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By A. B. Parsons

LECTURE, it appears, is a discourse that is supposed to be instructive. I am quite sure that you will derive no instruction from what I have to say. I will be satisfied if my remarks provoke thought along one or two mental paths that have not been traveled so fre¬quently as to be devoid of interest. I have no particular message apropos of professional engineers or professional engineering, and any conclusions that I may seem to reach will be purely tentative and incidental. Probably at times you have wondered, in a casual way at least, why so many people who are not, never have been, and never will be engineers, want to use the title. For example, I recently received a communication from a life insurance broker or salesman, whose chaste letterhead bore the legend "Estate Engineer." He was perfectly serious about it, as is also the expert accountant who assumes the imposing name of cost-analysis engineer. Dozens of equally amazing titles might be cited. Then there is that class of individuals who have been engineers, in the true sense of the word; who have gone into some other kind of occupation; but who cling tenaciously to the name engineer, usually prefixing some word or other which at once gives them away by telling what their work really is. For example, we have such pseudomorphs as the management engineer, and the sales engineer. It is quite evident that engineer is a word to conjure with. Evidently both the man who appro¬priates the designation without any justification and the ex-engineer who persists in calling himself an engineer even after he has abandoned engineer-

Jan 1, 1933

By Babu R. Yama

Artificial Intelligence research has produced several tools for commercial application. Neural Networks, Fuzzy Logic and Expert Systems are some of the techniques that are widely used today. Artificial Neural Networks (ANNs) are excellent predictive, pattern recognition, and data analysis tools. In the mining industry, ANN techniques are being used commercially for real-time process control applications. Modeling of spatial data, ore reserve estimation, tunnel design, longwall stability prediction, and geologic roof classification are additional application areas in which neural networks have been applied successfully. A standard back-propagation algorithm was used to train a series of neural networks for a real-world predictive task. After training and optimizing the neural network architecture, performance of the network is measured on an independent validation set. Results indicate a correlation coefficient of up to 84 % between the actual and predicted values. A neural network model is developed for learning the spatial continuity of a mineral field and, consequently, for predicting sulfur values given coordinate values. The neural network performed not only satisfactorily, but in some cases performed better than the kriging model.

Jan 1, 1997

By C. L. Karr

Researchers at the University of Alabama are investigating artificial intelligence based computer models of mineral processing systems. Two approaches have been found to be particularly effective in developing data-driven computer models. The first approach employs neural networks which are computational paradigms based on the mechanics of the human brain. They are able to extract the basic relationships between input and output variables from large data sets. The second approach combines fuzzy mathematics with genetic algorithms to produce an adaptive modeling system. Fuzzy mathematics provide computers with the capability of manipulating abstract concepts like those which humans use so effectively in decision making. Genetic algorithms are search algorithms that mimic evolutionary processes apparent in nature. Together, these two techniques can be used to produce an effective modeling system. In this paper, the two approaches to modeling are compared and contrasted with respect to accuracy and computational time while used to model three mineral processing systems: (1) a grinding circuit, (2) a hydrocyclone separator, and (3) a flotation circuit.

Jan 1, 1997

By Sara J. Davenport

With the increased demand for mercury incident to preparations for national defense and the reduction in imports from some of the usual sources owing to war conditions, many small mines in the United States Pure now being worked that ordinarily would be unprofitable. This is indicated by the following table on mercury produced in the Unite States in 1939-40 (1)4/

Jan 1, 1941

By Glenn C. Miller

Cyanide is the most common lixiviant for extraction of precious metals, and its efficient use in open pit mines has contributed to the increase in world production of gold during the previous two decades. With this expansion of precious metals mining using cyanide, public concerns have developed in response to the inherent public perception of cyanide as a tox-in as well as a series of environmental problems that are directly or indirectly related to cyanide use in open pit mining. Some of these have technical or regulatory solutions, while others will require additional investigation before they can be resolved. The following discussion will summarize some of the public concerns regarding the use of cyanide in precious metals mining. The issue of cyanide use in large scale precious mining is controversial, and recent banning of cyanide use in open pit mines in Montana, or complete banning of cyanide in Hungary has reflected those international concerns. The underlying basis for some of the bans (e.g. Montana) reflect a general concern of the environmental impacts of mining, rather than specific issues related to risk of cyanide use. The human safety record for cyanide use, particularly in the developed countries is good, and cyanide is clearly the most efficient lixiviant for precious metals. Indeed, the relatively short lifetime for cyanide in the environment renders it one of the less problematic chemicals used for extraction of gold from ore. Mercury amalgamation or use of bromide as a lixiviant are certainly much more problematic. What, then, is the basis f~r the international concern about precious metals mines that use cyanide. Ifuse of cyanide for gold recovery is to continue, what additional infom1ation needs to be developed that will allow a better management of the risks of cyanide? Which of the concerns are directly related to cyanide, and which are indirect concerns that more related to effects of open pit mining. Under what conditions should use of cyanide be discouraged? DUl::ing June of 2000 the United Nations Environmental Program conducted a two-day workshop on cyanide use in mining that was attended by persons from the mining industry, regulators and environmental community. Support and attendance at this workshop reflected concerns by all three groups on further restrictions for cyanide use and the emerging potential for guidelines for better management of the catastrophic release of cyanide-containing mining waste. The following discussion is meant to focus-on those risks and explore the basis for an often negative reaction to precious metals mining using cyanide. It is presented in the format of a statement, followed by a discussion. While admittedly provocative, the statements are meant to express the concerns? of the public regarding cyanide and the mining industry.

Jan 1, 1998

By F. C. Stanford

THE work of an engineer is to direct natural forces so that they bring about the results that he wishes to secure. Heretofore he has concerned himself chiefly with physical forces and inanimate objects, until he has secured a truly marvelous degree of control over them. The great problem of the present age is to secure a like degree of knowledge and control of the human factor. Progress has already been made along this line, but, it is only a beginning. Wilhelm Ostwald says that scientific knowledge enables a man to be a true prophet; but it must be remembered that a good many people do not seem to be able to maintain a high average in prophecy. In short, the average of knowledge is not equal to the average needs of the present time, but continually fails to keep pace with it. It has been aptly said that the really essential need of the period is for more brains; if we only had sufficient knowledge and sagacity we could not only solve all difficulties, but prevent them from arising. This generalization holds good for an industrial organization. The most vital need of the management is for more brains. The logical course for an engineer in charge of an industrial organization is, therefore, to direct whatever forces may be at his command toward the development, training, and guiding of all the brains in his organization. This is easier said than clone, for it involves the carrying on toward two objectives, the maximum of productive work, and the development of the individuals who perform it. This is essentially like the rebuilding and enlarging of a plant, keeping it in full operation the while. On the other hand, if the aim is merely for maximum production from an organization, without offering opportunity for development, the final outcome will necessarily be like that f a plant that is driven at full capacity without stopping for repairs or improvements; it eventually becomes so run down that either a complete rebuilding is necessary or else it has to be abandoned.

Jan 2, 1918

F. C. HENDERSCHOTT,* New York, N. Y.-I am going to take, as the text of what I shall discuss, a portion of the second paragraph of Mr. Stanford's paper. It read as follows: "The most vital need of the management is for more brains. The logical course for an engineer ;in charge of an industrial organization is, therefore, to direct whatever forces may be at his command toward the development, training and guiding of-all the brains in his organization. This is easier said than done, for it involves the carrying on toward two objectives, the maximum of productive work and the development of the individuals, who perform it;" and the last sentence of the paper; "Industry has no greater asset than an intelligent workman." The United States of America, at the outbreak of the present war, had the best equipment of any nation in the world. That statement holds not only for our -shops and our transportation systems and our stores and our farms and our homes, but it holds generally.. There was no other nation in. the world that had so good equipment as the United States. There was no other nation in the world that could be called progressive that has such poorly trained workers as the United States. Even Norway, Denmark, Sweden and New Zealand ranked ahead of us. Now that is the, problem, generally speaking, and there was recognition of that fact, a growing recognition which-took form, and one of its forms was what we call the corporation school. Now obviously a corporation has no particular educational functions, but as is said in the closing sentence of Mr. Stanford's paper, or as is implied, an industrial institution is, after all, the reflection of the aggregate of the efficiency of the individuals who compose that organization. There is no way of getting away from that. If your individuals, from your president down, are efficient, if your individual has developed his brains, if he is a trained man, you have got an efficient organization, and if you haven't that condition, you have got weaknesses and your organization is no stronger than those weaknesses. I maintain that the same thing holds for a nation; .a nation is as efficient as the collective efficiency of the individuals who compose the nation, and no more so.

Jan 4, 1918

By F. C. Stanford

The work of an engineer is to direct natural forces so that the: bring about the results that he wishes to secure. Heretofore he ha concerned himself chiefly with physical forces and inanimate objects until he has secured a truly marvelous degree of control over them The great problem of the present age is to secure a like degree of know1 edge and control of the human factor. Progress has already been made along this line, but it is only a beginning. Wilhelm Ostwald says tha scientific knowledge enables a man to be a true prophet; but it must be remembered that a good many people do not seem to be able to main tain a high average in prophecy. In short, 'the average of knowledge is not equal to the average needs of the present time, but continually fails to keep pace with it. It has been aptly said that the really essentia need of the period is for more brains; if we only had sufficient knowledg and sagacity we could not only solve all difficulties, but prevent then from arising. This generalization holds good for an industrial organization. Th most vital need of the management is for more brains. The logica course for an engineer in charge of an industrial organization is, therefore to direct whatever forces may be at his command toward the development training, and guiding of all the brains in his organization. This is easie said than done, for it involves the carrying on toward two objective: the maximum of productive work, and the development of the individual who perform it. This is essentially like the rebuilding and enlarging of plant, keeping it in full operation the while. On the other hand, if th aim is merely for maximum production from an organization, withou offering opportunity for development, the final outcome will necessari be like that of a plant that is driven at full capacity without stoppin for repairs or improvements; it eventually becomes so run down th either a complete rebuilding is necessary or else it has to be abandone

Jan 1, 1918

By R. D. Dey, V. Castranova, J. M. Antonini, J. A. Blackford Jr.

Alveolar macrophages (AM) exposed to cytokines or bacterial lipopolysaccharide (LPS) produce the free radical nitric oxide (NO·) by an inducible nitric oxide synthase (iNOS). They also release reactive oxygen free radicals following exposure to silica dust. The purpose of the present study was to determine whether NO· is produced by rat AM and/or recruited leukocytes following the intratracheal (IT) instillation of silica. Male Sprague-Dawley rats (175 to 225 g) were IT instilled with either silica dust (10 mg/100 g body wt) or LPS (0.25 mg/100 g body wt). After 24 h, bronchoalveolar lavage cells (BALC) and lavaged lung tissue were assayed for iNOS mRNA. Cell counts of BALC and iNOS-dependent (Nw-nitro-Larginine methyl ester [L-NAME]-inhibitable) chemiluminescence generated by AM were also determined. Northern blot analysis demonstrated that the steady-state levels of BALC iNOS mRNA were significantly increased by 3-fold following IT silica and by 7-fold following IT LPS. Partially enriched fractions of either AM or leukocytes from silica-treated rats both exhibited significantly elevated iNOS mRNA in Northern analysis. iNOS-dependent chemiluminescence was significantly increased in AM by 36-fold following IT silica and by 89-fold following IT LPS. Differential counts of BALC showed that AM numbers did not change in any of the treatments; however, red blood cells increased by 30-fold following IT silica and by 23-fold following IT LPS. Total leukocytes (polymorphonuclear leukocytes plus lymphocytes) increased by 58-fold following IT silica and by 274-fold following IT LPS. The results demonstrate that AM and neutrophils iNOS steady-state mRNA levels, AM iNOS-dependent chemiluminescence, and lavagable red blood cells and leukocytes all increased following IT silica. These findings suggest that NO· production in rat AM and neutrophils is increased in response to silica. NO· has the ability to then combine with superoxide and form a highly reactive toxic species, peroxynitrite, which may be responsible in part for silica-induced lung damage.

Dec 1, 1995

By Y. Faitakis

In the mining industry, maintenance is a key priority and a major expense. As mining equipment is large in scale, high in cost, and difficult to tow, it is key to maintain equipment on a timely basis. Breakdown in -40°C or away from a maintenance station can cause great costs in repair as well as lost production. It has often been quoted that about 5% of the North American production is lost every year due to unscheduled downtime. About one-third of the downtime is attributable to equipment failures. From this fact alone, it is evident that proper equipment maintenance can add tremendous value to the bottom line. As organizations and equipment become more sophisticated, maintenance expectations begin to evolve. This evolution can be traced through three generations: The first generation (1940?1950): A ?fix it when it broke? attitude prevailed during that time, mostly because the industry was not highly automated. The second generation (1950?1980): Automation and mechanization of the industry increased. The industry now was dependent on machines performing the majority of the work. Preventive maintenance (overhauls at fixed intervals) appeared as the first maintenance practice. Maintenance costs started to rise rapidly. The third generation (1980?): Assets become more complex. Failure modes are better understood and computerized maintenance methods are becoming mainstream. Condition-based maintenance (CBM) starts to gain ground as a cost-effective alternative, replacing the fixed interval overhauls. As corporations amalgamate and market places are becoming more complex, multi-functional teams become responsible for maintenance. At the beginning of the third generation, maintenance organizations began embracing technology to provide efficiencies in maintenance management. A strong push was made to transition from reactive maintenance to proactive maintenance. At the forefront of this push is condition-based maintenance.

Jan 1, 2004

By Y. Faitakis, G. J. Powley, C. Mackenzie

"In the mining industry, maintenance is a key priority and a major expense. As mining equipment is large in scale, high in cost, and difficult to tow, it is key to maintain equipment on a timely basis. Breakdown in -40°C or away from a maintenance station can cause great costs in repair as well as lost production.It has often been quoted that about 5% of the North American production is lost every year due to unscheduled downtime. About onethird of the downtime is attributable to equipment failures. From this fact alone, it is evident that proper equipment maintenance can add tremendous value to the bottom line. As organizations and equipment become more sophisticated, maintenance expectations begin to evolve. This evolution can be traced through three generations:The first generation (1940–1950): A “fix it when it broke” attitude prevailed during that time, mostly because the industry was not highly automated.The second generation (1950–1980): Automation and mechanization of the industry increased. The industry now was dependent on machines performing the majority of the work. Preventive maintenance (overhauls at fixed intervals) appeared as the first maintenance practice. Maintenance costs started to rise rapidly.The third generation (1980–): Assets become more complex. Failure modes are better understood and computerized maintenance methods are becoming mainstream. Condition-based maintenance (CBM) starts to gain ground as a cost-effective alternative, replacing the fixed interval overhauls. As corporations amalgamate and market places are becoming more complex multi-functional teams become responsible for maintenance.At the beginning of the third generation, maintenance organizations began embracing technology to provide efficiencies in maintenance management. A strong push was made to transition from reactive maintenance to proactive maintenance. At the forefront of this push is condition-based maintenance."

Jan 1, 2004

A maximum acceptable level of 2 mg/m3 of respirable coal mine dust in active mine workings was established, effective January 1, 1973, under the Federal Coal Mine Health and Safety Act of 1969. It is generally agreed that, as a result, coal mines in the United States are significantly less dusty than they were a decade ago. For example, operators of underground mining machines were exposed to between 3.9 and 6.5 mg/m3 of respirable coal mine dust during 1968-69; now they are exposed to between 1.3 and 1.8 mg/m3. Also, the incidence of underground sections cited for exceeding acceptable levels of respirable coal mine dust decreased during 1976-78, and the vast majority of all working sections are now in compliance. This improvement is very substantial by world standards. It must be regarded as a creditable accomplishment by the coal mine operators, federal agencies, and mine workers involved. Most of the improvement has been brought about by the use of existing technology to control, suppress, and collect respirable coal mine dust. Research and development by the Bureau of Mines has contributed significantly to the accomplishment by improving the methods for sampling, control, suppression, and collection.

Jan 1, 1980

By Selwyn G. Blaylock

There is no more important problem today than industrial relationship, and probably none that is receiving more thought. But in these days of Epie and Utopia, one has to be rather careful in speaking on this subject. Consequently, for fear that my plea for taking the working man into the family might be misconstrued, by some, as a step towards communism or socialism, I would like to say at the outset that I believe that, so long as we have human individualism, human ambitions, human hopes and fears, straight socialism is as far off as the Millennium. The same applies to communism, which only differs from socialism in that the communist realizes that his ideals can only be attained by massacring millions and destroying all that we hold sacred. Each still looks to Russia for inspiration and guidance, totally disregarding the Soviet swing-back to individual contract work and differential wage scales. They seem to be oblivious of the tyranny and repression in the present Russian system, and get very restless when reminded of it. In spite of the fact that the standard of living in civilized countries has improved tremendously and is still improving, we find that, every seven or eight years, production in many lines has outstripped consumption, and we have had panics or depressions of greater or less magnitude, accompanied by extensive unemployment. It is evident to every thinking person that there must be no little inefficiency in the control of industry. For four long years, governments and industrialists have striven to find the key to solve the present problem. Many countries are getting back to a position approaching normal-Canada probably more so than most. None, however, can feel assured that they have actually cured the situation. All kinds of schemes have been developed; tariff barriers have sprung up over-night where none existed before; currencies have been inflated to gain added security in the home markets and to try to gain advantage in export trade; and each country watches the movements of the others with fear and mistrust. I am not prepared to formulate a full solution of our troubles, but I hope to be able to demonstrate the feasibility and wisdom of the type of industrial relationship I advocate, and also that it may be a large, and possibly an essential, step towards the solution of our difficulties.

Jan 1, 1935

By D R. Chalmers

Coal dust explosions have occurred in coal mines across the world. The Mitsui Miike Coal Mine disaster in 1963 was an example of how this hazard was not managed effectively, resulting in the loss of 458 lives and hundreds of people sustaining permanent brain injury from carbon monoxide poisoning. Management of the risks for this hazard have been well documented and have been implemented in modern coal mines. A recent trend in some mines has seen the abolition of barriers on roadways on the basis that the risks are being managed by the current controls. These controls include stone dust application, trickle dusters, dust analysis and dust removal. This paper explores the science behind such controls and questions the need for barrier protection on belt roads.CITATION:Chalmers, D R, 2013. Cybulski revisited - Lessons on dust, in Proceedings The Australian Mine Ventilation Conference , pp 165-168 (The Australasian Institute of Mining and Metallurgy: Melbourne).

Jul 1, 2013

By Bruce McDonald

This report contains the Phase I findings of a study to select and test devices for preventing lack of alertness in haulage truck drivers. The extent of the problem was determined by visiting surface metal and nonmetal mines, interviewing drivers and safety personnel and reviewing accident reports. A number of devices for detecting a lack of alertness were considered and three were recommended for testing in actual operation.

Jan 1, 1977

By R Long

The founder of social psychology is sometimes identified as Kurt Lewin. In a 1947 article, Kurt Lewin coined the term ‘group dynamics’. He described this notion as the way that groups and individuals act and react to changing circumstances. Lewin theorised that when a group is established it becomes a unified system with unique dynamics that cannot be understood by evaluating members individually. The discipline of social psychology really emerged out of World War II and tackled questions associated with human judgement and decision-making by the Nazis. For a comprehensive look at the development of social psychology look at Abelson, Frey and Gregg (2004).Social psychology is concerned with the way social arrangements affect human judgement and decision-making. What the author has done is apply the knowledge of this new discipline to an understanding of risk, safety and leadership. This paper will explain some of the developments in social psychology, such as the discovery of the bystander effect, Groupthink, bounded rationality, heuristics, risk homeostasis and the Milgram effect.The social psychology of risk tackles the way decisions are made about risk in their social context. Unless organisations understand that decision-making is socially conditioned, they are unlikely to be able to tackle the complexities of culture change or the development of risk maturity.The paper will offer a new understanding of why people do what they do, how risk makes sense and why a ‘dumb down’ approach to safety is dangerous. A model will also be presented that shows the pathway to risk maturity.CITATION:Long, R, 2016. The social psychology of risk, safety and leadership maturity, in Proceedings Seventh International Conference and Exhibition on Mass Mining (MassMin 2016), pp 31–42 (The Australasian Institute of Mining and Metallurgy: Melbourne).

May 9, 2016

We had a cold, gray winter here in Kansas City and I spent a lot of time watching out my den window at the squirrels and birds trying to get by in the lousy weather. I remember too well working in the cold, loading shots. I was frostbitten several times since I couldn’t tie in MS connectors with gloves on. Those old connectors had a piece of detonating cord on either end of a metal tube that held the delay and you tied them to the trunk lines with square knots. Doing this on a “warm” day in Alaska or Montana shooting ditch for a pipeline could be a frosty experience. Also remember how hard it was to connect up electric caps (detonators to you new guys) in the cold. Now I don’t want you to feel sorry for me ‘cause I suspect most of you younger fellows have also paid your dues in the cold and for that matter in the heat too. Wowee, the heat at the bottom of a Chicago dolomite quarry in August was enough to fry the brains of all that were there. Maybe that’s why the third deck of my brains doesn’t exist.

Jan 1, 2004

By PHILIP N. MOORE

IT is a pleasure to realize even at that day the dignity of the engineer's calling was upheld. May I also add my firm belief that today there be many engineers who will qualify to the specifications of our interesting author. Since that time, the development of the world has been chiefly due to the engineer, and so far as human brain can foresee, the material tasks of the future will continue to follow the directions of his judgment. Popular opinion says this is the age of the engineer; literature, which in the long run, voices public sentiment, shows it in the number of engineers who figure as characters of fiction. The engineer has been doing the big things necessary to increase the comfort and efficiency of mankind, but while a certain amount of fame and repute falls to him, too often he figures as the hired man of the entrepreneur, using that term not in the offensive sense of a mere promoter, but to mean the great visioned master of enterprise who has seen ahead of other men, recognized the coming needs of the world, and through ability to inspire others and to hire capital for his use has also been able to hire engineers as needed. Justly enough, therefore, to such men comes the fame as well as the prize of the game.

Jan 1, 1926

By S M. W Rajaratnam, P Varma, T L. Sletten

Mining employees undertaking shift work are at considerable risk of experiencing sleep disturbances and circadian rhythm disruptions. In the complex, high-risk environment of mining, these sleep and circadian disruptions lead to adverse impacts on employee health, alertness and safety. Evidence-based tools that effectively target improvements in sleep health amongst shift workers are needed. Variability in work hours and individual differences in the response to shift work mean that a ‘one-size-fits-all’ solution is often insufficient in complex work environments. Currently no interventions provide tailored support for shift workers based on their rosters, personal commitments and sleep habits. Existing technologies, such as smartphone applications and watches, allow sleep monitoring, but their strategies are targeted towards night sleepers, which does not translate to shift work contexts. To address this, our team has developed an innovative digital tool that implements biomathematical models to provide automated, personalised sleep and circadian intervention strategies to optimise sleep, alertness and performance during shift work. The tool uses mathematical models of sleep and alertness regulation that provide physiologically optimal times for an individual to sleep when experiencing circadian disruption. This program of work included co-designed development of a world-first app with shift workers and the examination of the preliminary efficacy of the intervention for improving sleep, alertness and performance.

Apr 16, 2024

By C Sylvestre

For the last 50 years, traditional safety management has improved safety performance by: • Fixing the environment (eliminating the hazard). • Improving the system (more/less rules, procedures etc). • Making safety more conscious (more/better interactions about the importance of safety). Although these approaches certainly have merit, and may be part of an overall solution, they are not enough to prevent many modern-day incidents. Today, these three approaches are used more than before, and are used better than ever before. Yet, workplace fatalities in Australia have stagnated from 2013 to 2019, as have the number of incidents, even serious ones. In the USA, workplace fatalities have increased by 15 per cent in the same period.

May 5, 2022