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By Peter Q. Nyce

Law is as old as civilization. In its early stages the so-called law of the jungle, "the survival of the fittest," was entirely operative. Man was quite largely a law unto himself and was likewise his own lawyer. As civilization developed and individuals segregated themselves into bands or communities, man-made laws became a reality, the individual sacrificing certain privileges for the benefit of the band or community in which he was privileged to live. Our present system of law is a continued development of that process. Very early in this development the exigencies of the occasion called into being classes of individuals who were given to study the laws then existing, and this group became known as lawyers. They advised what could or could not be done under existing laws. They were the aggressors in formulating new laws and principles under which the communities must live. Concurrently with the development of the law and the lawyer, the engineering profession was born. In our early civilization, each man was his own engineer; he built his own home, constructed his own bridge, and provided his own means of conveyance. As civilization became more complex, technical study was required to consummate projects and thus meet the requirements of an expanding community. The engineering profession assumed this burden. Both groups were human and thus susceptible to human mistakes and errors. It was Macaulay who said: "The world generally gives its admiration not to the man who does what nobody else ever attempts to do, but to the man who does best what multitudes do well." BiRth of Petroleum Industry In 1859, by the completion of the Drake well in Pennsylvania, the petroleum industry as we know it was born. Its rapid progress since that time has been both extraordinary and remarkable. The zeal of the individual operator to secure all possible oil in the shortest time, even to the extent of bringing into possession a part of the oil underlying a neighbor's property, developed unnecessary drilling, wasteful methods of recovery, great loss of gas, the early abandonment of property with much unrecovered oil thereunder. Such methods, plus

Jan 1, 1931

By Earl Oliver

Some two years ago the Petroleum Division of the A. I. M. E. organized a special study of unit operation. That method of handling oil pools had been urged as the remedy that would save the United States petroleum industry from the crisis that even then loomed as more than a small cloud on the horizon. Today it is only one of several remedies vigorously advocated. Proration, regulation of imports, unit operation, constructive marketing and interstate compacts all have their earnest proponents, but the advocates of each have been disposed to look with indifference on the other respective proposals, with the result that none has had united support. Meanwhile the industry has drifted rapidly toward a serious crisis, the imminence of which in itself may bring the solution. The gravity of the situation tends to force study of the merits of proposals that a short time previously were brushed aside as impractical; and to the surprise of most of us we now find merit where previously we thought none existed. Irrespective of what might have been the result had any single proposal being adopted years ago, it is now apparent that under present conditions no one of the remedies—unit operation, proration, regulation of imports or constructive marketing—standing alone would be of much benefit. On the other hand, it is becoming evident that a well balanced program comprising all four of these remedies might save the United States petroleum industry; also that some such comprehensive program might be necessary to save it. It is even becoming evident that the despised interstate compact might be an appropriate type of machinery in which to group and coordinate all these remedies. We have progressed beyond the belief that either the industry or the government working alone can correct the situation, and have arrived at the more healthy realization that the task will require most sympathetic cooperation between government and industry, backed by an equally sympathetic public understanding. If we were functioning under a Mussolini or a Stalin, stabilizing the petroleum industry would be a much simpler task. However, in the

Jan 1, 1931

By Paul Averitt

In spite of recent trends in the United States toward construction of steam generating plants near mine mouths, and toward use of high-voltage direct current for long-distance transmission of electricity, coal in substantial amounts is being transported over relatively long distances to serve specific needs. As coal is a low-cost bulk commodity which is more suitable for use near the point of origin, some of these long hauls are of considerable interest because they show what can be done under the pressure for more and more coal to support industrial and economic growth. Japan has an Insatiable Appetite for Coal Perhaps the longest U.S. coal journey begins in the east Appalachian Basin of southern Pennsylvania, eastern West Virginia, and southwestern Virginia. High-quality coking coal mined in these areas is shipped by rail to Baltimore, Md., and to Hampton Roads, Va., where the coal is reloaded on freighters for shipment primarily to western Europe and Japan. In 1967, shipments of coal to western Europe totaled 19 million tons, and shipments to Japan totaled 12 million tons. Japan also imports coal from Australia, the U.S.S.R., Canada, Poland, the People's Republic of China, and to a lesser ex- tent from several other countries. In an effort to solve long-term needs, Japanese steel interests have contracted for the purchase from the Kaiser Steel Corp. of 51 million long tons of coking coal over the period 1970 to 1985. The coal will come from the Kaiser Steel Corp. mine near Fernie, British Columbia. This arrangement will reduce Japan's future dependence on Appalachian Basin coal.

Jan 10, 1969

Book Review Mexico, TODAY AND Tomorrow. By E. D. Trowbridge, Detroit. The McMillan Co., New York, 1919, 353 pp., 7;2 X 5 in. $2.00. The first eight chapters are devoted to an historical narrative of the Mexican peoples from the earliest times to the close of the war with the United States in 1345. "In dealing with events antedating what may be termed modern Mexico" the author has "made no attempt at original research, and so far as concerns anything prior to 1900, the work here presented is a repetition, a reflection, of the findings of opinions of Fiske, Prescott, Bancroft, Luis Perez Verdia and other authorities." The remainder of the hook deals with Mexico during and since the Diaz regime. It is interesting throughout but is not always convincing or consistent. Social conditions are described in a way illuminating and possible only to one who is familiar with the peon and his hitherto seemingly hopeless position in reference to the wage system and church oppression. In fact, the author makes the hold accusation that the "primitive rather than immoral" condition of the peons in the matter of their marital relations is due to the disregard of the church for their welfare and capabilities. The true accounts of the Madero revolution and the Huerta regime read like fascinating medieval fiction. The reason given for men remaining in the Madero army is still the controlling one regarding any of the armies there. "They had horses, arms, all the food they wanted, money to spend and no work." The discussion of Mexican financial schemes is wholly from the Carranza viewpoint. To meet a monthly deficit of ten million pesos the author says "the government forced loans from the National Bank, and Bank of London and Mexico, and repeated the operation several times, finally practically exhausting their bullion and cash reserves. Hostile foreigners refer to this operation as the looting of the hanks! Drastic as this action was, there was good ground on which to justify it." However, that necessity knows no law is never an acceptable tenet except to him who applies the screws. The discussion of the economic problems and their solution is rather chimerical and presupposes a civil and national virtue in the present government not discernible except to one ultra friendly. The book is an interesting exposition of the very much involved situation from the viewpoint of approval of both the Carranza government and the attitude of the United States in its dealings with him. The editing of the book leaves something to he desired. P. E. B.

Jan 9, 1919

Report of President The important fact of the year 1916 is that on July 25 contracts were executed by which the American Society of Civil Engineers because an additional Founder Society and arranged to make its permanent home in our building. The contracts provide for the construction of three additional stories to the building, the American Society to pay the cost tip to $250,000, this being considered equivalent to what each other Founder Society had contributed, the American Society to participate in the original Carnegie gift and have an equal share in the property with each other Founder society. The construction of the addition to the building is under way, $62,525.04 having been expended thereon in 1916. It has been found that, clue to war conditions and the advanced price of materials, the cost of the addition will be $300,000. The founder societies have been requested to assume the extra $50,000, one quarter each. This work is in charge of a Building Committee consisting of H. H. Barnes, Jr., Chairman, E. G. Spilsbury, Charles Warren Hunt and Charles F. Rand. At the request of the Founder Societies, important alterations were made in the lecture halls on the fifth floor of the building to make the same suitable for social functions of the societies. The cost, $6,642.08, was advanced by the United Engineering Society but is to be paid eventually by the Founders. The Library of the civil Engineers is being merged with the Library of the United Engineering. Society and the other founder societies. At the present time the membership of the four founder societies is 29,000 and of associate societies 23,000, so that a total of 52,000 engineers now have their headquarters in our building. The value of the real estate now owned by this Society is $1,647,171.16. This sum will be increased at the end of 1917 by the amount of the cost of the addition to the building.

Jan 3, 1917

The regular meeting of the Trustees of United Engineering Society was called to order at 4 P. M. Thursday, Feb. 27, 1919, in the Board Room of the American Society of Civil Engineers, Engineering Societies' Building, New York. Minutes of a joint meeting of the Finance Committee of United Engineering Society with finance committees of Founder Societies on Feb. 14, were presented. The President called attention to actions relating to the recataloging of the Library and the support of Engineering Societies Employment Bureau of Engineering Council. The activity of the Employment Bureau was approved and support by the Societies informally assured. In response to a communication from the Fifth Avenue Association, the Secretary was instructed to write favoring the continuance of the daylight saving law. As to recataloging of Engineering Societies Library, it was announced that the Mining, Mechanical, and Electrical Engineers had voted appropriations, as requested, and the action of the Civil Engineers was awaited. A list of applications for offices in Engineering Societies' Building, revised to Feb. 27, was read, showing requests for a total of 29 rooms. The President stated that a decision must be reached soon as to what reply shall he made to these applications. Charles F. Scott, one of the original trustees, who was present, remarked upon the growth of United Engineering Society and his satisfaction at its success. ALFRED D. FLINN, Secretary.

Jan 4, 1919

By AIME AIME

THE Board of Trustees, made up of three from each of the four societies, conducts the business com- mitted to United Engineering Society by its Founder Societies under its Charter, the Founder's Agreement and the Library Agreement. A draft of a budget of revenue and expenditures for the ensuing calendar year is presented each September to the secretaries of the Founder Societies for the information and comment of their governing bodies. After revision, the budget is adopted, by the incoming Board of Trustees at its meeting in January.

Jan 1, 1929

By ANDREW CARNEGIE

Although the noble building provided in New York City by Mr. Carnegie for the United Engineering Society has been pushed to about half-completion, the ceremony of laying its corner-stone was not performed until Tuesday afternoon, May 8, 1906. The stone lies just back of the southeast corner of the building, on the north side-of West 39th Street. Among those present were Mr. and Mrs. Carnegie, Miss Whitfield, the sister of Mrs. Carnegie, Ralph W. Pope, Secretary of the Institute of Electrical Engineers, Frederick R. Hutton, Secretary of the. Society of Mechanical Engineers, Rossiter W. Raymond, Secretary of the Institute of Mining Engineers, Charles H. Haswell, the first Chief Engineer of the United States Navy (1836-1851), now in his ninety-seventh year, John Fritz, of the Bethlehem Steel Company, William H. Fletcher, President of the Engineers' Club, E. E. Olcott, President of United Engineering Society, and other interested friends. After an inspection of the interior of the building, the group formed about the corner-stone, which had been draped with the American flag. The exercises were opened by Mr. Olcott, who appropriately welcomed Mr. Carnegie, and briefly expressed the essential value of the building, saying, in part " The societies to be housed underneath this roof have as their aim the pre¬serving and putting in tangible form of the records of scientific accomplishments so as to avoid the repetition of mistakes. The possibility of finding the records of these results all at one center, so near the great Public Library of our city, will be an inestimable advantage to all professions. It is an occasion of no ordinary moment, therefore, when we can welcome Mr. Carnegie and have him lay for us the corner-stone of this great building which his liberality has provided." Mr. Carnegie responded in happy vein, thanking the committee for their greeting, and expressing his pleasure. in being able to do what he had done to further so worthy a cause. Among other things, he said

May 1, 1906

By Walter G. Dupree

When the original version of this study was published in 1972 it was evident that a problem was developing on the energy scene. The ability of the United States to find the energy supplies it needed within its own boundaries--at least in the forms desired--was declining. Production of crude oil in the United States had peaked in 1970 and was declining slowly; environmental restrictions had begun to hamper the production and consumption of high sulfur coal; natural gas reserves were beginning to dwindle; and the development of nuclear power was proceeding more slowly than originally planned. Shortfalls in energy supply were being met through the importation of increasingly larger quantities of petroleum, but supplies were adequate and the price of the imports was below that of domestic production. The energy problem was more prospective than current. In October of 1973 the prospective problem became the "Energy Crisis' when the Arab petroleum exporting countries reduced crude oil production, imposed an embargo on the shipment of crude oil to the United States, and then raised the price of crude oil in a series of large steps. This crisis was a clear demonstration of the dangers of the dependence of the United States on imported petroleum, and of the Nation's vulnerability to the actions of the oil exporting countries. After the embargo was lifted, attention shifted to the immediate hardships resulting from the higher prices for gasoline, fuel, and electricity,

Jan 1, 1975

By V. E. McKelvey

Some understanding of the United States mineral resource potential is essential for planning and policy making for the future. Reserves of some minerals are essentially lacking and for many others they are sufficient for only short term needs. Estimates of undiscovered resources of many minerals are substantial but are insufficient to support long term requirements, particularly if they continue to increase as they have in the past. Presently, subeconomic resources of some minerals such as aluminum are huge, but their recovery may require increased amounts of energy, which poses problems both as to cost and availability. Beyond these identifiable components of the United States mineral potential, what are the prospects? If they could be identified specifically, of course, they would be included in the above. An unappraised potential of new production and discovery can be expected to exist in known districts, where unproved methods of exploration may yield new discoveries; in new types of ore deposits; in metallogenic provinces as yet unrecognized or poorly explored; in frontier areas and in deeper parts of the crust as yet unexplored; and in presently subeconomic sources that may come within economic reach as the result of technologic advance. Other sources may extend the life of domestic material supplies -- substitution of abundant for scarce materials, recycling and prevention of waste, improved efficiency in recovery and use, and conservation of use.

Jan 1, 1976

By W. J. Turbeville

The subject of this discussion is timely. The U.S. phosphate industry is suffering the throes of depression. It's plight is a matter of widespread concern. The future role of the U.S. industry in world markets is of particular interest. If we should prognosticate phosphate supply-demand on the basis of recent history, we would face a puzzling choice of scenario. In 1980, perhaps the best year ever for U.S. phosphate, 54.6 million metric tons of phosphate rock entered the market place. Of this, more than half was exported -- divided almost equally - as rock or phosphate fertilizer. During the last half of 1981 the situation had begun to change.

Jan 1, 1983

By R Hargreaves, C Morley

The authors often see problems on mine sites that are due to insufficient feedback between technical discipline silos as the realities on the ground fail to inform the models and plans used to drive resource exploitation. Resource modelling, reserve definition, life-of-mine planning, short-term mine planning and scheduling, mine operations and beneficiation operations are all processes that inform each other, but in many instances feedback between these processes occurs in an ad hoc way and only after problems have come to light.Universal reconciliation uses a multidisciplinary approach across the entire mining value chain to identify both opportunity and loss of value and to maximise operational performance. This paper will look at the operational effectiveness of universal reconciliation and will outline the important elements that make it successful, including how to map out the detail underpinning modelling, planning and execution processes. We do this by documenting the physical processes, logical work practices, organisational roles and responsibilities, data origin and quality, working assumptions and information management practices at an operation. The results quickly show how misinformation and assumption causes suboptimal decisions to be taken, where inefficiencies exist and what the opportunity is to remedy these issues.A universal reconciliation study opens up an opportunity for stakeholders to reassess how the operation should be run and how operational effectiveness should be measured. Clear envelopes for reconciliation become obvious and questions about the practicality and data quality can be addressed.A reconciliation code of practice is a key element of a successful universal reconciliation project and the authors outline the important aspects that will provide an operating model, showing the effectiveness of the resource and reserve modelling, the practicality of the mine planning and scheduling practices, how well the mine operations team are executing these schedules and how effective the processing area is given what it is fed. Most importantly, a system that allows operations time to react before the losses become systemic and that is based on identifying early warnings from hard data when these processes start to wobble is outlined. Finally as a case study, the revenue and cost benefits resulting from universal reconciliation diagnostic projects for nine mine sites is documented.CITATION:Hargreaves, R and Morley, C, 2014. Universal reconciliation – a multidisciplinary approach across the entire mining value chain to identify loss of value and maximise operational performance, in Proceedings Ninth International Mining Geology Conference 2014 , pp 411–420 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Aug 18, 2014

Mining education has received almost continuous discussion since its inception and most people engaged in the mining industry and in mining education feel at some time the urge and necessity to express their views. This paper is not a comprehensive survey of past and present practices and accepted principles, but a personal opinion of the form mining education should take at university level. It is expressed because of a dissatisfaction with the existing courses offered to students. It is hoped to provoke discussionand bring forth guidance to those engaged in mining education. After all, students spend four or five years at a university and it is desirable that the graduate should be something more than just those many years older at the end of his course.POST GRADUATE EMPLOYMENTThe first problem confronting the university should, be to discover what the mining industry wants and expects or graduates. This must influence the university course and yet universities have done little to seek this information, and if suggestions have been offered by industry; universities appear to have made little use of them. University mining curricula are basically what they were 50, 100 and even 200 years ago. (See Appendix.) Whether this reflects the unchanging problems of mining the wisdom of early professors, the conservatism of subsequent professors or inability to apprectate necessity for changes, is debatable.Unfortunately there is no uniformity in the type of employment offered to new graduates: Some mining...

Jan 1, 1959

Universities have had a long history in the education of geology graduates, Analysis of this history reveals a record of success, as judged on a world basis. However there have been significant changes in the last 20 years that have impacted on the ability of universities to continue to provide their traditional style of geology education. These changes have increased in the last 10 years. In the teaching side, there has been a change in expectations. Additionally the increasing workload decreases the value of each academic to perform the tasks needed by the new education. In the area of research, the funds provided have continued to decline, in both real and absolute terms, and it is now necessary for universities to seek out funds to pay for their postgraduate research. Additionally, the universities have slipped into the error of what cahn only be termed "academic incest", and research student mobility has decreased to an undesirable level, stifling initiative and new ideas in a number of cases, The only solution is for Government monies to be "directed" - ie that the postgraduate student must leave his or her original university in order to receifve the research stipend/scholarship. On the government front, the government and its agencies have not adequately analysed and recognised the need for the redirection of education and research funds into the needy areas of science and technology, especially those that related to the minerals area.

Jan 1, 1986

By E Jak, P Hayes, J Chen, M Shevchenko, E Nekhoroshev, D Shishin

Recent decades have seen significant advancements in analytical and experimental techniques, thermodynamic theory, and computational capabilities in high temperature research which are particularly timely to address the challenges of increasingly complex and variable feedstocks in both primary and secondary pyrometallurgical processes, the need to optimise and improve them. Currently a research program is in progress on the development of the 20-component multi-phase thermodynamic database for pyrometallurgical smelting, refining and recycling systems describing thermodynamics and phase equilibria of molten slag, matte, speiss, salts, alloys and associated solids. The integrated experimental and modelling program has been supported for nearly two decades by several consortia of 14 major international companies with over 30 operations around the world, integrates many components, incorporates many in-house developments, and brings together many different groups of professionals of different levels from junior and mid-career to senior from both industry and university sectors. The aims of the paper are:  to outline the many components and issues of the overall program including analytical, experimental and thermodynamic modelling research as well as implementation of the results in industrial practice, professional education, planning and organisation issues.  to highlight the opportunities, challenges, and possible solutions.  to present these to all different groups of professionals involved in the current program.  and thus, importantly, to facilitate possible future further developments and collaborations in the field of phase equilibria and thermodynamics of complex high-temperature systems.

Jun 19, 2024

By Robert L. Frantz

The various facets of university-company cooperative activities and the opportunities for collaborative research for the mineral industries are presented in this paper. The advantages and disadvantages of various alternative research funding arrangements for the researcher, the university, and the sponsoring corporation are discussed. Examples of university-industry cooperative research programs are briefly outlined. The concept of a cooperative mining research program is presented. The improvement of performance through techno- logical developments and human skills may well be the greatest competitive edge available to the U.S. mining industry. In this regard, the need for new endeavors between industry and universities can hardly be overemphasized.

Jan 1, 1984

By Howard L. Hartman

The federal government's declining role in funding research has created a critical dollar gap for university departments of mining engineering. Industry is not unaffected by the drought: not only is research lagging, but hard- pressed universities are going to the private sector for funding. This paper's thesis is not that mining companies should shower universities with philanthropy, but that a quid pro quo ought to be exacted: a research partnership should be contracted on a pay-as-you-go basis. A model exists at The University of Alabama (albeit not in mining) that may lend itself to adoption by our industry.

Jan 1, 1984

By Howard L. Hartman

Introduction The federal government's declining role in funding research has created a critical dollar gap for university departments of mining engineering. Industry, too, is affected by the drought. Research is lagging. Hardpressed universities are going to the private sector for funding. Mining companies should not shower universities with philanthropy, but a research partnership should be contracted on a pay-as-you-go basis. A model exists at The University of Alabama (albeit not in mining) that could be adopted by the mining industry. An equal partnership arrangement between a university and an industry for conducting research is proposed. The concept is not that a corporation sponsors and a university performs the research. Nor does it call for educational contributions or giveaways from industry. Rather, the corporation and the educational institution enter into a cooperative research endeavor, a full and equal partnership. Both parties contribute and both share the benefits. A key to the relationship is that it has a single objective: it must generate profits or reduce costs for the company. Working Model Recent literature is replete with examples of proposals for joint research endeavors, involving both contracts and grants, between industry and universities (Bronwell, 1971; Bugliarello, 1978; Branscomb, 1981; Sanford and Holland, 1982). They are all good proposals and offer something to both parties. They are, however, not widely supported. Few have received a favorable nod from the US mining industry. Though it may be logical, for example, to remake the American Mining Congress (or some new consortium) in the mold of umbrella-type industry organizations to fund cooperative research with mining institutions, such proposals have never flown. What model, then, will work? First, look for a model that has worked in industry in general. Second, seek to apply it to mining specifically. There is a model project that satisfies the first of those criteria. It is a project complicated by a third party, in addition to a corporation and a university. In January 1983, the "Factory of the Future Project" was initiated between The University of Alabama (UA) and General Motors Corp. (GM). The United Auto Workers (UAW) is a third party to the agreement. The factory was GM's Rochester Products Division manufacturing plant in Tuscaloosa, AL, also home of UA's main campus (Fig. 1). Saving a Plant The agreement came about at the initiative of GM and the UAW. Faced with having to close the plant because of excessive production costs, company and union officials proposed to the university that an applied research facility be established at the plant. The university would operate the laboratory, dedicated to $470,000 a year cost reductions for the company. The school would lease the 5.1 km2 (55,000 sq ft) space for $470,000 a year for three years. Any savings effected by the university's research effort would be credited toward to the rent. GM said the small factory, which made replacement carburetors

Jan 9, 1984

By Vincent R. Bovino

Introduction Only a person fresh from an information vacuum could not know the status of this nation's economy. The inability of the US to compete in the world marketplace is manifested in many industries, from shoes to computer chips, from cars to copper. What industry will next fall prey to world competition? Perhaps the question should be, what insustry will next fall prey to declining productivity? American industry is being forced into an era where the focus must be on productivity, quality, cost control, and competition in the world marketplace. It is approaching a change that could rival the American Industrial Revolution. The future of the US is bright only if it can increase productivity by trying different and new ways to manage its businesses and people. Unlike the easy successes during the 60s and 70s, success in the decades ahead will depend on an ability to compete in the world market. Any operation can achieve unlimited productivity by developing the resources within its employees. As an industry, mining has harvested the earth's resources. As an industry in trouble, it now has to learn to tap human resources to release the energy and creativity in each person. Recently, I worked with a mining operation to reopen a mine and implement a different management approach. The extensive changes resulted in a 50% reduction in cash cost of producing silver (from $0.40 to $0.19/g or from $12.50 to $6 per oz). Thus, an unprofitable mine became an attractive business venture without technological changes or significant capital infusion. The operation is union-free, in spite of being in a highly unionized area. The mine implemented a real productivity improvement process called "gain-sharing." Employees now recognize their individual success is tied to the success of the business. They recognize the day of the free lunch is over for mining employees. This paper will explore three areas related to productivity: • some of the unspoken "whys" of the mining industry's paralysis and how management has caused unproductiveness in mining operations; • major components of a productivity improvement process; and • characteristics common to companies with successful productivity plans. Unspoken whys When things go wrong, everyone tends to point a finger at someone, anyone. This industry has blamed every conceivable person, corporate group, government agency, foreign government, and private group for its failures. The fault finger will not work anymore. Nobody is listening. It is a characteristic of winners in management to assume responsibility for less than acceptable performance. Excellent people tend to blame others less for problems. Everyone involved in mining should shoulder part of the blame for the industry's illness. Is the problem low prices or our high operating costs? To regain our status in the world marketplace and increase our productivity, we need to painfully and honestly talk about our mistakes.

Jan 3, 1986

By V. R. Bovino

You have afforded me the challenge of saying something profound in 20 minutes that will stay with you for 20 years. My hope is that from this presentation you will extract ideas that will move you? out of your offices, into the mine to seize upon the concepts that we will discuss. Your challenge is to transform those concepts into action and give life to the ideas discussed here. The notion of achieving limitless productivity produces peak levels of enthusiasm in today's mining leaders. Highly-productive mines do not happen by chance --they are created by progressive leaders. The quest for productivity improvement, exclusively through capital investment and technological advances, is an incomplete process. Improvement, through capital and technology, is often not achieved because we fail to energize the true potential and commitment in our employees.

Jan 1, 1991