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When Caterpillar announced that it had purchased Bucyrus for $8.8 billion, it was billed as the next great chapter in the history of mining. Surely, when the history books are written, it will be remembered as a deal that changed the face of the mining equipment sector, and it could well be a major milestone in the path toward autonomous mining in the future. In the short term, the deal is a clear indication that the world?s largest equipment maker is bullish on the mining sector. The purchase of Bucyrus allows Caterpillar to expand its mining interest to six product segments (underground, surface extraction, large mining trucks, surface material handling, hauling products and growth markets) with 16 product lines to serve the mining industry. But the commitment doesn?t end there. According to Steve Wunning, president of Caterpillar?s resource industries group, which includes Cat?s global mining division, the commitment to mining goes far beyond the acquisition of Bucyrus.

Jan 1, 2011

By Phillip J. Maddex

After the presentation of a co-authored paper, "The Cost of Transporting Ores and Raw Materials in World Markets", at the February SME meeting, one questioner commented, "You have been talking about the large shipper and ship loads. What does the small shipper do?" This paper will attempt to answer that question, at least in part. Probably the questioner hoped to hear about specific new tools and new techniques that he could apply. But one paper could only scratch the surface of the vast fund of information available; so rather than talk specifics we should take basics, that is, people, management and technology.

Jan 1, 1967

By R. Adsero

The volume of data produced by operating mines has increased substantially over the last 10 years. However, the volume of data and analytical capability has been negatively correlated to equipment productivity for at least the last seven years. In simple terms, as the volume of data has increased equipment performance has declined. Table (2010) tells us that ?The calamity of the information age is that the toxicity of data increases much faster than its benefits?. More data does not guarantee improving productivity; but more data is also not the cause of declining productivity. Similarly, when equipment performance does start to improve, (it must ? there really is no option if mines want to remain competitive), it will not be the data nor analytics which causes it; it will be the people using the resources at their disposal; including the data. Data and analytics can help if the toxicity of the data can be managed. The simplest form of business improvement using data is benchmarking. The objective of benchmarking is to understand and evaluate the current position of a process in relation to ?best practice? and to identify areas and means of performance improvement. The application of benchmarking involves four key steps: (1) Analyze and understand in detail existing processes; (2) Analyze and understand the processes of others; (3) Compare your own performance with that of the others analyzed; and (4) Design and implement the changes necessary to close the performance gap(s). There are however, many in the mining industries who have shunned equipment benchmarking because they believe that, ?every mine is a pilot?. In other words, the differences between mine operations make comparisons between them of little value. This paper will present a valid approach to benchmarking equipment performance and reliability, accounting for the differences and similarities between operations, producing a result which can be used to add value to mines around the world.

Feb 23, 2014

By D Andrew, G Stanway, P Mahoney, C Griebel

The iron ore mining industry is currently going through an adjustment from high to more moderate growth as China’s economy transitions from capital-intensive investment to a more services-oriented economy. We are now witnessing a renewed focus on productivity improvements and cost savings as planned expansions are completed. Despite the scale and importance that the mining industry plays in the global economy, innovation literature is generally more targeted at faster-moving industries with shorter innovation timeframes and lower capital requirements. To fill this gap, VCI set out to understand the state of innovation in the mining industry in 2014. This State of Play report aims to give an objective appraisal of the strengths and weaknesses of innovation in mining. The report has three sections covering both the structure and delivery of innovation in mining:Ecosystem – focused on understanding how the iron ore mining innovation ecosystem system works, including the roles of large and small miners, service companies, researchers and governments. Our recommendations focus on what is required for the system to work well and improve the level and quality of innovation in the industry.Strategy – how do companies define their innovation strategy in relation to their corporate strategy? How are these related to prevailing global and industry trends? How do they communicate this with their business? How successful are they? These are among the questions that this section attempts to answer. Our recommendations are pitched at the executive leadership of iron ore mining and service companies.Delivery – focused on how companies develop and deliver innovation, looking at the success of different structural options, leadership and culture, partnerships and the best approaches to change. Recommendations are aimed at improving outcomes within the iron ore mining value chain, including the role that suppliers play.CITATION:Stanway, G, Mahoney, P, Andrew, D and Griebel, C, 2015. Understanding the state of innovation in the iron ore industry, in Proceedings Iron Ore 2015, pp 631–646 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 13, 2015

By Ted Schwinden

It's my pleasure to welcome the Rocky Mountain Coal Institute to Montana. Now that you've ended a 74 year history of meeting outside our borders, I hope you'll be back more often. Even if I can't convince you to come back before 2060, when another 74 years will be up, I'm confident the Kalispell and Flathead Lake area will do the persuading for me. In recent weeks, I've made a number of speeches around the state pointing out just how wrong the revenue projections in Montana's state government made in April of '85 were when we came to April of '86. Since the middle of this month, Montana's legislators have been in Helena struggling to balance a state budget that, by the end of fiscal year '87, threatened to be some $88 million in the red. Other western states reliant on natural resource and agricultural economies have found themselves caught in the same deflationary spiral. The "window of opportunity" I proposed and the 1985 Montana Legislature passed, couldn't have been opened at a more difficult time. What was envisioned as an incentive to expand Montana's coal production, and our tax base, ran aground on low oil prices and excess hydroelectric power. De- spite the one-third severance tax rebate offered on new coal production, year-to-date figures published in the June 2nd Coal Week show that production in Montana is down almost 10 per- cent from last year. Again, we're not alone. Production in Wyoming is down 8 percent and in North Dakota, it has dropped 13 percent. An over- all 3 percent production decline in western states looks even worse when contrasted against a 12 percent increase for your eastern competitors. Montana's "window of opportunity" had the potential to be a significant signal to your industry. That potential was quickly tempered by the inability of Arab nations to stabilize world energy prices. If any of us had forgotten, the last twelve months have reminded western states that the well-being of our natural resource economies has a tremendous impact on the ability of all levels of government to provide services. The past year has also driven home that in the world of business and in the business of the world, risk-taking is still the name of the game. The Western Governors recognize the problems facing this industry - and our states - and we're prepared to fight for the future of western coal. In the past two decades, legitimate environmental concerns have created a vast body of new legislation affecting coal producers. The industry has been required to meet new reclamation standards - tough regulations relating to ground water, air quality and wildlife habitat. To the industry's credit, coal companies have hired professionals with the technical know-how to do it right. Rather than considering reclamation laws to be an unreasonable burden, today's coal company is more likely to view its reclamation efforts as a source of corporate pride. In a sense, the industry and the agencies which regulate it have matured together . . . although at times OSM is reluctant to admit that either of us capable of or willing to play by the rules. Certainly some abuses exist and OSM's oversight has been helpful in ensuring parity between those states willing to comply and those that would rather defy federal law. Nonetheless, penalizing the more modem and responsible western coal industry for abuses that occur elsewhere is both unfair and counterproductive. Federal penalties range from "cruel and unusual" reporting requirements to the proposed electricity tax that would effectively force utilities and ratepayers who have already met the sulphur emission standards to subsidize those who have dodged their cleanup responsibilities. As a member of the Alliance for Acid Rain Control, I have joined corporate leaders, academicians, environmental representa-

Jan 1, 1986

By D. R. Hanson, H. Lawson

In this study, NIOSH researchers conducted a machine learning analysis to examine whether a model could be constructed to assess the probability of dynamic failure occurrence based on geochemical and petrographic data. Random forest, cluster analysis and dimension reduction were all applied. The objective of dimensionality reduction was to explore patterns and groupings in the data and search for relations between compositional parameters. Cluster analyses were performed to determine if an algorithm could find clusters with given class memberships and to what extent misclassifications of dynamic failure status occurred. A random forest analysis performed on data from the Pennsylvania Coal Sample Databank cross-referenced with accident data from the Mine Safety and Health Administration (MSHA) determined that 7 parameters of the 18 examined exerted the most influence on results. Cluster analysis on data after dimensionality reduction resulted in a hierarchal clustering algorithm finding four clusters, with one relatively distinct dynamic failure cluster, and three clusters consisting mostly of control group members but with a small number of dynamic failure members.

Feb 1, 2023

By S. Marion Tucker

THE aggregate number of "papers" read within any one year before more or less bored and bewildered audiences is simply appalling. We have seventy to eighty engineering societies alone, not to speak of the many hundreds of societies of every other imaginable kind. And each meets at least once a year to tell what it has found out since the last meeting. All this is very fine and fortunate, at least in the case of the scientific and technological societies; for if even only one significant discovery, one new truth, one new idea comes out at the meeting, the session has been abundantly justified. To many of us, not scientists or technologists, the scientific and technological societies seem to release by far the most useful and important information. What they have to say is often of prime importance directly to human life and to industry, and is perhaps even more important indirectly in its final influence upon social and economic conditions, thus ultimately determining the course of what we like to call civilization. The paper read by that quiet, unpretentious man on the platform ma; mean the revolutionizing of a great existing industry, the creation of an entirely new industry, the gain of millions of dollars to some persons, the loss of millions to others. But, lamentably,

Jan 1, 1940

By H. P. Cole

Methods for increasing compliance to medical and health regimens were reviewed along with similar research in industrial and mine safety. Principles abstracted from both areas suggest that compliance with health and safety practices is improved when: (1) Workers are cooperatively involved with management in setting safety goals and planning for their achievement, (2) the program has the support of workers, supervisors, and management, (3) specific tasks responsible for injuries are targeted, (4) company organizational policy, educational, and behavioral programs work together toward the same goals, (5) workers and supervisors are frequently informed about their degree of correct task performance, and (6) programs are monitored by the frequency of correct performance of targeted tasks, (the means to lowered accident rates) rather than by lowered accident and injury rates themselves (the goals for safety programs.) Safety programs that incorporate these principles increase persons' adherence to specified health and safety practices and subsequently decrease injury rates. It is recommended that: (1) a group of experts be convened to study the application of these principles to coal mine safety programs, and (2) a short course for safety trainers be developed to demonstrate how these principles can be used to strengthen existing mine safety programs.

Jan 1, 1985

By John D. Ridge

Here are summarized 162 papers, published between 1933 and 1967, that deal with various aspects of ore genesis. Emphasis is placed on additions to, or modifications of, ore-formation theory, no matter what type of deposit is discussed. More space is given to papers on the formation of base-metal sulfides solely because more papers are written on this subject. The final conclusion is reached that a chemically and geologically sound theory for the genesis of ore deposits can be built around the concept of concentration of ore e’ements in a magmatically produced ore fluid and around such surface processes as may act to concentrate economically valuable materials from rocks of any origin exposed at the surface.

Jan 1, 1968

By Karl J. C. Harries

"4.1. INTRODUCTIONThis chapter, although divided into four parts, deals with only two principal topics. The first briefly describes and discusses some common types of property interests and considerations relating to them and the second deals with entering upon privately owned lands and obtaining the consent to do so.It should be noted that the terms “mining rights” and “mineral rights” are used interchangeably. As so used, they include the right to exploit the minerals and dispose of them for the benefit of the owner/lessee. This is relatively common in common law jurisdictions. In some jurisdictions, the two terms have distinct meanings, with “mining rights” referring to the right to work or exploit the minerals and “mineral rights” referring to the minerals themselves.Finally, it must be mentioned that the comments in the Introduction and §§ 4.2., 4.3. and 4.4. are based primarily upon Ontario law and Ontario’s mining and real property systems of registration. They have been included for illustrative purposes.4.2. LICENCES, CLAIMS, AND LEASESIn most jurisdictions, there are several basic types of interests that can be obtained from the state for mining purposes and that are of interest to the explorationist, as opposed to the operator. Different jurisdictions will have variations of these and possibly some extra ones that will address special purposes or local concerns. In virtually every jurisdiction, privately owned property rights are obtained through negotiation between owner and acquiror.Exploration or prospecting licence. This licence grants to the holder the right to prospect over a large tract of land and the exclusive right to acquire mining claims within that tract for the term of the licence. Such licences are usually negotiated documents requiring a minimum expenditure during the first year (often secured by a deposit or surety bond) and minimum annual expenditures thereafter to continue the licence in force up to its full term. The term will rarely exceed four years. The number of claims permitted to be staked will be limited in some way, possibly as to a maximum aggregate area or a maximum number of claims per annum. It is normal for the holder to have to drop part of the licensed area each year, so that the area shrinks annually, although exploration expenditure requirements will usually increase.These types of licences are usually used by governments to encourage exploration of otherwise unattractive or remote areas, such as the far northern parts of some of Canada’s provinces. They do not grant any real property interest in the area for which they are issued, and they will be subject to any claims or property rights that exist in the area. They are contracts with the state that grant certain exclusive rights in return for commitments to carry out work. They may or may not be specifically authorized by statute."

Jan 1, 2003

By Sean Gallagher

This report was written in an effort to provide better control measures for low back pain (LBP) and low back disability in the mining industry. There are numerous factors associated with development of LBP, many of which can be effectively controlled while some cannot. Better job design is promoted as the best method of reducing cases of LBP and can also reduce the disability (i.e., lost time from work) associated with LBP when it happens. The report draws attention to what is currently known about LBP, what the causes are thought to be, and discusses recent back injury trends in the mining industry. Research describing unique physical demands in mining, such as the capabilities and limitations of working in awkward postures, is also presented. Methods that can be used to prevent initial LBP episodes are provided, including facilities design and layout for materials and supplies, use of mechanical-assist devices, improved design of lifting tasks, and better seat design. Methods of reducing the disability associated with LBP (including workplace design, proactive return-to-work efforts, communication, and management commitment) are also discussed. The report concludes that control of LBP and disability in mining requires a comprehensive approach to limit the repetitive loading that can occur on the low back due to manual materials-handling tasks and exposure to whole-body vibration (WBV). Specific recommendations include the following: ? Successful LBP prevention efforts require a proactive program that has strong management commitment and incorporates employee involvement. ? More efficient supply handling systems and use of mechanical-assist devices can greatly reduce exposure to hazardous lifting tasks. ? Lifting tasks should be designed to minimize low back stress. Tools to evaluate and redesign lifting tasks are presented. ? Improved seat design can reduce exposure to WBV and improve posture, leading to reduced LBP risk. ? The disability associated with LBP can be reduced. Getting the worker back on the job as quickly as possible is in the interest of everyone involved.

Sep 1, 2008

In the past decade, the increased engagement of business in debates around sustainable development has prompted recognition of the importance of biological diversity at the local, national and global scales. Driven by increasing populations that demand rising real incomes, a range of human induced pressures are modifying natural habitats and diminishing their ability to support life. Public policy changes have struggled to arrest the loss of habitats such as wetlands or tropical forests, and the related extinction of plant and animal species. Although conservation legislation and regulation were once the exclusive responsibility of government, new partnerships are now being forged that increase the role of the private sector and non-government organisations (NGOs) in developing and delivering conservation initiatives. Since the mid 1990s Rio Tinto has had to adapt to meet the demands of a rapidly changing conservation landscape. When Rio Tinto adopted its statement of business practice in 1998 The way we work, it explicitly recognised the need to take account of relevant environmental factors in obtaining access to lands, particularly in designated areas of high conservation value. With the revision of The way we work in April 2003, the policy on land access was strengthened through removal of the word ?designated?, thereby signalling recognition of the importance of biodiversity outside of protected areas. In addition, Rio Tinto?s revised land access policy explicitly refers to the use of land that is surplus to operational requirements for habitat protection and biodiversity conservation, subject to social considerations. In late 2003 Rio Tinto further strengthened its commitment to biodiversity with the promulgation of its biodiversity strategy and related position statement, biodiversity principles? (See Appendix 1.1) and technical guidance documents. This commitment is also embodied in a variety of initiatives at the corporate and operational levels, which are reported on annually in Rio Tinto?s Social and environment review. This guide has been prepared to support the practical implementation of Rio Tinto?s biodiversity strategy. The purpose is to provide guidance on how to effectively integrate biodiversity into Rio Tinto?s operations. It is applicable to all Rio Tinto exploration, new development projects and operations, irrespective of whether they have been operational for some years or are at the beginning or end of their operational life cycles. This guidance has been developed to support the Rio Tinto Environment Standards and the Rio Tinto Community Standard and any additional supporting documents as they are developed.

Apr 1, 2005

By Christine Hansen

?Kiss my Asteroid? Unofficial Title Human life is tied to minerals It?s worth noting that: The living human body consumes minerals. The minerals we take in multivitamins show the close linkage between human beings and mineral resources. Unlike tourism or specialized manufacturing, a human being could not live without mineral consumption. Minerals and their consumption is a tangible part of human life.

May 1, 2013

Many mining companies aim to integrate sustainability principles into their new projects. There is an intention for improvement, but frequently this results in little more than 'business as usual' projects that retrospectively categorise controls for environmental and social risks as sustainability initiatives as part of a public relations exercise. The successful implementation of sustainability requires a change of mind-set and behaviours at an organisational and personal level. In addition, sustainability incorporates a very wide range of interests and technical disciplines. One of the key challenges is in understanding how and when to pull these diverse threads together within a project or organisational process. This paper will explore a number of themes: What does it mean to implement a project in accordance with sustainability principles? How far beyond 'business as usual' is it reasonable to go, and what is the business case for this? Why do the intentions for sustainability sometimes fail and how can we prevent this happening in future? People are instrumental in delivering sustainability; how do we embed sustainability thinking into their behaviours and decision-making? The approaches that have been taken to integrating sustainability in design; what has and has not worked and some of the barriers to integrating sustainability into design? The authors will discuss these themes drawing on case studies from URS' experience in integrating sustainability into large projects. The authors will discuss the need for: a strategic approach which provides a simple framework for tactical decision-making and the consequences of taking tactical decisions in the absence of this framework, alignment of the project team and promotion of a culture of innovation, a shift from a risk/compliance mentality to an opportunity identification mindset, and a systematic approach to integrating sustainability into project design processes.

Jun 1, 2010

By N. Ahern, D. B. Dreisinger, G. Van Weert

In the thiosulfate leaching of gold, degradation of the thiosulfate reagent is a major cost. One of the intermediary degradation products is trithionate, which also inhibits gold recovery from solution by ion exchange. Little attention has been given to this species in the context of gold leaching - the limited information on trithionate and its solution chemistry available in the literature is seldom directly related to gold leaching conditions. This review is a compilation of the published knowledge on trithionate, with a specific focus on identifying the relevance of this information to gold leaching and the shortcomings in the knowledge base.

Jan 1, 2005

By T Trott, G Lumley

"The mining industry suffers from a shortage of professional and other workers. Research and analysis has demonstrated a close correlation between high performance in productivity, maintenance and safety. There is also a significant correlation between engagement and performance. It is the hypothesis of the authors that mines can use a strategy of establishing themselves as a high-performance mine to attract and retain high caliber professional people: step 1 is to become best practice in equipment performance (productivity, maintenance and safety) step 2 is to brand the mine as æbest practiceÆ by sharing what has been confidential performance and outcome information with the general industry.Previous research has shown that many professional people are attracted by the prospect of a high achieving site because of the learnings and the support for continually doing better. In addition, a link has been established in previous research between productivity and safety. Operators and drivers are attracted to sites which have fewer dangerous people operating or driving. Good management delivers exceptional performance and a work site which high caliber managers and operational personnel people want to work at. The strategy requires commitment and proper execution but it can work. The strategy needs a specific approach and this paper will discuss this. A case study is provided from a mine which over a nine month period increased dragline performance by 15 per cent and reduced stress on the boom by 30 per cent. This mine paid the employees (professional and operational) $25 000/a less than the major mines but the operators and professional people would not leave; in fact, people were happy to be paid less to work there.CITATION:Lumley, G and Trott, T, 2012. Using best practice operations as a strategy for attracting and retaining professional people, in Proceedings International Mine Management 2012, pp 35-52 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Nov 20, 2012

By B. Genc, V. J. Mahadeo, S. Ramparsad4, U. Govender

The study was intent on assessing the socio-economic impact of a zinc mine in South Africa through the application of people-centric digital tools using a case study research methodology. The global mining industry is undergoing significant technological shifts to modernize, improve operational sustainability, and align with the environmental, social, and governance (ESG) agenda. While the case study mine is a more modernized mine, continuous improvement around the ‘social’ pillar becomes critical, and to this end application of people-centered digital tools presented as the vehicle to understand community needs and impacts. Despite considerable annual corporate social investment by mines annually, the overall impact or social return on investment is marginally understood. Towards contributing to addressing this gap, digital ESG ‘social-related’ data gathering tools for mines decision-making were developed, including the training-needs assessment tool, community-social needs assessment, small, micro, and medium enterprise (SMME) communications and engagement tool, digital leadership competencies gap assessment tool, and change management blueprint, which further allowed for customization to the mining context. Hence, the novelty of this paper relates to applying digital tools to provide real-time information of the needs of a community, both socially and economically. The findings suggested that these digital tools enabled gathering of information for the establishment of regional and operational baselines towards enabling of social investment returns in relation to socio-economic transformation development interventions. These tools have been applied to a zinc mine context, with lessons and experiences obtained through this study, invaluable to the application of these digital tool in other mines in South Africa. The study was conducted in September 2023 across five host communities, surrounding the zinc mine, in the Northern Cape region, with 120 participants involved in the application of three relevant community-related digital tools, which included the training needs, community-social needs, and SMME communications and engagement tools. It was evident that the digital ESG tools could be used for data gathering for the mine’s informed decision-making and allowed for securing of insights on community needs in near real-time, and further proved practical for community use.

Dec 11, 2024

By E. von Maltitz

IN his highly interesting paper on "Piping and Segregation in Steel Ingots,"1 Prof. Howe emphasizes the effect of successive phases of internal pressure in the ingot in the evolution of gas, and the consequent formation of blow-holes. From his statements in other places, it may be inferred that he does not here intend to ignore the other variable factor, temperature, but rather to discuss this one more particularly. At all events, it is my purpose not to engage in controversy with Prof. Howe, but rather to contribute, towards the complete elucidation of this important subject which we all desire, my own views and experience. If, in doing so, I specially emphasize other factors than pressure, I need not be understood as denying what I do not think it necessary to discuss fully. Nor, in presenting my own original conclusions, need I be understood as claiming to be the first who ever reached or announced them. Many things are asserted or suggested upon inconclusive evidence; and to confirm such tentative propositions may be as valuable a service as to overthrow them. In the following passage, Prof. Howe adduces analogies, based upon the behavior of charcoal and of water, respectively, which seem to me questionable "In general, the. solvent power falls as the pressure falls ; and in general it rises as the temperature falls. Thus, to heat a solid, for instance charcoal, may expel part of its dissolved gas ; and a tumbler of water drawn cold from the faucet gradually evolves gas, as it stands and warms up on the sideboard." (p. 238.) Charcoal is a solid body, which has the property not only of absorbing gases in large quantities, but also of expelling the thus absorbed gases upon heating. A comparison between charcoal and iron as to the absorption of gases is scientifically not possible ; the gas-content of charcoal is partly due to the

Sep 1, 1907

By G Neely

COPING WITH COMPLEXITY In every industry, and mining is no exception, plant and processes increase in complexity over time and managers and operators need correspondingly more knowledge. The mine manager has to delegate details to operators, engineers, metallurgists, accountants, safety specialists, personnel officers and the rest. Is it reasonable then, to expect the Mines Inspector to be competent to judge the conduct of all these operations against the criterion of the regulations? Obviously not, but what are the alternatives? One is a superficial inspection where the inspector goes on a hazard hunt for broken steps and missing handrails. Another is one in which an army of specialist inspectors marches on a mine, sometimes outnumbering the staff. Each is competent to assess some part of the operation and if he or she can find an opposite number among the mine staff, they can discuss details. But what good does it achieve? The system acts to remedy present defects and to make recommendations which, if only they were followed, would prevent the same things happening again. Given that this process has been going on since the first Factory Act of about 1840, how is it that there are any more defects left to put right? The answer of course is that defects keep appearing, and new defects arise as fast as the old ones are found and corrected. Further progress can only be made by preventing defects at their source.

Jan 1, 1994

By Ryan W. Siggelkow

Mines today use various methods of mining to extract ore. Because of the dangerous nature of many of these processes, remotely controlled LHD machines are being used to extract the ore from the draw point. The remote control system, although being made safer all the time, has remained virtually unchanged for many years. The basic functionality is an operator switching the machine to remote control, getting out of the cab, walking up a stand, operating remotely, returning to the cab, switching to manual, driving manually, switching to remote, and switching to manual. It seems repetitive, and time consuming, does it not? Networking, convergence, video, voice, and data infrastructures, and other technologies are growing by leaps and bounds in virtually every industry and region, except for mining. From the comfort of the living room couch, a Canadian can play hockey online with full voice conversations over the Internet with someone in Russia in real time. Yet, a mine superintendent must jump through hoops to have a private conversation with the front line supervisor underground. "Is Joe around anywhere?" If Joe hears the message, he will respond. If not, who knows? Maybe he's hurt. Maybe he's not. Where is Joe? Nobody really knows, and that is scary. Today, surface knows that the workers disappeared into the cage at 7:00 a.m. They also know that the workers will probably and hopefully return at 3:00 p.m. Is there not a better way to handle this? With such a complex industry, it seems as if, for the most part, the introduction of new technology into mining has either been overlooked or has been met with some resistance. It is time to step back, look at the process, and see how it can be improved. Key areas of focus will be safety, productivity, dependability, and cost-effectiveness.

May 1, 2010