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By R. Adsero

The analysis of equipment trends in AUSIMM?s Revision of Monograph 19; Australasian Mining and Metallurgy Operating Practices (AMMOP) in the paper by Dight et al (in press) raised some interesting and in parts disturbing trends in the Open Cut Mining Industry. According to the US Bureau of Labour Statistics the US mining and petroleum industries? productivity is down by 12% since 2004 while the Australian Bureau of Statistics shows the productivity of the Australian mining industry is down by 34% since 2001. In terms of open cut equipment median output for draglines is down by 15% since 2003; electric rope shovels are down by 41% since 2003; hydraulic excavators are down by 39% since 2008; front end loaders are down by 39% since 2007 and trucks are down by 41% since 2006. Clearly the boom has not been good for the efficiency of the mines. During this same time, best practice (defined as the average of the top 10% by annual output per unit of input) has declined but not by as much as the median (eg. shovels down by 8%, excavators down by 19% and FEL?s down by 5%). This paper will build on the analysis of AMMOP to understand the differences occurring between median and best practice and identify the factors contributing to the decline in performance. As the industry enters a period of potentially lower prices for commodities and reduced margins pressure will be brought to bear on mine sites to start moving more with the equipment they have. An understanding of where efficiency has been lost will be a key component in that. The information contained in AMMOP, and the subsequent analysis of that information in papers such as this one will be crucial to reversing the decline in open cut equipment performance.

Feb 27, 2013

By R. Adsero

"A high altitude review of the state of the mining industry provided by a study of multifactor productivity shows a continuation of lower output year on year for the capital and labor inputs applied. The story is sadly similar for both U.S. mining and the Australian mining sector. In fact, according to PwC analysts, the world’s mining equipment productivity has declined 20 percent during the past seven years (Lumley, 2014). Although the reasons for the continuing decline in mining productivity are varied, the need for improvement is clear.The world’s mining industry fleet of more than 400 large draglines moves billions of tons of overburden and ore (phosphate, limestone, etc.) annually. This discussion will review a few of the tools available for improved productivity in dragline operations.Benchmarking equipment performance exposes the possibilitiesIn the September 2013 Mining Engineering cover story Graham Lumley and R. Adsero suggested that analyzing best practice equipment performance from an industrywide database for specific equipment performance improvement goals would be beneficial (Adsero, 2013). Benchmarking equipment performance by normalizing differences and then comparing specific measures of performance will provide a road map to improvement for those following the leaders. For those already performing at best practice levels, a benchmark confirms and bolsters what has already been achieved. As described in the SME February 2014 paper by this author, best practice is the average of the top 10 percent in annual output. Filling performance gaps identified by a comparison to best practice by investigating the details of the why and taking action to change, makes all the difference. This is true for all major mining equipment. Given the large gap between average performance and best practice performance most mining operations can benefit. Best practice performance provides a view of what is possible to the 90 percent majority of mining operations that are performing below the top 10 percent.For dragline mining operations, identifying specific characteristics and practices of leading dragline performance will provide a reference for comparison."

Nov 1, 2016

By Bruce Clements

The Bagdad mill, located near Bagdad, AZ, was built in 1977 with a designed mill capacity of 36.3 kt/d (40,000 stpd). An autogenous mill-ball mill crusher (ABC) grinding circuit was chosen. The original mill contained three independent grinding circuits. Each contained one 9.75m-diam x 4-m-long (32-ft-diam x 13-ft-long) fixed-speed autogenous mill, a4.7-m-diam x 6.7-m- long (15.5ft-diam x 22-ft-long) ball mill and one 2. 1-m-diam (7-ft-diam) short head cone crusher. Total installed power per grinding circuit was about 8.4 MW (11,350 hp), with 5.9 MW (8000 hp) in the autogenous mill, 2.2 MW (3000 hp) in the ball mill and 261 kW (350 hp) in the crusher (Fig. 1). The autogenous mills were designed to be able to operate semi-autogenously. However, they were never converted to semiautogenous grinding (SAG) mills. As a result of this design, only about 4.1 MW (5450 hp) of the designed power is used in the autogenous mills. The grinding circuits are closed, with 2.4 x 6 m (8 x 20 ft) double-deck vibrating screens. A series of conveyors re- turn screen oversize underneath the mill coarse ore stockpile to feed the crushers. Variable speed belts feed the crushers and control power draw. Crusher product reports directly to the tail end of the autogenous mill feed belt (Fig. 2). A magnetic sensor detects tramp iron in the autogenous mill-crusher circuit.

Jan 1, 1992

By Christian Maguire

Tunnel contracts in New York have in recent years had few bidders with the bids received being much higher than anticipated. Since 9/11, security has become a key issue in planning key infrastructure projects in New York. This is especially true in the case of large water supply tunnels. Striking the right balance between cost and security was the major factor in determining the best configurationfor the Kensico-City Tunnel. This paper outlines the efforts made to determine realistic probable bid costs for the tunnel contracts, and the innovative approaches taken to deal with security issues.

Tellurium (Te) is one of the least abundant elements in the crust and tends to form minerals associated with copper, lead, zinc and iron sulfide deposits. Today, most tellurium production comes from the anode slimes and other wastes generated in metal refining. Most of the current tellurium produced in the world is used as an alloying agent in iron and steel, as catalysts, and in the chemical industry. However, future demand and production could increase because tellurium is increasingly used in solar panels and some electronic devices. Tellurium minerals are found in Au-Ag districts in New Mexico, but were not considered important exploration targets in the past. In New Mexico, tellurium is found associated with porphyry copper deposits in southwestern New Mexico and with Au-Ag veins in the Eureka, Sylvanite, Organ, Lordsburg, Steeple Rock, Wilcox, Mogollon, Chloride, Cuchillo, Hillsboro, Zuni Mountains, White Oaks, and Nogal-Bonito districts. The only tellurium production from New Mexico has been from the Lone Pine deposit (Wilcox district), where approximately 5 tons of tellurium ore was produced. Gold-tellurides are found with gold, silver, pyrite, and fluorite in fracture-filling veins in rhyolite at Lone Pine, with reported assays as much as 5,000 ppm Te. Other districts in New Mexico have potential for tellurium, but require field evaluation.

Feb 27, 2013

By Z. Mullard

The introduction of social media platforms has ushered in a new era of interaction and information exchange, which impact business-to-society relationships. Mining companies are closely watching these platforms, as the industry takes a cautious approach to control flows of information. This paper explores the risks, challenges and opportunities of using social media, based on a qualitative mixed methods investigation with stakeholders from the Canadian mining industry. Generational and language barriers, misunderstanding and limited motivation from regulators make implementing social media platforms challenging and risky at an organizational level. The benefits of social media include being able to mobilize communities and share information in real time. Despite the challenges, the study found that 62% of mining stakeholders are incorporating social media tools, mostly in an ad hoc manner. Flexible strategies for transparent communication and public engagement are creating new opportunities for information exchange.

Jan 1, 2011

More than 410,000 visitors from 171 countries helped bauma ’04 set new attendance records at the world’s largest construction machinery and mining technology show. The show, held in Munich, Germany March 29-April 4, marked bauma’s 50th anniversary. At the last bauma show in 2001, attendance was about 406,000 people from 157 countries. At bauma ’04, international attendance increased to 31 percent from 27 percent in 2001. In addition to record-setting attendance, bauma ’04also attracted 2,801 exhibitors, up from 2,341 in 2001. Exhibitors came from the United States, Europe, China, Japan and the Middle East. Exhibitor space topped 500,000m2 (5.4 million sq ft), another record. And, for the first time, there were more foreign exhibitors than German exhibitors, show organizers said.

Jan 1, 2004

By Rao Balusu, Bharath Belle, Krishna Tanguturi

A collaborative research project is undertaken by Anglo American Coal and CSIRO to develop appropriate strategies for gas and spontaneous combustion management of longer panels. Extensive computational fluid dynamics (CFD) modelling studies have been conducted and calibrated using operational longwall goaf gas data to obtain a fundamental understanding of goaf gas flow patterns in longwall panels of 1.0-km and 3.0-km lengths and a detailed investigation of the effect of various mining and operational parameters on goaf gas flow patterns. The modelling studies have also been used to investigate the performance of various gas drainage and proactive inertisation strategies during various stages of longwall panel extraction. Simulation results indicated that apart from tailgate (TG) side goaf holes, gas drainage from maingate (MG) goaf holes and the mid panel start-up goaf holes would be useful for flat seam field conditions. Operation of 8–10 goaf holes is recommended for field site conditions with high goaf gas emissions of 6000 L/s. The modelling results indicated that the traditional inert gas flow rate of 500 L/s currently used in some mines would be insufficient to achieve effective goaf inertisation in long panels. Results indicate that 3.0- km-long panels would require 1500 L/s of inert gas and there is a need for multi-point inert gas injection strategy for effective goaf inertisation. In this paper, details and results of modelling investigations and recommended strategies for gas and spontaneous combustion management in 1.0-km- and 3.0-km-long panels are presented.

By Rao Balusu, Bharath Belle, Krishna Tanguturi

A collaborative research project is undertaken by Anglo American Coal and CSIRO to develop appropriate strategies for gas and spontaneous combustion management of longer panels. Extensive computational fluid dynamics (CFD) modelling studies have been conducted and calibrated using operational longwall goaf gas data to obtain a fundamental understanding of goaf gas flow patterns in longwall panels of 1.0-km and 3.0-km lengths and a detailed investigation of the effect of various mining and operational parameters on goaf gas flow patterns. The modelling studies have also been used to investigate the performance of various gas drainage and proactive inertisation strategies during various stages of longwall panel extraction. Simulation results indicated that apart from tailgate (TG) side goaf holes, gas drainage from maingate (MG) goaf holes and the mid panel start-up goaf holes would be useful for flat seam field conditions. Operation of 8–10 goaf holes is recommended for field site conditions with high goaf gas emissions of 6000 L/s. The modelling results indicated that the traditional inert gas flow rate of 500 L/s currently used in some mines would be insufficient to achieve effective goaf inertisation in long panels. Results indicate that 3.0- km-long panels would require 1500 L/s of inert gas and there is a need for multi-point inert gas injection strategy for effective goaf inertisation. In this paper, details and results of modelling investigations and recommended strategies for gas and spontaneous combustion management in 1.0-km- and 3.0-km-long panels are presented.

By Claude Deveau, Stephen R. Young

Introduction Tanco History Tanco is sometimes known as the Bernic Lake Mine. It is located about 180 km east-northeast of Winnipeg close to the Manitoba-Ontario boundary. Tanco operates an underground mine employing ramp access, room and pillar mining and shaft hoisting for the production of tantalum, lithium and cesium minerals. Tantalum recovery employs conventional gravity and centrifugal concentration methods along with a flotation process which recovers ultra-fine tantalum. All tantalum concentrates are shipped to Cabot Supermetals, Boyertown, Pa., for the production of tantalum chemicals and metals. Tanco also produces lithium products from spodumene ore. The lithium concentrates from Tanco are shipped worldwide for use in ceramics, specialty glass and mold powders. Cesium processing involves the dry grinding of pollucite as feed stock to the on-site chemical plant dedicated to the production of cesium formate, a high density drilling fluid. Tantalum milling operations commenced in 1969. In the early years of the operation, feed grades were three to four times as high as they are today. Coarse-grained tantalum mineralization with complete tantalum liberation at sizes of 300 µm allowed for easy recovery with conventional equipment such as spirals and shaking tables. Over the years, the process and feed material to the plant have drastically changed. Due to drastically reduced liberation sizes, efforts have been made to try to recover as much of the liberated particles as possible in order to maintain acceptable recoveries.

Jan 1, 2005

By R. L. Grayson, F. Giana, R. Aspinwall

Small-mine and contractor Fatal Incidence Rates have been a problem for over 20 years in the coal industry, and the rates persist as unacceptably high. This paper briefly retraces historical information and data on the continuing problem and recounts the many unsuccessful efforts and initiatives to address the problems effectively. Next the results of a review of international literature on addressing the problems are presented. After focusing on a method to pinpoint the trouble spots more specifically through a nested data analysis, suggestions are provided on how the problem may potentially be addressed more systematically and effectively in the U.S.

Jan 1, 2006

Worldwide minerals exploration slipped in 1992 from 1991 levels. Although industrial production figures showed the US economy emerging from recession in early 1992, it was not until February 1993 that the lagging indicator of unemployment dropped to 7%. Most other industrialized countries are still in recession. Preliminary data for 1992 showed industrial production dropping in Japan (5%), Germany (1.4%), the United Kingdom (0.5%) and France (1.4%). The slowdown in industrial production led to reduced mineral demand. This resulted in lean cash flows from mining operations, which squeezed exploration funding. Although mineral prices were steady during most of 1992, some mineral commodity prices began falling in late 1992 and early this year. Exploration 1991-1992 According to Metals Economics Group (MEG), planned 1992 exploration expenditures were down by about 5%. Geographically, the leading exploration target was the United States with 21 % of the expenditures, followed by Australia (19%), Canada (18%), Latin America (15%), South Africa (9%) and the western Pacific (7.5%). The remaining 10% was split between Europe and Africa. There were absolute increases in exploration expenditures in the United States and Latin America. Latin America showed the largest increase. The change in the Mexican mining law allowing foreign ownership of mines should result in the inflow of direct foreign investment in Mexico's mining industry.

Jan 1, 1993

By S. C. Sun

Pennsylvania has ample reserves of high-alumina clays which are potential sources of alumina, but many of these clays contain large amounts of iron, which makes them unsuitable for treatment by acid processes(1). The purpose of this investigation was to determine the optimum conditions for the selective hydrochloric acid leaching of iron (2-4) prior to the sulfuric acid extraction of alumina from Pennsylvania ferruginous high-alumina clays. This was accomplished by first testing the iron-bearing minerals and the clay minerals most often encountered in Pennsylvania clays to determine their rate of dissolution in hydrochloric acid solutions. The results of individual minerals were then based for leaching Pennsylvania clays with a 19% hydrochloric acid solution at the boiling point of the acid for approximately 30 minutes to achieve as high as 90% iron removal and only 2-5% alumina losses.

Jan 1, 1968

By Russell Barr

Strategic alignment throughout a mining organization is critical to effective strategic execution and good business performance. The alignment of strategic goals and objectives in the different operations and functions in a large global operation is a challenge facing executive management in light of legacy organizational structure and processes. An additional confounding factor in strategic alignment of acquisition and new project expansion is that mining projects and operations are frequently multi-cultural in terms of country origin as well as organizational culture. This brings together many cultures to accomplish the project or complete an acquisition (Financial Times, 2006). The mining industry presents numerous challenges to executives and mine management by the nature of the operation and organizational processes used in running it. For example, there seems to be an inherent conflict between the individual goals of the components that constitute a mineral processing operation (the mine, the mill, the smelter and the refinery), and lowest cost production of the final product. Managers of these component operations have specific objectives passed down from the corporate executives. Those site managers tend to be compensated based on throughput and perform to this main metric. This tendency to maximize throughput for an individual operation can contradict the general process flow of a best-fit solution to producing the final product at the lowest cost. In an effort to become more aligned, firms are increasingly using balanced scorecard derivatives at great cost and effort (whether internally or externally sourced) in an attempt to help with strategic alignment. Balanced score-cards have been effective in providing a good strategic scorecard to companies with some measure of strategic alignment. Many firms make this effort of using balanced scorecards. However, most firms are not strategically aligned or, at best, are sub-optimized, in terms of strategic alignment (Kaplan and Norton, 2006). The tendency in mining operations is to focus on operating individual components as optimally as possible and stretching existing assets to the best possible production rates. ?Making tons? is the common operational focus. Numerous factors underpin this focus and can affect the ability of the operation?s ability to align properly with the corporate strategy and strategic goals. Critical factors are legacy organizational structure, culture, processes and performance measurement systems. Changing anyone of these factors to affect better strategic alignment requires significant attention to managing change.

Jan 1, 2008

By Christopher J. Bise

INTRODUCTION The transportation of men, supplies, and mined material from an underground operation is the connecting link between the mine plant and the surface plant. Unless the mine is accessed by a drift or adit, some form of hoisting system is necessary for slopes or shafts. This chapter will deal with the selection of wire ropes and hoists, two of the most important consider¬ations when designing a hoisting system for an under¬ground mine. WIRE ROPES General A wire rope is designed to transmit forces longitudi¬nally along its axis. Wire rope is used in a variety of mining applications because of its flexibility, high ten¬sile strength, and dependability. Shaft hoisting ropes and principal slope haulage ropes are usually custom-¬built; however, proper rope selection for slushers, car spotters, etc. should not be overlooked. Wire ropes for shafts and slopes, since they represent the life line for the mines, should be of the very highest quality improved plow steel. This quality is necessary to deal with the conditions of loading, winding, vibration, abrasion, and corrosion. Tables I and 2 display the specifications for the typical wire ropes used for mine haulage applications. The 6 x 19-class haulage rope is used for most hoisting where abrasion is not critical. On the other hand, where abrasion is critical, such as a slope application, 6 X 7-class haulage ropes are preferred. For other mining applications, manufactur¬ers' handbooks should be consulted. Selection The selection of a wire rope for a mining situation consists of simply applying appropriate safety factors to a calculated maximum rope pull and comparing the result to the listed breaking strength of the rope under consideration. Table 3 can be used for determin¬ing the minimum factors of safety for wire ropes. To determine the maximum rope pull, the following quantities must be known: the rope weight in pounds (x), the conveyance weight in pounds (y), and the weight in pounds of the load in the conveyance (z). These values are used to calculate the load due to gravity, the load due to conveyance friction, and the load due to rope friction. When these loads are added together, as shown in Eq. 1, the maximum (static) rope pull (RPS) can be derived:

Jan 1, 1986

By R. Steele

In addition to compliance with government emissions and reporting requirements, mining and mineral processing companies are increasing energy efficiency to reduce costs and become more competitive in the global marketplace. One of the major obstacles to identifying opportunities for increased energy efficiency is the lack of readily available data on energy use, and more importantly the energy use linked to production data, that identify energy reduction opportunities. As well as energy reduction, mining and mineral processing companies often struggle with the prediction of energy use, and are often penalized for under or over forecasting. Once again, it is the lack of timely information that makes this prediction difficult. This paper looks at expanding the use of a Manufacturing Execution Systems by integrating with Energy Solutions. This will provide automatic, timely information, at a granularity that makes it easier to identify energy reduction opportunities, reduce energy costs, and better predict energy use in a mining and mineral processing operation.

Jan 1, 2011

By M. J. Ramos

Without an exclusive definition of administration in business, we could propose to define it as performance by management to adopt or implement established business formulas. Administration could also be defined as a universal process that organizes people, and achieves, through efficiency, common objectives and goals. Humanity developed some form of this process from the beginning of civilization. To imply that something is new in administration might be considered specious or naïve. Moreover, what is new in management? Administration of business is not new to the world. To prove this statement, we need only ask this question: Does the architecture and monumental workmanship of the past civilizations of ancient Egypt, Rome, and the Incas demonstrate management without administration and without definition of objectives? The answer must be a resounding ?NO!? In spite of this acknowledgment and for the purposes of this presentation, I will use the word ?new? in business and hope that the reader will follow my reasoning. The mining industry has unique characteristics in respect to other industries. It is multi-disciplinary, has a single purpose (majority for one metal), has two players (man and nature), and it involves high risks for generating environmental imbalance. Mining exploits non-renewable and finite resources, creates an unstable job market (work hard to have no work) and a speculative economic market with unpredictable prices ? a one-time payment for a finite resource with multiple recycling. On top of all that, the industry still operates within obsolete petroleum-based technology, utilizing practices that were designed two centuries ago. Today, we confront the challenges of the millennium with outmoded practices and management. Ordinarily, several styles of administration are standardized into a FRAGMENTED vertical system of organization. Mining has rigid objectives in production, with profitability as the focus from the beginning to the end. Citing the concept of safety, as an important facet of production is bombastic since, in truth, mining is an experimental industry that consistently reports high numbers of fatal accidents. In mining, we designed a process to work according to our objectives, demanding attention and supervision of all levels of management with a halo of parameters that are not assimilated into the design. We continue to perform a rigid style of management in an industry that is still not responsive to variations of the market ? losses in particular. The existing design process generates loss without capitalization and without response to said loss. This perception is reflected in a mindset that is only too ready to ignore mining liabilities. The reality of the enterprise has created an immense pressure from top to bottom in the hierarchy to do more with less. It is for all of these reasons that I propose to set forth a new essence for administration that encompasses an alternative vision and style in mining: Management by Loss. MANAGEMENT BY LOSS Management by Loss (MBL) is a systematic, integral process organized to quality control operation and the human profitability within the industry. It permits focus on achievable goals by utilizing the best practices (Mining Open-closing). Identification and characterization of loss in the process determine how objectives are defined, controlling the time limits to execute based on constant balance of mass, energy, water, and ?wastes? in each stage of the industry, in order to reach final objectives. The concept of loss can be defined by various criteria. Generally, it is the mass that could not make or arrive at its destination from a designed process or simply, it could not maintain balance. Otherwise, the design of the process describes the final point of the resource. However, those resources could not make their destination because of failure to use the best design, resources and TIME. The loss has typical characteristics such as Identifiable, classifiable, measurable, manageable, controllable, valuables, negotiable, avoidable, reportable, and monitoring. In the traditional scheme, these losses are not registered; they are made exclusions. We are trapped within a system, which was designed to obtain objectives of the industry in a specific timeframe. In the present style of administration, the focus is total - our emphasis in this treatise is in the loss. The current traditional report form contains only the most positive achievement of objectives, only the best of the exercise, humanizing numbers, without touching what we left behind or what we were waiting for to assimilate as a ?surprise account?(new account of liabilities). Management by loss is a method that redefines the concept of waste (waste zero) for controlling the mine operation under the equilibrium of the ecosystems. This method confronts the problems that impact our industry in this millennium. Understanding and quantifying losses (reserves, resources, time, energy, water, soil, materials, equipment, tasks, labor, ecosystems, etc) is a priority mandate for the industry and demands the application of a ?new ? style of administration by seeking to maintain balance instead of the disequilibrium that mining now creates in nature. It is necessary to answer questions such as: How can we minimize loss? How can the loss be assimilated during the life of the mine? What is the vision of mining in respect to the generation of waste? How can we convert liabilities into assets? In addition, the control of loss is determined in the achievement of the plan. Loss occurs because of a failure of the process in the original plan. Still we do not plan to fail but we fail to plan appropriately. It is a remarkable thing to accomplish and compel those objectives described in the original plan when that plan is designed with a determined budget. If not, we lose time and, of course, capital. Moreover, in Management by Loss (MBL), we can find answers to the following questions: What is the multiplier of productivity in mining? What are the influences of identification and characterization of loss and what is the level of efficiency of energy in order to achieve waste zero (effective cut off grade)? The challenges of mining in this millennium validate this new style of administration. Finally, it is important to point out that mining is entering into an era that has different rules, but the industry is still run by companies functioning with objectives from two centuries ago. They are trying to confront issues with concepts that are not designed for new tasks. Therefore, I ask you to consider this new style of administration of business under a vision of how the industry should be organized and managed, with an attitude of balance toward nature and social responsibility.

Jan 1, 2009

By H. Walqui, G. Rajala, G. Suardini

The Empire mine began operations on 1963. Low grade Magnetite ore is processed to produce iron pellets for blast furnace feed. Three expansions were added to the original plant and several equipment upgrades have been completed to improve the plant performance as the ore characteristics have been changing through the life of the mine. Size reduction is carried out by two grinding stages, the first one using autogenous grinding and the second one using pebble mills. Pebble crushing is also used to break the critical size fraction and increases primary grinding capacity. This paper describes changes in the configuration of the grinding circuits that have helped increase plant throughput and reduce power consumption by more efficiently utilizing assets available. Understanding the different components of the size reduction circuits and plant sections has allowed shifting part of the load from one section of the plant to another without affecting plant throughput.

Jan 1, 2007

By A. Cole, A. Bolland

The roasting and gas handling circuits at Goldstrikes' new Roasting Facility incorporate proven technologies in a unique combination. During the design of the plant, every effort was made to utilize the best available unit operations from the perspective of capital, environment and operating costs. The roaster utilizes Freeport-McMoRan whole ore roasting technology with pure oxygen as the oxidizing gas. This process was chosen based on its proven application on Carlin-type carbonaceous ores. An extensive gas cleaning train follows the roaster and comprises direct cooling, dust scrubbing, indirect cooling, wet electrostatic precipitation, mercury scrubbing, SO2 scrubbing, CO incineration and NOX reduction.

Jan 1, 2001

By Lisa Morrison

The 11th Annual Mineral Economics and Management Society (MEMS) conference was held April10-12, 2002, in Montreal, Quebec. It consisted of a series of technical sessions. Each paper addressed the economic issues that are related to the changes that many people believe are now required in the mining industry. Some of the papers were directed at how the mining industry will handle the changes that will be required in its philosophy and operations management. Of equal importance was whether the industry possesses the toolkit necessary to effect these changes and emerge stronger from its challenges.

Jan 1, 2002