodular deposits, and the continental platforms have the post-tectonic deposits. However, most economic metal deposits are associated with the down flow zones in which the stage of geosynclinal development controls the type of deposit: (1) In the initial development stage the simatic upper mantle may be tapped and give rise to the volcanogenic massive base metal sulfide deposits and to the ophiolite suite which characteristically carries nickel, chrome, and cupreous pyrite. (2) In the early geosynclinal stage sialic crust is driven down into the simatic magma of the upper mantle and basic to acidic differentiates give rise to stocks accompanied by skarn and hydrothermal deposits. (3) The intermediate stage of geosynclinal development gives rise to tin-tungsten, lithium, and beryllium deposits as the magma chamber rises above the level of the upper mantle and there is no simatic component. (4) The late stage is one of regenerated deposits. The porphyry deposits are not restricted to stages but only by the time of generation of acid magma. As the geosynclinal system dies, the mantle is again the source of magma, giving rise to gabbro and diabase dykes and sills: in this last, post-tectonic, continental platform environment are found the Mississippi Valley type lead-zinc deposits, the Blind River and Witwatersrand type of sedimentary uranium and gold deposits, and also Sudbury's nickel. The key relationship of major ore deposits generated by downflows is depicted herein on a framework of uprises, platforms, and downflows in the Alpine orogenic period. There is evidence for nine orogenic periods, of which the Alpine period is the latest, having taken place from 3500 million years ago to the present. Each period was characterized by its own worldwide mantle cell system and associated uprises, platforms, and down flows. The cycle of geosynclinal development, including corresponding cycles of mineralization, can be precisely defined in relation to each of these orogenic periods. The development of the Alpine orogenic period therefore can be used as a guide to the study of the earlier orogenic periods which comprise well known periods: Kenoran, Hudsonian, Grenville, and Paleozoic; and less well known: Konkian, Aulian, Belomorian, and Elsonian [(Table 1)]. Each name is used for the period as a whole, and not for the main orogenic event.

Jan 1, 1973

By P Thwaites

The mining industry uses many types of mineral and metallurgical plants to produce saleable product from ore mined. Plant design history has left current operations with a mixture of manual operation and various forms of automated process controls. Consequently, we typically see high-variability in the continuous operations together with a shortfall in the attainment of full capacity or higher utilisation of consumables.At a level of best practice, ‘operational performance excellence’ focuses on process control, using automation and control systems to deliver process optimisation. This more sophisticated delivery is a great deal more difficult than the first stage of equipment selection/installation. It includes the appropriate selection of the right instrumentation and control system, key process knowledge, individuals with a solid control engineering background/experience and the essential backing/support of the operations management team together leading to higher-value delivery. Robust solutions can be realised, considerably minimising process variation, thus leading to process optimisation. This approach results in an easier, efficient and safer process while providing considerable returns for the plant owners.How variable are your processes, and do you maintain optimised process performance with dedicated resources, modern instrumentation, ‘best practice’ control systems and performance monitoring tools? In this paper, these questions and their possible answers are discussed.I say we can do much more and be ‘more efficient’ in our efforts to remain competitive. This area remains a major opportunity for improved efficiency, minimising tailings losses and other milling costs.CITATION:Thwaites, P, 2014. Manual control, process automation or operational performance excellence – what is the difference?, in Proceedings 12th AusIMM Mill Operators’ Conference 2014 , pp 13–40 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Sep 1, 2014

To assist the taxpayer of the oil and gas industry in correctly and expeditiously preparing his Federal tax returns, the Bureau of Internal Revenue has prepared a "Manual for the Oil and Gas Industry Under the Revenue Act of 1918." Although the endeavor has been made to anticipate all questions that may be asked, it is recognized that such a manual is only general and cannot cover all cases that may exist. The Manual is based largely upon information gathered during the fall of the year 1918 by a corps of geologists, technologists, and engineers. The investigation was undertaken primarily to furnish a basis for arriving at valuations, and depletion and depreciation deductions in connection with oil and gas properties. All fields in the United States were canvassed. Records of production of thousands of properties were collected and tabulated. These were carefully classified and studied by the most competent and experienced men in the country and the average future production curves and tables of valuation data were produced as a result of this study. Be American! Work and Save. Buy W. S. S.

Jan 7, 1919

By Lewis C. Karrick

Although the Bureau of Mines has thus far made no large-scale experiments with oil shales, and the feasibility of the commercial manufacture of shale-oil products suited to present market requirements has not been demonstrated, there is ample reason to believe that these products will eventually supplement the more commonly used petroleum products and give equally good service. In 1919 the bureau, in cooperation with the Department of Metallurgical Research, University of Utah, began investigating the oil shales of the United States to obtain detailed information on their value. The States of Colorado and Indiana also cooperated through their State universities, in which research laboratories were organized to assist in carrying on the oil-shale studies planned and directed by the bureau. As a result of these studies much information is now available concerning laboratory methods of producing the greatest yields of the best products from oil shale. In order to study the principles that govern the retorting of oil shales and to test the oils produced, it has been necessary to develop and standardize reliable apparatus and methods for distilling shale, and to adapt to the testing of shale oils some of the methods the Bureau of Mines uses for testing petroleum. The methods employed by the Scottish shale-oil manufacturers were also studied, but most of them have been superseded by those described in this bulletin, which give more comprehensive and accurate results and employ more convenient apparatus. This paper is presented, therefore, as a manual of apparatus and methods that the bureau has developed for work on oil shale and found satisfactory for routine tests and for research. Explanation and discussion of the principles underlying the methods of testing are included wherever necessary for a clearer understanding.

Jan 1, 1926