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By Eldridge Haynes

IF you ask the average American to define 'total war' he is apt to fumble for an answer. But in Britain everyone knows the answer, because Britain has mobilized its total labour force, including women. If we were to match, proportionately to our population, Britain's mobilization of labour, we should have 60,000,000 people working full time in the armed services, civilian defence, and war industries. Actually we have fewer than 35,000,000 so employed. In Britain two out of every three persons between the ages of fourteen and sixty-five are so engaged. For the first time in the history of any democracy Britain conscripts women for service in the army, navy, and air force. Two hundred thousand British women have been conscripted for the army, known as ATS, meaning Auxiliary Territorial Service. There are more women in the air force than the total personnel of the RAF at the outbreak of the war and almost all of the land base jobs of the British navy are now handled by women. In addition to cooking and office work, Britain's women soldiers and sailors are driving trucks and motorcycles, repairing motor vehicles, packing and repacking parachutes, installing, inspecting, and maintaining gun equipment and ammunition of combat planes after each raid, raising and lowering barrage balloons, forecasting weather, manning harbour craft, sending and receiving radio messages. A normal ack-ack unit is composed of 229 women and 189 men. The women man the gun height finders and predictors, give bearings, and signal to fire.

Jan 1, 1942

A very wide range of technologies are utilised in the mining and processing of ores and a great deal of effort is expended in the development of ænew technologiesÆ to improve mining performance and economics. Traditionally, technology and people have been treated as separate aspects of an operation, when in fact they are inextricably linked. The successful implementation of new technologies is entirely dependent upon the actions, enthusiasm and skills of people, both as individuals and working in groups. This paper discusses the role of technology in mining and how new technologies are implemented by the industry. The paper argues that existing technologies have not been fully or adequately utilised and that effort should be re-focussed on the implementation of technologies that have been taken for granted for many years. The need for greater emphasis to be placed on the management of the human-technology interface is discussed.

Jan 1, 1998

By B. M. Eiter, J. Hrica, D. R. Willmer

"Mineworkers are routinely tasked with making critically important decisions about whether or not a hazard presents an imminent danger. Researchers from the U.S. National Institute for Occupational Safety and Health collected formative data to investigate mine safety professional perspectives on workplace examinations, which revealed a potential gap in how mineworkers are assessing risk. During interviews, participants revealed not having a systematic methodology for mineworkers to use to determine if a hazard is considered imminent danger. In this paper, we identify and describe three distinct categories of imminent danger complexity and discuss potential steps that could lead to improved identification of imminent danger situations. Finally, we identify potential practices to incorporate into risk management efforts, including feedback, communication and specialized training, to increase awareness of imminent danger situations. IntroductionIn recent years, the metal and nonmetal mining sector, as categorized by the U.S. Mine Safety and Health Administration (MSHA), experienced an increase in the number of fatalities occurring at mine sites. From 2013 to 2015, 69 mineworkers were fatally injured, twice the number of fatalities in each of the previous two years (MSHA, 2015a). As a way to address this increase, MSHA issued its P15- IV-01 program policy letter, suggesting that “miners would benefit from rigorous workplace examinations conducted by experienced and trained examiners” (MSHA, 2015b). The goal of these examinations is to find hazards in the field and mitigate them before they cause injury or death to mineworkers. While it is important to identify all hazards in the workplace, it is critically important to identify those hazards that are considered imminent danger because they require an immediate response to avoid a severe or even fatal injury."

Jan 9, 2018

By David Hatem, Michael Vitale, Joseph Gildner, Michael Roach, Fred Dunham

Dispute Review/Resolution Boards (DRB’s) are a highly successful dispute avoidance and resolution tool. In a joint effort between the UCA of SME and the Dispute Resolution Board Foundation (DRBF), the authors embarked on an informal assessment of the state of the DRB practice in the tunnel industry from the point of view of the Contractor, Owner, DRB Practitioner, and Attorney. The results of this assessment were presented in a panel discussion at the Rapid Excavation and Tunneling Conference (RETC) in June of 2021. This paper presents the results of that session with recommendations for further industry discussion and implementation

Dec 1, 2022

By George B. Langford

ON THE QUESTION of postwar controls there are today three schools of though ; some advocate state control of everything the socialists ; second are those who advocate the removal of all governmental control over industry - the freedom of enterprise ideal ; and third are those who advocate a middle course - sufficient control to stabilize economic and industrial life, and to prevent violent fluctuations such as we saw in the interwar years. I advocate this third course. I firmly believe un free enterprise, but not in freedom of enterprise, or laissez faire, and there is a great and significant difference between these two.

Jan 1, 1944

PRESIDENT PRYDE: Any discussion on Mr. Poster's paper? MR. J. BEVAN: I would like to ask the gentleman how fine the dust has to be to cause an explosion? MR. T. FOSTER: According to the Bureau of Mines, it is claimed coal passing through a 100 mesh screen would be considered fine enough. That is all I can learn from the different bulletins. MR. BEVAN: Will the coal dust be that fine; going back in the empty cars on the tipple in the mine? MR. FOSTER: Possibly a great deal of it would be. MR. BEVAN: Will the coal dust be that fine, going back, in the empty the coal dust going back in the cars on the tipple, and into the mine? MR. FOSTER: In some places, they are wetting the cars at the tipple, -in the Rock Springs District, we have as the trip goes out, they have a big pipe, and they souse the car, and wet the load, and in some places, near the timbers; that helps to a certain extent. That does not absolutely eliminate it all, but it helps considerable. MR. WM. LITTLEJOHN (Utah Fuel Company) : I think we have all listened very attentively to the paper that Mr. Foster has just read. He has brought up a subject rather close to my heart, for a long time. He mentions particularly, the Scofield disaster, which happened the first of May, 1900; two hundred men lost their lives in the explosion; and I think it is generally conceded that is about the first time it had ever been brought to the attention of coal miners or operators that such a thing was possible, namely, a purely coal dust explosion. The term "Scofield disaster" is rather a mistake, in a way; while the mine that exploded at the time is in the Scofield District all right, it is now known, and probably was known at that time, as the Winter Quarters Mine, one of the mines which belongs to the Utah Fuel Company at the present time, and did at that time. This mine

Jan 1, 1924

By Smith, George Otis

THE matter that I have on my mind this evening is engineering's need of an open forum. Our fathers of three centuries ago were pro-testanta for freedom of speech and thought in matters religious; later, our fathers were revolutionists for freedom of speech in matters political; until today freedom of speech has become so universal throughout the land that even in the sanctuary of our homes, at times, we have to turn off the loud-speaker. Talk is not always a condition of progress, but light is everywhere necessary to growth, whether the growing thing is a blade of grass, a baby chick, or a young idea, and we must regret anything that tends to shut out the light from the operations of business and industry. Of course, I realize there is little that is novel in what I am saying. Indeed, I have found that Dr. James Douglas-a name we love to honor in our Institute-as long ago as 1907, gave an address at the Toronto meeting that any of us would be proud to be author of twenty-one years after. Dr. Douglas at that time spoke on secrecy in the arts and the text then taken by this leader in metallurgical technique and in the constructive management of big business was "the dangerous temptation to adopt secretive methods by very large corporations." In both thought and language Dr. Douglas was direct and vigorous and he needs no internreter. He advocated the wide open door for ideas on two counts: advancement of technical knowledge and education of public opinion. A few sentences will serve not only to prove the vision of James Douglas, but also, I hope, tempt you to hunt up his address in the Institute's TRANSACTIONS, and thus get his whole thought first hand.

Jan 1, 1928

By M. J. GAVEN

COMING over from the plant on the Denver and Rio Grande yesterday afternoon I was an interested listener to a smoking-room conversation that had to do with the experimental plant near Rifle. The people who were talking didn't know me and I didn't know them, but I learned quite a little. I understood that the plant would never operate; that it was not intended to operate; that the "oil trust" would keep it from operating; that our tramway had eaten up all our money and still was not working and would not work; that the plant was run by a bunch of kids, and that the superintendent was probably the biggest kid of the bunch. I plead guilty to the latter. But the people who were talking were misinformed. The plant is producing oil. The first sample of oil that came from our unit at the Bureau of Mines experimental plant at Rifle, Colo., was produced on Sept. 18, the first that came out of the condenser, and it is still coming. This sample of oil may mean to the United States what the first oil produced from the first well meant.

Jan 1, 1926

By T. A. Rickard

Do not write until you have something to say. Think first; then write. In order to be understood, you must know what you wish to say. Clear writing is the consequence of clear thinking. Therefore consider your subject well before you begin to write; ruminate on it; marshal the salient facts in your mind; saturate yourself with the ideas you wish to express and with cognate ideas; then express yourself deliberately. If you are bubbling over with your subject the words will come, but you might as well expect to sail without a breeze as hope to give life to words without the living thought. Here I may advert to the fact that among the uneducated it is a common expectation to acquire the knack of writing without taking the trouble to study the art of literature. I overheard a woman in a suburban train remark to her neighbor: "I'd like to be able to write well without stopping to think about it". She was one of many that would like to do a thing well without the trouble of thinking; but it cannot be done in respect of anything to which thought is essential. The possession of a good voice does not justify a person in expecting to sing successfully to a large audience; before singing in public one has to master the technique of singing; one has to learn first how to breathe properly, how to enunciate, and many other things. The successful singer is an artist, not a megaphone. Most of us would regard a man or a woman without any training in the art of singing as a fool or an impostor if he or she were to give a public concert, yet we do not recognize the equal foolishness and imposture of persons that write books before they have studied the technique of writing. That is why so many books are unreadable, and why many books by clever men are difficult to read. They start to write books before

Jan 1, 1931

By C. L. Pillar

In many cases, substantial time may elapse between the exploration stage and a serious detailed planning stage which has the objective of putting a mineral property into production. This is always true where properties change ownership and new partners are brought in for joint venture situations. Such conditions make it imperative that the recording of complete and accurate geological data for the property is done during the active part of the exploration phase and accomplished by competent geologists and engineers. This work should not be left to helpers and technicians. Furthermore, it should not have to be redone years after the actual drilling was accomplished, when either those involved have parted company or those present have lost the touch and feel of their part of the exploration program and must rely on a memory sketchy in detail, at the best. All of this emphasizes the importance of thorough geological evaluation and reporting during the exploration program. To evaluate and comment on the application of geological data by a mine planning department, we must assume (1) that sufficient diamond drill holes have outlined the existence of a potentially economic ore deposit, and (2) that the next step is to obtain the required information to allow a detailed feasibility study. This paper will comment on: 1. what types of geological information are required, 2. how it can be obtained, and 3. comments on the application of this information by the mine planners.

Jan 1, 1973

By J. W. Thompson

OIL AND GAS AS MINERALS. Oil and gas within the ground are minerals and the fact that they have attributes not common to other minerals because of their fugitive nature or vagrant habit, and the disposition to percolate, and the possibility of their escape from beneath one part of the surface to another, does not remove them from the class of minerals. Texas Co. v. Daugherty (Texas), 176 Southwestern, 717, p. 719, May, 1915. OWNERSHIP OF TAILINGS-ABANDONMENT. A corporation engaged in milling- and the reduction of ores deposited the tailings therefrom upon a portion of its own land lying in a gulch through which water flows at times in great volumes and with great force' and notwithstanding all reasonable efforts by dams and otherwise to retain its tailings, the tailings eventually were forced upon the lands of an adjoining owner; these tailings were valuable and their retreatment, intended by the mill owner, profitable; and the fact that the tailings were so washed down upon the lands of the adjoining owner and permitted to accumulate and remain for some considerable time is not sufficient to show an abandonment on the part of the owner of the tailings, where it is clear that the owner had no intention of so doing, but on the contrary, always intended to conserve and retreat the tailings.

Jan 1, 1916

By L. Drisdelle, S. Gendron

"Survival in today's business climate requires participation of all employees in a Total Quality Management Program encompassing everything - ""safety, quality of products, quality ofet1ch and every job done, and of course production "". We all know what needs to be accomplished, but struggle with how to do it, especially in an industry which has not always experienced management/union cooperation, and mistrust is still present.This paper describes a process to improve team work and employee involvement in Inco's nickel carbonyl refinery at Copper Cliff The process involves facilitatorship training for all employees, and a system for reinforcing and accomplishing the required behavioural change. The system is described in detail and a number of examples are presented. At the refinery, the staff is starting to understand as Max DePree recently wrote ""Without Quality Behaviour, you cannot have Quality Product"". IntroductionThe Copper Cliff Nickel Refinery (CCNR) is Inco's largest and most modern nickel refinery, which celebrated its twentieth year of successful operation in April 1993.The heart of the refinery is the Inco pressure carbonyl (IPq plant which produces high purity nickel pellets and specialty powders by refining an approximate 80% nickel granule feed. The carbonyl plant is a modem chemical plant with very special and demanding requirements for safety and environmental protection due to the toxic nature of the refining gas.Since 1987, there has been an emphasis at CCNR on a comprehensive Total Quality Improvement (TQI) Program which was designed based on recognizing customers' needs for improved systems for quality management. This program is customer oriented and comprises such elements as team organizational concepts, customer audits, process assessment and internal quality auditing.A detailed review of progress was made in early 1991 and it became apparent that the ""ownership"" of the TQI program was not broad based. In fact, the program was very much a staff driven effort and fell far short of total employee involvement and relentless continuous improvement that are now considered essential to remain competitive and stay in business.Inco staff has now come to regard that early phase of our TQI program as ""the technical aspects of total quality improvement"".The safety experience was also puzzling. Even though the safety statistics were good with an average lost time frequency of 1.6 for the last five years, the perfonnance improvement had plateaued and remained pretty much the same. Clearly a new approach was required if significant progress and continuous improvement was to be made."

Jan 1, 1994

By D. Spitty

Mining companies often have many disparate systems and repositories of data in their organization for planning and scheduling outbound mining supply chains. To optimize ore quality, throughput, transport logistics scheduling and delivery to contract, planning teams need to model and manage the value chain accurately and achieve a consolidated, enterprise view of operational performance. Planning teams coordinate a complex series of activities to ensure production forecast accuracy. They also negotiate and execute complex contracts often with disconnected and limited visibility of production forecasts, quality, and variability with little ability to accurately market potential product specifications over longer time horizons. This market is becoming increasingly dynamic, with increasing variability and the time for planning teams to react is decreasing. This is driving the need towards using science to generate the necessary scenarios required to support the decisions made by planners on a frequent basis. Resource-to-Market is a highly flexible, user-configurable supply chain management system for the mining and metal processing industries. This provides an integrated view of the supply chain that supports the dynamic nature of planning in a mining company, embraces variability of elements across the supply chain with the ability to optimize across all the functional areas of the operation to enable optimal decision making for often competing objectives such as throughput, quality, cost, revenue and profit.

Feb 23, 2014

By Corrie Pitzer

Safety performance in many companies and even industries has stalled in the last decade. Accidents rates are improving but more slowly and yet, serious accidents and fatality rates are not: in fact, these rates of more serious incidents have plateaued or deteriorating. In more dramatic cases, organizations that had ?exemplary? safety statistics, suddenly had a catastrophic or multi-fatality event occurring. Popular books such as In Search of Excellence of Peters and Waterman or Good to Great of Jim Collins created many delusional ?secrets? or recipes, to achieve great performance and yet, most of those ?great? or ?excellent? companies have now declined in their performance, some dramatically and some have fallen from grace, like Fanny Mae, a company Jim Collins identified as a ?great? one, that had to be bailed out in the latest financial crisis. These organizations share several ?delusions? about managing a business, and often, these delusions are created by academics, consultants and authors of popular books about (safety) management. More damaging however is that safety management is defined by a set of key practices or axioms: a focus on human error, compliance to rules and regulations, creating consistency of systems and actions, reacting to accidents and incidents and on prevention of those, measuring safety with performance metrics and rewarding employees on those measurements. All of these axioms contain the seeds of destruction, and they create conditions and dynamics that precede the disaster - and ironically, they are all 'good things' we do in safety management. For example, a mere focus on safety in the business, and the measurement of it, create a culture of repression of mistakes and incidents, leading to a situation where the organization knows incrementally less and less of risks and risktaking behaviour - until the day it all coincides destructively! This paper discusses seven such safety delusions and how they impact on the views and safety management approaches. They are: ??The delusion of (risk) control, that risks can actually be identified, analyzed and mitigated. ??The delusion of compliance, that mere compliance to rules will safeguard the business ??The delusion of consistency, that standard operating procedures will ensure safe operations ??The delusion of predictability, that accidents and trends tell us everything about the risks of the future ??The delusion of human error, that people are the weakest link and that it can actually be dealt with through discipline and enforcement. ??The delusion of statistical trends, that safety is measurable with statistics ??The delusion of invulnerability, that we have achieved high levels integrity and capability to deal wit risks. Organizations that suffered catastrophes all share some or all of these delusions and this paper traces how these played a role in many disasters, ranging from the Titanic, Challenger, Piper Alpha, Bhopal, BP Deepwater Horizon and many more.

Aug 1, 2013

By J. M. Christian

Silver has been a much maligned metal in recent years. In the last three and a half years the price has fallen from around US$7.00 -$7.80 to as low as $3.50 this spring. It has consistently under-performed most other precious metals in the past few years, and has fallen to its lowest levels since the late 1940s in inflation-adjusted terms. Perhaps this is beginning to change. Since April, silver prices have outperformed gold and platinum. While this may continue in the years ahead, key questions remain regarding the pace and timing of any future silver price advances. I want to talk about the supply and demand factors that have led silver to its recent position. Also, I will outline a possible path for silver supply, demand, and prices for the next several years. Before I dive into my discussion of the silver market, allow me to explain who I am. One of the points we always make to clients early in a relationship is that, when you are listening to someone's opinions, you always must remember who it is you are listening to, and why he might be saying whatever it is he wants you to hear. So often, people take opinions from brokers, traders, or investment advisors as gospel truth, never stopping to ask themselves two key questions: Is there any reason to believe that this person knows what he is talking about, and, second, is he trying to sell me something, in telling me this.

Jan 1, 1992

By D. R. Gehring

Effective project management is an excellent technique for meeting a goal through set, well-defined objectives. Even though project management is successfully used throughout the world in various construction projects, underground mining has unique characteristics that require approaches that vary from classical project management theory. Typically, a project includes four main stages: definition, planning, implementation and control. Definition and planning are often the most overlooked stages, but are arguably the most important. This paper addresses practical techniques for the definition and planning of projects for underground construction.

Jan 1, 1996

By R. D. Currie

Haulage accidents in the anthracite region cause fewer fatal and lost-time accidents per million man-hours than similar accidents in bituminous mines, a fact that may be accounted for in several ways, but primarily because haulage, in a large part of the region, is restricted to haulage crews operating only on the gangways where most of the miners seldom come in contact with movement or handling of cars and locomotives. Generally in underground mines the number of men injured compared with the number killed is greater for haulage than for roof-fall accidents, while the number of men killed by haulage is second only to the number killed by roof falls.

Jan 1, 1939

By S Love, M Anderson, M Boland

"The high rate of failure of new mine developments to meet feasibility study expectations has been the subject of many fine technical papers. Yet failure rates remain stubbornly high.Similarly, the common occurrence of disastrous acquisitions resulting from failed due diligence on projects is well known. Yet such mistakes continue to be made.The authors argue that project and due diligence failure are caused at least partly by cognitive biases. These biases pervade decision-making throughout project evaluations.A wider understanding of these biases (and their effects) is necessary. Only then can mitigating actions be taken.The opportunity for this wider understanding exists. A number of best-selling books have been published on the topic in recent years. With wider understanding of key concepts and terms, cognitive biases can be recognised and discussed. They can also be challenged and mitigated.The authors believe that these concepts should be entry-level, required knowledge for anyone evaluating, developing, reviewing or financing mining projects.Perhaps the most prevalent biases in project evaluation failure are the ‘over-optimism’ biases. In particular, the planning fallacy and confirmation bias.The anchoring effect is also pervasive. This bias propagates unrealistic assumptions from scoping and prefeasibility studies through to so-called definitive feasibility studies. Unrecognised anchoring biases also undermine the validity of many ‘independent’ due diligence reviews. They are also prevalent in corporate acquisitions.The availability heuristic refers to a mental shortcut that can lead to a number of biases. One of these is the narrative fallacy. The mind constructs coherent narratives and opinions, regardless of the amount and quality of the information that support them. Narrative fallacy commonly occurs in the evaluation of social and political risk. Another is disaster neglect, which is especially common in the failure to assess risks associated with tailings management.This paper outlines the relevance of these biases to mine project evaluations. It also provides examples where the authors have observed their effects.CITATION:Love, S, Boland, M and Anderson, M, 2016. Influence of cognitive biases on project evaluation, in Proceedings Project Evaluation 2016, pp 226–235 (The Australasian Institute of Mining and Metallurgy: Melbourne)."

Mar 8, 2016

By Paul R. Smith

The Colorado School of Mines Research Institute (CSMRI) was founded in 1949 to fill mining industry and government needs for minerals research and development. The operations of scores of mines, mills, and plants around the world are based on the results of work done by the Research Institute. Among other things, the Research Institute conducts studies in geology, mine planning, mineralogy, size reduction, minerals processing, and hydrometallurgical techniques in extractive metallurgy. Many CSMRI projects also involve energy and environmental considerations. What follows is a summary of some of the studies in which the Research Institute has been and is currently involved, as well as some comments on trends and developments in the industry.

Jan 2, 1982

By Jacque Trottier, Marcel Vallée, Gratien Gélinas

"Mineral exploration in Canada traditionally has gone from boom to bust in cyclical pat-terns following market and discovery cycles, but other endemic factors related to exploration financing and performance have contributed to the amplitude and recurrence of these fluctuations. In view of these problems, junior exploration is reviewed here in a marketing perspective, looking at the 4 Ps: Product, Price, Placement and Promotion.In the 1980s, MEDA incentives gave the shares of junior and mining companies significant price and promotion advantages, and contributed to excessive exploration funding. Many were thus led to minimize the basic values needed for continued investor interest: appropriate levels of product quality, sustained share value and customer satisfaction. Basic changes are needed to improve the marketing of junior mineral exploration in the future, with or without improved fiscal incentives. To be successful, the required improvements must come from the technical participants, but the financial partners also need to be involved.Exploration in Canada must be marketed with vigour, both in Canada and internationally. Exploration, mine development and mine production are essential to our economy. They are environmentally acceptable and they are welcome in Quebec and in most Canadian provinces and territories. Canadian exploration and mining are entrepreneurial industries that must take better advantage of their strengths and achievements and remove the shortcomings that hinder them: nobody can do it for them!"

Jan 1, 1996