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By A. J. R. Curtis

THE Portland Cement Association was organized more than a third of a century ago by a group of cement manufacturers, to do cooperatively the educational and research work needed to ensure proper use of their product. Specifically, the Association has a threefold purpose: (1) to search out facts to ensure the best possible service from concrete; (2) to give the widest possible circulation to facts affecting the use of concrete; (3) to urge practical application of those facts on actual building projects. An organization of technically trained men conducts many research projects in the Association laboratories, interprets their findings and applies them practically in the field. The net effect of this work has been to improve the design and prolong the life of roads, bridges, industrial, commercial and public buildings, homes, farm structures and concrete products. The results of this technical research and experimentation are made available to the entire construction industry through bulletins and reports. Information is also released to the general public through newspapers, magazines and Association publications. In addition to a technical staff in the general office in Chicago, the Association has district offices in 22 cities. Field engineers cover 37 states, the District of Columbia and British Columbia, to give service to users of Portland cement. ACCIDENT PREVENTION During the early part of the century, there began a complete transformation in the processes of manufacturing cement. Electricity, with its attendant hazards, was beginning to replace steam; huge rotary kilns and tube mills were being substituted for the vertical kiln and "coffee grinder" mill. Only a few far-sighted leaders realized the import of these innovations, and they also recognized the fact that workmen must be protected against the hazards of the new machinery. By their sincerity and firm purpose they infused into the whole industry the concept of industry's responsibility for safeguarding employees. Even before effective compensation laws had been passed in most states, the Portland Cement Association had assigned to an Accident

Jan 1, 1937

By C. A. Heiland

THERE once was a little kid, whose lot was a very tough one until he grew up. His parents did not have much in common; from all indica-tions, it is probable that the child was not wanted. His father Geology and his mother Physics separated shortly after his birth, which occurred during the World War amid a smoke screen of mathematics. He was kicked around a great deal. His parents could not agree on a name, and they finally christened him "Geophysics," for short. His relatives insisted that the name should be "Geophysical Prospecting," "Geophys-ical Exploration" or "Exploratory Geophysics"; though the youngster has grown up by now, this battle is still going on. His father did not think the child would amount to much until he began to show some unexpected talents, which were acquired, no doubt, from his mother Physics. His progress caused his father no little worry, and he began to wonder whether his offspring would help him in his business when he grew up or would set up shop in competition with the old man. His aunt Petroleum watched his growth with benevolent interest; his uncle Mining remained rather skeptical and cousin Civil Engineering not only assumed the attitude of the man from Missouri but was not much con-vinced even after he had been shown. Making a long story short, the kid decided that he had to stand on his own feet and get along as best he could. Having come from a good family . he possessed some outstanding characteristics such as resourcefulness and a reasonable amount of business ability. He therefore decided that it would be to his advantage to follow in his father's and mother's foot-steps as much as possible, and develop the good qualities of both. As a result, the youngster did fairly well for himself, and his relatives decided that it might be to their advantage to be on better terms with him. Father Geology had come to the conclusion that the boy could be very helpful to him and now wanted him to live in his house. His mother, who had brought him through the teething and measles stages, felt quite capable of bringing up the boy without the help of his father; and, as the fairer sex will do, would confide to a neighbor every now and then that his

Jan 1, 1938

By Jean-Michel Rendu

Electronic data processing' is becoming a necessary part of all large mining operations. Accountants, geologists, mining engineers, samplers, and truck drivers are needed to operate a mine. So appear to be systems analysts, computer operators, and software engineers. Trucks, loaders, and drills must be used to extract useful material from the ground. So must be mainframe and microcomputers, plotters, digitizers, and computer terminals. The papers presented in this section describe experience gained in Europe, Australia, and North and South America. The mining and data processing environments and the size of the companies vary significantly, but the conclusions drawn are often strikingly similar. Common answers to often-asked questions can be summarized as follows: - Why invest in data processing? The main reason is that information systems can supply accurate and timely information for better decision-making. Other reasons are mentioned including, to speed-up the processing of large volumes of information, to perform operations which cannot be performed manually, or to reduce costs. But all of these reasons appear ancillary to that of supplying accurate and timely information.

Jan 1, 1989

By W. B. Daly

THE sampling and estimating of, the orebodies in the mines of the Anaconda Copper Mining Co., at Butte, have been made a part of the work of the geological department. The wisdom of this assignment is apparent, considering the organization of that department, the nature of, its records, and the scope of its regular work. In the first place, the district is divided into units of two or three mines each and a geologist is assigned to each group. His trips to all the working places are frequent and he follows the mining operations closely. His notes are graphic and detailed. In the office, he posts his notes on the standard maps and sections and on special maps for correlation purposes. With the approval of the chief or assistant chief geologist, he recommends development work underground and watches its progress. This gives the geological department a precise knowledge of the character of each orebody. Sampling is done by one or two samplers at each mine working under a chief sampler stationed in the geological office. The chief sampler has access to all the office maps and is in frequent consultation with the geologists; his instructions to the samplers are issued with the approval of the chief or assistant chief geologist. Not only is it important that the geologic information be used to direct the sampling but the reports of the samplers and the records kept by their chief are useful to the geologist, who needs them in his work of I estimating ore reserves and deciding on recommendations for development work. The sampler, moreover, is at the mine every day and makes a daily report, which keeps the geologist in close touch with 'the progress of development work. The sampler is attached to the mine office and thus comes under the jurisdiction of the operating department. In fact, any special orders prepared by the chief sampler are submitted to the general superintendent, after approval by the geological department. The mine foreman may.

Jan 2, 1922

By K. W. Major

"This chapter outlines the organization of mine/ mill complexes in Canadian mining companies. Many factors unique to the Canadian mining industry will affect the design of the organization in the future: geographic location, the size and the type of orebody, etc. Mining companies cannot choose where new operations will be located, that is dictated by the location of the orebody. New mines are seldom started near established communities. Rather, the towns usually grow up near the mines. The remoteness of most Canadian mining operations has caused severe problems in attracting and/ or retaining all levels of employees. This means that training has a high priority within each operation.Another factor affecting mine/ mill organizations is the size of the operation. Larger operations generally require more departments and increased specialization to manage equipment and manpower effectively. Thus, for mine/mill complexes, organizational charts are less standardized than in other industries. It is often necessary to organize around the work force rather than develop a chart and then acquire the trained personnel to fill the diagrammed positions.The information presented in this chapter has been derived from the responses received from a survey of Canadian mining operations.Principles of OrganizationOrganization can be defined as deployment of personnel to accomplish definite goals. In the mining industry, the major goals are typically the projected number of tons and grade of ore mined on a daily, weekly, monthly and yearly basis. Organizing involves establishment of authority relationships with provisions for both vertical and horizontal co-ordination within the company structure. Vertical co-ordination is the delegation of responsibility and communication of goals and reporting of progress between the supervisor and subordinate. Horizontal co-ordination is communication between departments at positions of equal authority to determine methods of achieving predefined goals. The organization structure must reflect the objectives and plans of the company, and must clearly define areas of authority.Two criteria for effective organization are departmentalization and manpower planning."

Jan 1, 1989

By A. Brown

"The mining industry is no exception to the general rule that continuing research is essential to good management; in fact, because of the imperfect state of knowledge in regard to many important factors associated with a mineral extraction, mining research assumes a position of unusual importance. On the basis of a recent visit to mining research centres in a number of European countries, the author describes their organization and their role in the mining industries of these countries. Some observations are made on Canadian mining research efforts, with a view to indicating a more systematic basis of procedure."

Jan 1, 1960

It is well to bring before you again the chief purpose of the National Research Council and of this its Division of Engineering, to stimulate others to make researches rather than to make them ourselves, because a given amount of our energy spent in inciting others will accomplish far more than if applied in executing them ourselves. This is because there are scattered through the numberless governmental, educational, and industrial laboratories of the country a very great number of investigators not only capable of being stimulated, but willing to aid in cooperative broadly planned research rather than to follow the haphazard methods of the past. Taken collectively, these laboratories and their personnel can produce an annual crop of knowledge the value of which is of the order rather of billions than of millions of dollars. I invite you to regard this potential product as a crop, to be planned, fertilized, harvested, and distributed with the sane order of statesmanship, the same breadth of view, with which we treat any other great human product or achievement, whether agricultural, industrial, or transportational.

Jan 1, 1919

By F. B. JEWETT

TWENTY FIVE years of doing, finding, and encouraging others to do scientific research in' industry, and of organizing the machinery for the` smooth 'and effective conduct of such research, have left me with a feeling that so far as this branch of human activity is concerned the problems in 'essence are- not, materially 'different from those met elsewhere. Years ago, in a less mature period of life, I may have thought that the effective industrial research man was a being somewhat different from his fellow workers in adjacent 'fields, but I have long since 'changed my views. The rank and' file of the modern industrial research organization are relatively easy to find, though some¬times difficult to get in sufficient numbers. Mistakes in choosing them are not particularly serious to the or¬ganization, however unfortunate they may be for the misplaced individual who persists too long in the wrong environment. The reason for this is obvious from the fact that, taken by and large, the work of the rank and file is at best necessarily a work of detail done under guidance of the more experienced. In this respect the situation of the rank and file in an industrial research organization is not different from that class in any other group activity, whether concerned with industry, the university, or the church. This does not mean, however, that we are not all anxious to have the best possible material obtainable in the rank and file, or that we are indifferent to the utmost of encouragement and stimulation to its individual members.

Jan 1, 1929

By H. Appiah

Small scale mining (SSM) has been going on for a long time in Ghana. SSM was legalized by the PNDC Law 218, 1989. Since then there have been numerous gains from the SSM industry. The SSM is organized locally by the concession owner who engages people to work for the gold which he buys. Small scale miners (SSMs) use crudely made sluices in Ghana and, therefore, their production falls below what is expected. The SSMs work in groups and not as cooperatives, as they do in Brazil and other Latin American countries. Legalization of SSM has curbed gold smuggling considerably because a gold marketing entity is available. SSM poses certain environmental problems like pollution of water bodies and soils by mercury and indiscriminate digging of pits.

Jan 1, 1998

By William D. Siapno

The International Marine Minerals Society has now come of age! Previously known as the International Marine Mining Society, it was an informal group without officers, by-laws or official status. Despite the lack of formal structure, the Society has cosponsored symposia both in Europe and in North America including the 16th Annual Underwater Mining Institute in Halifax, Nova Scotia, last year. The roster of members is now sufficient to emerge as a fledgling professional society. To this end an ad hoc committee was appointed to prepare by-laws stating the objectives of the Society, provide the procedures for the election of officers and other guidelines essential for the operation of the organization. This paper briefly summarizes the history of the group, the by-laws, together with membership requirements.

Jan 1, 1986

By James M. Peay

This paper discusses the recently completed organizational development research project, which was addressed to the underground mining industry. The three specific purposes of the project were as follows: (a) to determine whether Organizational Development approaches are feasible in the mining industry, (b) to provide a demonstration that Organizational Development methods can successfully contribute to the safety of underground mines, and (c) to compare the efficacy of classical Organizational Development methods, which are highly trainer- intensive, with trainer-nonintensive management development approaches. The term "Organizational Development" (OD) is here broadly defined as a management intervention for the purpose of assisting an organization with the solution of problems, which are seen by the organization as important. More specifically, we can define OD as a planned effort to improve the effectiveness of an organization through (a) team building and problem solving, which concentrates on the issues of immediate concern to the organization, and (b) efforts to improve organizational communication at all levels of the organization.

Jan 1, 1983

By H. D. Hagen, C. E. Nelson

14.1-1. Coal Mining. CORPORATE STRUCTURE. Most coal companies that operate surface mines had their beginnings as basically one-man organizations, with all decisions and controls in the hands of the founder. At the early stage of the company development, it is usually quite possible for one man to handle all management functions as the mining operations generally are quite localized and the founder can have a first-hand knowledge of all facets of the operation. However, with continued growth, the entrepreneur finds that he must limit himself more and more to the top level of management and delegate the day-to-day operation to others. An organization must be developed that provides not only for current operations but also for continued growth of the company through acquisition of coal reserves in market areas that the company desires to serve. In general, a successful coal company engaged in surface mining must develop an organization consisting of the following departments or divisions: operations, sales, engineering, exploration, land, purchasing, financial, and legal. Of course, all of these departments are not required in the beginning. When the company is small, there is much overlapping of functions. For instance, the operating department will handle purchases and the engineering department will also handle exploration and land functions. A growing surface-mining company has generally evolved through the various stages of development into an organization that is typical of large mining companies. An examination of a typical company and its various departments and their functions should give an insight into the organizational trends of surface mining companies. Having begun as a typical one-man organization, a company of today can be highly centralized, with firm control of all phases of the company's operations in the executive offices. This is achieved by having all department heads (Fig. 14.1-I), as well as the senior management, based in central offices.

Jan 1, 1968

By Bradley Stoughton

A LL over our great country I have been privileged to see, during the last six weeks, the manifestation of a new spirit among engineers. Partly under the inspiration of leaders whose influence has been felt not only nationally, but internationally, - partly through the recognition of the service that engineers have been able to render to the nation during the recent crisis, a new self-consciousness has been acquired by the individuals, and now this self-consciousness seeks expression in opportunities for service and participation in public affairs. The engineer . no longer sees himself a mere reservoir of information to be tapped when some one is in need of cold facts, no. more an administrator of mere material things, but a potential administrator of- public affairs, a citizen and a human being, with the responsibilities, as well as the privileges of citizenship.

Jan 1, 1920

By C. G. Brehm

THE anthracite-producing region is in the northeastern section of Pennsylvania, and has an area of approximately 484 square miles. It is divided geographically into three separate fields, known as the Northern, Middle and Southern. The Northern field, with Wilkes-Barre approximately at its center, is a basin about 60 miles long and almost 6 miles wide at its greatest distance across. Generally speaking, it may be said that the coal meas-ures in this field lie horizontally, or on slight pitches, and consist of from 11 to 19 veins of coal, varying in thickness from several inches to several feet. The intervening strata between veins may be composed of slate, clay, rock or shale, or a combination of several, and are sometimes very thin. This condition often causes a treacherous roof, therefore roof sup-port and the attending hazard of mining are problems of concern. The Middle field is made up of a number of small basins of not very great depth, and the measures, which are in like number to those of the Northern field, are varying inclinations running from nearly flat to steep pitches.

Jan 1, 1938

By T. F. Adams, D. P. Morse

Tunneling is primarily an excavating cycle consisting of a sequence of operations: drilling, shooting, ventilating, mucking, and erecting supports, if necessary. However, the type and condition of the ground that is being worked, as well as the size and shape of the tunnel, determine the rate of advance. In addition developments in drilling, ventilation, mucking, and haulage equipment have contributed to faster tunneling. Geology: This discussion will be limited primarily to rock tunnels or those which require the use of explosives, and the cost and hazards depend primarily on the condition of the rock which may be broken, decomposed, and contain water with gas. Advance geological study is an important part of any tunnel work and helps to minimize serious miscalculations. The geology itself, at best, is a matter of experience and prediction and it is not so much a matter of the types of rock the tunnel may go through, but a knowledge of the class and intensity of the rock defects that may be encountered.

Jan 4, 1958

By B. R. Waples

The first reaction in organizing a project of magnitude is that it's the same as smaller projects -- just bigger. This is not totally correct. The industry's record of completing big-money jobs on time and within budget is not outstanding. From a personal point of view, my question is: What is the project size at which controls are lost? Is it controls? Is it the number of pieces of equipment? Is it the number of decisions to be made? The slowness of communications? Or is it a combination of all of these? In working on multimillion-dollar jobs, the percentage of overrun seems to be lower or show an underrun when the following basics are followed: 1) Preplanning is intensified 2) Data gathering is complete 3) Approach is optimized 4) Planning is realistically scheduled 5) Changes are minimized 6) Decisions are expedited

Jan 1, 1982

By Elmer R. Kaiser

Cooperative research is an established and important activity of modern business by which whole industries can advance on a broad front. The economy of jointly sponsored research as well as the limited research talent available direct attention to the advisability of projects in which a number of companies participate. After outlining the growth of industrial research, the paper discusses one successful method for organizing and financing group research programs. A systematic procedure is advocated by which engineers and scientists can bring to management practical plans for cooperative research and development programs.

Jan 3, 1950

By Douglas A. Sloan

"Shutdowns and breakdowns that halt the process-flow of mine production are costly. Skilled maintenance tradesmen are scarce and expensive. The cost of maintenance or of production Joss from Jack of maintenance is significant and warrants considerable managerial attention.The most appropriate maintenance policy is dependent on an economic calculation. At one end of the spectrum is the policy of avoiding all breakdowns by replacement and preventive routines before failure, such as the airlines policy. At the other end of the spectrum is the policy of minimal routines and the acceptance of a breakdown as a prelude to a repair.The complexity and cost of maintenance warrants the appointment of a maintenance manager of senior status. Within the origination, there are a number of activities that can be specialized to improve effectiveness. Among these are the inspectors' activity, the establishment of improvement routines, the planning of repair tasks, maintenance engineering research and value analysis.The maintenance system is the mechanical aid to assist the staff in the implementation of the policy. It is designed to facilitate planning to make the best use of the resources. It provides information to identify areas where managerial action is required to make improvements. The job ticket is the basis of most systems."

Jan 1, 1970

By V. E. Cole

For the successful execution of a major project, the project team must be thoughtfully organized, manned, instructed and motivated. This is true of both the engineer/constructor team and the mining company team. Then these teams must be carefully related so that they function effectively as one organization on the job. This paper describes the organizing techniques and the human ingredients and know-how of a successful project.

Jan 1, 1980

By Camila Martini Matos, Maria das Graças da Silva Valenzuela, Francisco Rolando Valenzuela Diaz, Lucy Gomes de Sant' Anna, Orley de Oliveira Magalhães, Flavio M. S. Carvalho, Isaac Jamil Sayeg

"Kaolin clays are widely used in various industry segments. Its main properties are fine granulometry, chemical inertness and whiteness. In general, kaolins are not easily organophiilized as a result of its 1: 1 structure. The aim of this paper is to describe the modification of a Brazilian kaolin sample, in order to obtain an organophilic kaolin of high performance. The clay as received was identified by X-ray diffraction and characterized by optical microscopy, cation exchange capacity and swelling tests for observation of their performance in water and organic solvents. Then, the sample was treated with a 10% sodium carbonate solution and with ammonium quaternary, washed several times with distilled water, dried at 60°C, and characterized by XRD and swelling assays. Our results show that the clay was organophiilized and its ability to swell in organic solvents has increased.IntroductionThe kaolin clay, also known as ""china clay"" is chemically a hydrated aluminum silicate characterized as a very fine powder and lamellar structure (1:1), being constituted mainly by kaolinite [l]. Kaolin is a mineral extremely used as raw material. Its properties such as color, softness, small particle size and chemical inertness make it a suitable material for several industrial applications. The desired properties of kaolin varies widely for each application, beginning with its largest use in the paper industry until minor uses in the sectors of cosmetics and pharmaceutics. These two last applications require purified kaolin with defined functionality [2]. To find improvements in the functionality of kaolin for specific applications is important for many industrial uses. Sometimes the way to find these improvements might be modification of the kaolin clay by treatment with a chemical substance as ammonium quaternary, causing surface modifications [3,4]. In this work is described the modification of a Brazilian kaolin sample by treatment with cetyl trimethylammonium chloride (CTAC). The properties of the modified kaolin are being assessed by characterization and essays to understand its functionality and industrial application."

Jan 1, 2013