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[Chairman ZAY JEFFRIES, Vice-chairman S. SKOWRONSKI, Chairman WILLIAM M, CORSE, Secretary Executive Committee J. R. FREEMAN, JR., Local Section G. E. JOHNSON R. S. ARCHER, Non-ferrous Data Sheets P. D. MERICA EDGAR C. BAIN, Journal Committee L. W. SPRING SAM TOUR, Papers Committee F. L. WOLF H. C. JENNISON, Membership Committee Local Section Committee J. R. FREEMAN, JR., Chairman R. J. ANDERSON, Cincinnati R L. DOWDELL, Minneapolis R. S. WILLIAMS, Boston G. H. CLAMER, Philadelphia W. A. SCHEUCH, Chicago R. F, Woon, New York Papers Committee S. SKOWRONSKI, Chairman F. H. DIx, JR.-Aluminum E. R. DARBY-Bronze C. S. WITH ERELL-Copper H. A. BEDWORTH-Brass W. K. FRANK-BRONZE F. W. HARRIS-Copper R. L. SUHL-Nickel H. M. ST. JOHN--Foundry Metallurgy R. S. DEAN-Theoretical Metallurgy]

Jan 1, 1928

CYRIL STANLEY SMITH, Chairman CARL E. SWARTZ, Past-Chairman ARTHUR PHILLIPS, Vice-Chairman E. E. SCHUMACHER, Vice-Chairman H. A. MALONEY, Treasurer FRANK. T. SISCO, Secretary 9 West 39th Street, New York, N. 1. Executive Committee 1944 1945 WILLIAM C. ELLIS C. S. BARRETT ALAN MORRIS T. A. WRIGHT KENT R. VAN HORN L. L. WYMAN

Jan 1, 1943

Institute of Metals Division SAM TOUR, Chairman J. R. FREEMAN, JR., Vice-chairman ZAY JEFFRIES, Past-chairman C. H. MATHEWSON, Vice-chairman WILLIAM M. COHSE, Secretary-Treasurer 810 Eighteenth Street, N. W. Washington, D. C. Executive Committee Until February, 1931 Until February, 1932 Until February, 1933 T. S. FULLER J. L. CHRISTIE W. M. W.M. PEIRCE G. E. JOHNSON ARTHUR PHILLIPS A. J. PHILLIPS W. A. SCHEUCH H. M. WILLIAMS GUY C. RIDDELL Research PAUL D. MERICA, Chairman S. SKOWRONSKI Data Sheet R. S. ARCHER, Chairman T. S. FULLER J. STRADSS C. H. MATHEWSON F. L. WOLF

Jan 1, 1929

Institute of Metals Division Ferrous and Nonferrous Physical Metallurgy Established as a Division April 26, 1918 (Bylaws published In the 1944 TRANSACTIONS Volume of the Division) A A SMITH, JR, Chairman E A ANDERSON, Past-Chairman F N RHINES, Senior Vice-Chairman W A DEAN, Vice-Chairman H A MALONEY, Treasurer ERNEST KIRKENDALL, Secretary 29 West 39th Street, New York 18, N Y Executive Committee R M BRICK 2 W A JOHNSON 1 H I DIXON 2 E W PALMER 1 M GENSAMER 2 J H SCAFF 3 J D HANAWALT 1 J D SULLIVAN 3

Jan 1, 1952

By Thomas V. Falkie

The title of this talk has brought some interesting responses - even before it was written - from different parts of the country. A geologist from the Western U. S, was deeply concerned with recent layoffs in his profession and the employment situation in general and wondered why "the AIME wasn't doing anything for the benefit of its members." A petroleum engineer in Texas said that a group in his field were studying "professionalism" and their professional status and wondered if there were any words of wisdom for him. A mining engineering professor from the East pointed out that the National Science Foundation did not include mining engineering as one of its recognized fields in one of its equipment funding programs. These are just a few examples of reactions received to date, but they serve to illustrate the broad image that the title has meant to various people. Actually the term profession is defined by Webster as "a calling requiring specialized knowledge and often long and intensive academic preparation." The word encroach means "to enter by gradual steps or by stealth into the possessions or rights of another", or "to advance beyond desirable or normal limits." The intention of this paper, as originally conceived and requested by the program chairman, was to combine those two words literally and talk about how the professional standing of mineral engineers is being eroded from people outside the profession. But the amazing preliminary response suggests that it may be timely to broaden the discussion by including some comments about professionalism in general. In the paper the terms "mineral engineer" or "mining engineering" are used frequently, but it should be clearly understood that much of what is said is valid and is intended for all fields covered by SME and perhaps for AIME in general.

Jan 1, 1972

A key issue in maintaining the mining industryÆs social contract to access community-owned resources, is the need to be able to demonstrate professional management of resource extraction and the risk associated with mining hazards. Significant failures such as disease relating to coal dust and asbestos and mine disasters such as Moura, Appin and Gretley have resulted in judicial and legislative interventions that respond to the community outcry but do not necessarily effectively manage the longer term risk in a sector driven by new technology. With the implementation of recent amendments to the Queensland Professional Engineers Act, senior engineers in all industries including the mining industry are required to be registered and to demonstrate that they have æmaintained competency in the practice of engineering in the area of engineering for which the (engineer) is ... registeredÆ. This may be facilitated through a report produced by an æAssessing EntityÆ. These entities are approved by the Minister on advice from the Board of Professional Engineers, Queensland. Engineers Australia and The Australasian Institute of Mining and Metallurgy (The AusIMM) are the two professional bodies approved as æassessing entitiesÆ charged with facilitating successful implementation of the process established by the legislation. The scope of the legislation covers engineering enterprises in Queensland and engineering activities elsewhere that may have been designed in Queensland. There is currently a challenge to determine what the necessary health and safety competencies for the mining industry are and how the maintenance of these competencies will be assessed. The different approaches taken by the two assessing entities are compared and contrasted. At the legislative level, establishing an obligation to assess professional competency is simple, but at the level of the profession, it is new ground that warrants a substantial research and development input. The challenge is to develop criteria by which the quality of such system can be assessed. The comparison is made by considering such issues as equity, effectiveness, efficiency, objectiveness and transparency. These five indicators are considered in terms of how they are applied in other sectors and how they might be applied in the mining sector.

Jan 1, 2009

By John Hays Hammond

Discussion of the paper of John Hays Hammond, presented at the Chattanooga meeting, October, 1908, and published in Bi.-Monthly Bulletin., No. 24, November, 1908, pp. 1171 to 117S. PROF. HENRY Louis, Newcastle-upon-Tyne, En j. (communication to the Secretary'`) :-I welcome Mr. Hammond's paper as an. attempt to give definiteness to the best modern professional practice. Such a codification of our professional ethics is urgently needed, seeing how widely the views of mining engineers differ on some of the point-,. raised, for example, I have no hesitation it) performing a class of work, as to which Mr. Hammond seems to entertain some doubts, and, on the other hand, I strongly condemn a practice which he appears to recommend. I have not the least hesitation in making reports for vendors of mining properties, and am constantly doing so; . the best justification for this practice may be found in the fact that such reports have been repeatedly accepted by buyers as giving a correct representation of the facts of the case, which is all that should be demanded from any report. On the other hand, Mr. Hammond advocates that mitring engineers should take payment for their reports tin shares of a company to be floated upon the basis of such reports. I hold that this is ethically wrong, as even the most honest of men is liable to be unconsciously biased under these conditions. Indeed, I go much further, and maintain that a mining engineer who re¬ports or advises upon mining properties should never hold any-mining shares at all, or be himself interested in any mine,' and this has been my consistent practice for many years. A man who holds shares in a mine, and is called upon to report upon a neighboring property or a similar mine, can never be wholly unbiased, and even if lie could be, he would always lay himself open to the suspicion that he was giving a favorable report so as to-enhance the value of the property in which he himself is interested, or an unfavorable report so as to stifle competi-

Jun 1, 1909

By John Hays Hammond

This is an era of " expansion; and, conformably with the change in commercial conditions, the function of the mining engineer, as well as that of his confreres in many other professions, has also expanded. From the position of an engineer, limited to the determination of technical questions, the engineer of to-day has come to assume an economic importance in those branches of industry dependent upon engineering skill for their development. He is indeed an engineer of limited usefulness who does not go further professionally than to submit a purely technical report on subjects presented for his consideration. While he has the same responsibility as formerly in the solution of the technical problems involved, he is further expected to supplement his report with advice on the financial and commercial aspects of these problems. For the great majority of problems presented to the engineer ultimately involve the determination of the pecuniary, relations of the propositions under consideration. The great corporation lawyer no longer earns his fee by merely submitting his opinion as to the legal issues involved in law-suits affecting the corporation; he now assumes charge of the entire legal work, including both the organization of the corporation and the maintenance of its legal status thereafter. In like manner, the engineer, whose report was, as I have said, formerly confined to the determination of the geological and other cognate features of a mining enterprise, is now expected, not. only to embody information on these subjects in his report, but also to give his opinion whether the property offered for sale in pursuance of such an enterprise is worth the price asked for it. Moreover, if he recommends the purchase of a property, he incurs a certain moral responsibility for its efficient manage-

Nov 1, 1908

By Antonio Peralta

Mining activity in Mexico began in the 16th century when the Spanish realized the mining potential of the new territory. Since that time, mining has evolved into a strong and vital industry for the country. Good professionals in the mining-related fields are fundamental to the growth and improvement of this industry. Since the end of the 18th century, formal education in mining has been available at the University of Guanajuato, in Guanajuato, Mexico. This school created one of the first schools of mines on the North American continent in 1828. In recent times, some other programs have been created at other universities. Universities offering mining related programs Listed here are the seven universities in Mexico that offer mining related degrees. They are the University of Guanajuato, UNAM, the University of Zacatecas, the University of Chihuahua, the University of Sonora, the University of Coahuila and the University of San Luis Potosi. The University of Guanajuato is the only Mexican university that offers graduate studies at the master's level. No PhD programs in mining engineering are offered at any Mexican university. Programs at each university are of different duration. They are: • University of Guanajuato-Five-and-a-half years, divided into five years of classroom instruction and six months in the working place. • University of Zacatecas - Five years of classroom instruction.

Jan 1, 1994

The theme of this Conference is 'The Future of Mining in New Zealand' to be addressed at a time of deepening economic concern. To ensure the assessment and development of our mineral resources in a competitive, safe and environmentally acceptable way a modest supply of a rare commodity û the professional mining engineer û must be assured. This paper briefly' reviews the history of mining education in New Zealand, discusses relevant overseas academic concerns and actions and discusses recent local trends which have led to a most serious recruitment position in the Department of Mining Engineering at the University of Auckland. Conclusions are drawn and proposals made which may remedy this situation which could have serious economic and sociological consequences for New Zealand.

Jan 1, 1991

By F. G. Crack, R. V. Ramani, R. L. Frantz

Management for mine construction and development differs from that needed for routine mine production and maintenance. An integrated approach to managing mine development projects must consider contract documents; management organization of a project; the project manager's role and the field supervisor's responsibility; and the use of scientific techniques for planning, scheduling, executing, and controlling projects. Professional project management encompasses the following: • Preparing contract documents that establish technical and financial schedules, and detail the responsibility for the physical work commitment. • Developing a project's organizational structure, to clearly define the roles of the project manager and the field supervisors. • Establishing project management and field supervisor relationships, to avoid ambiguity in assigning responsibility and to ensure desired project progress. • Using management science techniques, particularly networking techniques such as the critical path method for planning scheduling, executing, and controlling projects. Project Versus Production Management Project management differs from routine production management in the following ways: • Uniqueness: A project is unique. Production operations tend to be repetitive. The magnitude of one-time capital expenditures for many facets of mine development warrant special skills and attention. These professional project development skills must already be available by prior experience in the management team. • Personnel: In projects, personnel are usually assigned on a specialty basis and frequently change with the project activity. On the other hand, production personnel work together, more or less permanently. • Management Structure: In a project there may be several staff-line relationships that are not clearly defined and change with changing project activities. In a production situation, the lines of communication and authority are usually well defined. • Time Frame: A difference between project and routine production management is that project activities have comparatively less well defined durations and often tend to be relatively short-term. Production usually has both long-term and short-term plans and well defined long-term and shor-term goals. In project management, formal, critical, short-term reviews are frequently required. In production management, five year plans can be formally adjusted quarterly and annually. Short-term weekly or daily reviews can be informal. • Response to Delays: Delays in a development project may occur without anyone being immediately aware of their existence or suspecting the magnitude of consequence. In contrast, any delays in the production process can be easily identified from prior results comparison. Additionally, the response is quick, usually in a set routine. This can be traced back to the management structure and personnel. • Control Techniques: Measurements of project progress for control are not easily made due to the variety of activities that are carried on at the same time by different work groups. The yard-sticks of performance measurement for individual activities, let alone for the total project, are not easily established. However, due to the difficulty in detecting project delays, a workable control system is vitally important to a project manager. To apply a scientific project control technique such as "management by exception" requires specific planning and monitoring from the project manager for each activity in the project. Production and productivity are quick and effective yard-sticks of measuring performance in a routine operation. Control techniques required in production management usually revolve around these measures. Construction Contracts The construction contract is an important document that establishes contract scope, technical and financial details of the work, and achievement deadlines. It may also serve as the contract document to pay for work done and to verify field progress with planned progress. In practice, it is a good idea to develop a job-specific contract. This whole area is replete with legal precedence and procedures, and it is not the intent here to deal with the intricacies of establishing a contract document. But it is necessary to have an understanding of major contract types. Construction contracts are extremely important legal documents. They may vary in work specifications and enforcement of the provisions. Due to their nature, they must be composed with legal help and will take some time to compile. Even with all the precautions and provisions, it is not uncommon to find owner and contractor disagreeing. Therefore, it is important to include a way to resolve any difference quickly and to incorporate aspects of the contract as part of an overall management control tool for efficient project management.

Jan 7, 1982

By F. G. Crack

This paper is based on the philosophy that the management structure and strategy required for mine construction and development projects are different from that required for routine production and maintenance operations in a mine. The purpose of this paper is to present an integrated approach to the management of mine development projects. This paper highlights the four major aspects of the integrated approach. First, a brief review of the various types of contract documents is provided. Second, the management organization of a project is discussed. Third, the project manager's role and the field supervisor's responsibility are briefly outlined. Finally, the use of scientific techniques for planning, scheduling, executing, and controlling projects is presented. Each of these aspects is important; however, each by itself cannot be expected to bring order or unifying impact to the complexities involved in overall project management. When all these aspects are coordinated, the result will be a sore successful project from conception to completion.

Jan 1, 1982

By H. S. "Pete" Fowler

SME-AIME's Planning Committee established Working Party No. 22 in September 1974. Its charge was to: "Determine and take necessary actions to have Mining Engineering included among the disciplines on the National Professional Engineering Examinations." The first national examinations in "Mining/Minerals Engineering" will be given during April 1979, in states that request questions from the National Council of Engineering Examiners (NCEE), Seneca, S.C. From a survey by NCEE, mining engineering is recognized as a specialty in professional engineering registration in 25 states. In addition, 19 states give examinations in mining engineering. At press time, Pennsylvania, West Virginia, and Virginia have indicated they will use the April 1979 exam.

Jan 11, 1978

By D. J. Ketkar

It is a frequent experience to find that the Sub-surface Investigation (S.I.) data is either inadequate or misleading. However, such cases are rarely reported. Nonetheless, the projects suffer on-account of delays, cost-over-runs, disputes and/or compromise of the safety norms. Many times S.I. is considered unnecessary or is carried out as a ritual, mainly due to (i) non-availability of good S.I. agencies, or (ii) absence of Geotechnical consultant, or (iii) shortage of time. Importance of S.I. cannot be over emphasised. Yet the profession is in a state of confusion - mainly because of lack of competent professional agencies and of well-defined roles/responsibilities of the concerned parties. In this paper, some suggestions are made to get better returns from the S.I. activity.

Jan 1, 1996

[RALPH ADAIR Ore Dressing Consultant Bull Mtn. Rd., Asheville, N. C. Phone 4-1693 JAMES A. BARR Consulting Engineer Mt. Pleasant, Tennessee Washington, D.C. BEHRE DOLBEAR & COMPANY Consulting Mining Engineers and Geologists It Broadway New York 4, N. Y. I. R. BERENT Engineering Consultants and Contractors Mineral Exploration, Mine Evaluation, Mine Designs and Mine Management 156, Ataturk Bulvari-Ankara, Turkey BLANDFORD C. BURGESS Registered Professional Engineer Mining Consultant Monticello, Georgia GLENVILLE A. COLLINS Mining Engineer Uranium examinations Cable "Coins" 8 Howard-Canfleld Bldg. Santa Barbara, Calif. COWIN & CO. Mining Engineers and Contractors Consulting Shaft & Slope Sinking Appraisal Mine Development Reports Mine Plant Construction I-lath St. S. W. B'ham, Ala., Phone 56-5566 MILTON H. FIES Consulting Engineer Rooms 1201-2. Albama Power Co. Bldg. Birmingham, Alabama]

Jan 1, 1952

By Mark William Withey

"Blasting safety in surface mining is a necessary industrial goal. Proper techniques and disciplinesexercised during the blasting process enhance the probability of achieving that goal.The blasting process is generally a series of repetitive steps performed by all blasting technicians.Because habits formed during this process influence safety, production and cost, proper habitsbecome compulsory."

Jan 1, 1995

By Mark William Withey

Blasting safety in surface mining is a necessary industrial goal. Proper techniques and disciplines exercised during the blasting process enhance the probability of achieving that goal.

Jan 1, 1995

This opportunity to present a few thoughts on the question of professional education and training comes at a most appropriate time. In Britain, a great deal of energy is being expended in this, so-called, post-Finniston era, to create a new look for the status of engineers and engineering by the Engineering Council. Naturally, the tune and the tempo are being called by the big institutions which essentially serve the manufacturing industries. However, the Engineering Council in Great Britain also includes the mining and processing institutions such as the Institution of Mining and Metallurgy (IMM) and so there is a chance - if it is taken - for us to contribute to the debate and the determinations that emanate from it. The IMM, of course, caters for the professional status of those engaged in the mining and minerals industries and includes many who do not see themselves as engineers. Nevertheless, the debate is important to these other groups whose livelihood is inextricably bound up with those who are engineers and there are many facets of the engineering policies being shaped that will, I am sure, eventually be enshrined in the requirements for professional status across all the various disciplines in our industry.

Jan 1, 1986

While South Africa is well endowed with mineral resources, it is generally accepted that its future will be determined more by the development of its human resources than its mineral wealth. The country has throughout its modern history suffered from an over-supply of unskilled labour and a shortage of skilled and professional manpower. There has furthermore always been an over-reliance on Whites as an internal source of professional manpower, supplemented by immigration wherever possible. Better utilisation of other population groups in professional positions has been hampered by the general lack of education and training among such groups. Although many problems still remain, there are emerging trends which are likely to positively affect the training of professional manpower in the future. The direct and indirect influences that are likely to affect professional training at the macro level include 1. government policy and objectives in respect of manpower education and training, 2. the emergence of technikons as fully- fledged tertiary education institutions, 3. demographic trends in South Africa as they pertain to education, 4. political and statutory developments in the country, 5. industry involvement in tertiary education, and 6. professional registration.

Jan 1, 1986

By James B. Macelwane

THE Mineral Industry Education Division of AIME has long been interested in geophysical education. Organized in 1938, a Committee on Geophysical Education presented a number of reports in succeeding years. The AIME is an engineering society; hence it might be expected that the interest of the Mineral Industry Education Division would have centered about the relation of courses in geophysics to engineering education. However, this was not the case. The burden of the discussion held under the auspices of the Committee on Geophysical Education bore on geophysics in general and particularly on its relation to geology. In the decade that has passed since those meetings much water has flowed under the bridge. Not only have the geophysical sciences developed at an extraordinarily rapid rate but the practical importance and the range of their applications have spread in ever widening circles and have even assumed a very prominent place in research programs of the military, the Army, the Navy and, particularly, the Geophysical Research Directorate of the Air Force at Cambridge, Mass. So enormously have the geophysical sciences as such grown in scope and in degree of specialization that no one man in a lifetime of study can hope to master the theoretical and experimental complexities or even to follow intelligently in the published literature all the varied accomplishments of basic research in these 'fields. As in the other sciences, most of the results of geophysical research have potential economic value and are being applied to a wider and wider range of human needs. Here we see a parallel with the older sciences and their relation to engineering. Whenever the applications of scientific results required the special experimental background, the economic outlook, and the practical knowledge characteristic of the engineer, a curriculum in that type of engineering grew up in the colleges and universities. In the words of the "Report of the Committee on Adequacy and Standards of Engineering Education" in the. January 1952 number of the Journal of Engineering Education: "Engineering education in America was not developed after a preconceived plan. It evolved in parallel with the needs of a growing country, a country engaged in the development of a vast industrialization. From the first it filled a practical need, and its design emanated largely from an evaluation of the professional requirement." The advent of the railroad created a need for scientifically trained engineers and the response was the curriculum in civil engineering. The development of steam power created the demand for a curriculum in mechanical engineering. Neither of these types of engineers was trained to cope with the requirements of electrical power, and so there came to be a curriculum in electrical engineering. The advent of radio communication and of electronics during the first World War and in the years that followed resulted in the establishment of electronics engineering, sometimes within the curriculum in electrical engineering and sometimes independent of it. The complexities of industrial management have created an ever increasing demand for industrial engineers and the consequent building up of a curriculum in industrial engineering. The wide industrial application of chemical processes required a type of engineer whose background was training in chemistry but who was able to design processes and plants on an industrial scale; hence we have the curriculum in chemical engineering. The advent of the airplane created an entirely new set of problems which were solved by the training of aeronautical engineers. Many of these have called for more and more science and mathematics. Such was the history of the older engineer-

Jan 1, 1952