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By Anton Gronningsater

AT the present time we hear a great deal about organization of labour, collective bargaining, workmen's councils, and company unions; about C.1.0. with its principle of vertical unions and A.F.L., largely based on craft unions; and about provincial and federal laws for protection of labour's right to collective bargaining. What we perhaps hear too little about is corresponding organization of the employers, although it recently is mentioned more frequently. I will only mention W. H. Davis, Chairman of the United States War Labour Board, who has had and is having plenty of experience in this field and has also studied labour conditions in Europe-in Sweden for instance. He has repeatedly expressed the opinion that where employer-employee problems are involved, a thing badly needed in America is organization of employers as well as employees to get some order in the present chaos. With this I agree. I believe a strong organization on one side necessitates a correspondingly strong organization on the other side; that has at least been the experience in the industrialized countries in Europe. I happen to be fairly familiar with conditions in Norway, where they have struggled with these problems for fifty years, and a talk on the history, development, and present state of employer-employee relations in that country might perhaps be of interest as giving a general picture of the development of such relations in the northwestern European countries as a whole. The talk was originally given to the Fourth Year students in Mining and Metallurgy at the University of Toronto. I have changed it somewhat to fit a different audience, but I hope you will make allowances if you now and then are reminded of the school auditorium. I will try to be as objective and factual as possible, but it is probably unavoidable that some of what is said is coloured by personal opinion.

Jan 1, 1943

By Bauer, Steve, Colin Goodwin, Gerald, Randy Dempsey, Courtland

"The City of Ottawa’s Combined Sewage Storage Tunnel consists of two interconnected tunnels totaling 6.2 km with a diameter of 3m including access shafts and hydraulic structures which connect to the City’s most critical sewers. This tunnel will be built 15m to 30m below ground in the downtown core adjacent to, and crossing below, the Light Rail Tunnel, which introduces additional considerations in terms of sequencing and risk mitigation. The City embarked on a unique Procurement Process to address the risks involved with a large tunnel project and those associated with tunneling below downtown, underneath and adjacent to UNESCO World Heritage Sites, and connecting to live critical sewers. This paper describes the unique procurement approach employed and the contractual risk mitigation measures developed to provide the best value while minimizing risk. Specific features include Market Sounding, using a Fairness Commissioner, Contractor Prequalification and Risk Mitigation Measures in the Tender documents. INTRODUCTION This paper describes how the City of Ottawa (the City) and the project design team developed a strategic Procurement Process and Tender that incorporated industry best practices for technical and contractual risk management for the Combined Sewage Storage Tunnel (CSST) project. The process was unique in that, while it employed a systematic review of project risks, it also solicited input from industry, stakeholders and provincial and federal partners to develop the request for Tender for this traditional design-bid-build project. Key drivers for this approach were initiated from the City’s concerns for cost control, cost certainty and overall project risk mitigation. To address these concerns, the City implemented the risk review and mitigation process right from the project design team selection. It was critical that the project design team embraced this risk management philosophy and carried it through each phase of the project. This paper serves as an excellent resource for municipalities or other owners embarking on a similar tunnel project, on how to properly apply industry best practices and the benefits of using them."

Jan 1, 2016

By A. Vasenev

The quality and durability of asphalted roads strongly depends on the final step in the road construction process; the profiling and compaction of the fresh spread asphalt. During compaction machine operators continuously make decisions on how to proceed with the compaction accounting for project specific aspects as: ambient conditions, road geometry, roller type, asphalt mixture characteristics and behavior of other machines. In discussions over quality improvement in road construction it is often suggested to robotize rollers. To operate such robots would of course require operational strategies and routines. The reality of this moment is that these operational strategies and routines are not documented. To identify the existing best working practices and, ultimately, to proceed with developing automated robotized compactors, the knowledge of machine operators should at first be explored and described in a formalized way. Unfortunately operators have difficulty verbalizing their expertise. Observation of behavior, as machine movement patterns, could be helpful to extract the operational strategies, but such observations are time and labor consuming. To overcome this burden we developed a Virtual Reality (VR) environment. In this VR environment operators perform compaction virtually, and their operational choices are traced and analysed. This paper describes this VR development and explains how it helps in following machine operators and extracting their (tacit) professional knowledge. The road geometry and the working conditions are visually represented; the operators show - rather than explain - how they would proceed with the compaction process in the given conditions. Movements of virtual machines are documented, analysed, visualised and discussed. This VR approach is expected to contribute to learning, to more formal description of operational strategies; stepping stones towards compaction algorithms for roller robotisation.

Aug 1, 2013

By C. McKinnon

Climate change is the central challenge facing the mining industry, wherein producers must simultaneously ramp up production to provide the raw materials for clean technologies while transitioning to carbon neutrality. While transitioning to renewables will take time, mines can start improving energy efficiency while improving productivity today. This paper proposes a novel technology ecosystem that can help. By monitoring mine shovels, loaders, haul truck paths, and conveyor belts, the proposed technology enables particle size measurements throughout the operation, truck and belt volume monitoring, ground engaging tools monitoring, and boulder detection.

Mar 2, 2022

By J. Sidhom, W. Fourie

"As the mining industry continues to face difficult challenges the need to persistently focus on productivity and utilization of labor and equipment costs will intensify. With these challenges in mind, Komatsu is helping to bring mining performance and analytics to the next level.By evaluating underground haulage, a significant component of the room and pillar mining value stream, variables have been identified and sensitivities have been performed to show opportunities to balance and streamline throughput. As a result of applying operational excellence tools to the mining environment, Komatsu is seeking to optimize mining performances by limiting waste, simplifying the process, increasing productivity and machine utilization, as well as removing workers from harm’s way.These days it’s not enough to work harder; mines have to work smarter. Improving efficiency, reducing costs, increasing safety: these are no longer nice to haves, they are must haves.Starting with the best products and the right people is a first step, but then what? How do mines take their operations from average to being a top performer? By using operational excellence principles aimed at eliminating waste, simplifying processes, automating where possible and removing people from harm’s way.The fundamentals of operational excellence (OpEx) are based upon the process of define, measure, analyze, improve and control (DMAIC). DMAIC is an improvement cycle that helps with, for example, haulage optimization by: defining the issues and problems in the process as well as the areas of improvement; measuring and collecting mining operational data by time study and equipment monitoring system; analyzing through sensitivities and production modelling to determine root causes and then improving the performance and controlling the operation.Komatsu uses OpEx or lean principles inside its organization to drive efficiency, but it also helps its customers employ them to achieve new levels of productivity and safety.These same principles can be applied in most situations to streamline processes, improve operations and deliver value."

Jan 12, 2017

By J. Sidhom, W. Fourie

"As the mining industry continues to face difficult challenges the need to persistently focus on productivity and utilization of labor and equipment costs will intensify. With these challenges in mind, Joy Global is helping to bring mining performance and analytics to the next level. By evaluating underground haulage, a significant component of the Room and Pillar mining value stream, variables have been identified and sensitivities have been performed to show opportunities to balance and streamline throughput. As a result of applying operational excellence tools to the mining environment, Joy Global is seeking to optimize mining performances by limiting waste, simplifying the process, increasing productivity and machine utilization, as well as removing workers from harm’s way. These days it’s not enough to work harder; mines have to work smarter. Improving efficiency, reducing costs, increasing safety: these are no longer ‘nice to haves’, they are ‘must haves’. Starting with the best products and the right people is a first step, but then what? How do mines take their operations from just OK to being a top performer? By using operational excellence principles aimed at eliminating waste, simplifying processes, automating where possible and removing people from harm’s way. The fundamentals of operational excellence (OpEx) are based upon the DMAIC process, which stands for define, measure, analyze, improve and control. DMAIC is an improvement cycle that helps with, for example, haulage optimization by: defining the issues and problems in the process as well as the areas of improvement; measuring and collecting mining operational data by time study and equipment monitoring system; analyzing through sensitivities and production modelling to determine root causes; then improving the performance and controlling the operation. Joy Global uses Joy OpEx or ‘lean’ principles inside its organization to drive efficiency, but it also helps its customers employ them to achieve new levels of productivity and safety. These same principles can be applied in most situations to streamline processes, improve operations and deliver value. As applied to mining, OpEx is seen as moving the needle on value creation by first identifying the value stream, then analyzing the areas that are not optimized. Once defined, these areas are ‘designed out’ of operational processes to create an automated operational flow. At a US coal mine, Joy Global was brought in to apply Joy OpEx principles to optimize mining and haulage to improve productivity and reduce costs. This multi-phase process started by defining the existing systems challenges to start finding areas for improvement."

Jan 1, 2017

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members) Member, Graduate Colorado School of Mines. Four years' experience in West and Northwest. Two years with American Smelting and Refining Co. Wishes to join field party on geological work, mining or areal, where opportunity will be given to be of direct assistance to chief of party in solution of field problems. Age, 26. Unmarried. At liberty June 1. No. 342. Member, technical graduate, aged 30, with' 7 years' experience in concentrating and mining, desires a position of authority with reliable company. At present employed. No. 343. Member. Ambitious, energetic, tactful engineer, college graduate, married, aged 30, desires location with a large coal mining organization. Seven years with present employers -n middle west; has had broad experience in the past eight years on examination, development and construction; successful record in handling men. Position must carry responsible work and a future. Will go anywhere for proper opportunity. Exceptional references as to reliability, character and capacity for work. No. 344.

Jan 3, 1917

ENGINEERS AVAILABLE, (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members) Member, aged 33, technical graduate, B. S. and E. M., soon to complete contract in Spanish America, desires to get in touch with employers. Ten years mine, mill, cyanide and construction experience. Prefers executive position or assistant to executive. No. 352. Member; University graduate, desires responsible position with good company. Married.' Age; 37. Fourteen years' experience in Australia, Mexico and United States, milling, cyaniding and concentrating, gravity

Jan 5, 1917

ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members.) Member, technical graduate, five years' experience as mining engineer and chemist. Actual experience in underground work, surveying, mapping, foreman, etc. Will accept very moderate salary to start with reliable company. Willing to go anywhere. No. 184. Member, technical graduate, with experience as engineer and metallurgist for various copper companies, is open for similar positions. No. 185. Member, specializing in cyanide treatment and cyanide plant construction, with 10 years' experience in Mexico and in the West, desires position. No. 186. Member, technical graduate, first in mining engineering and then in chemistry and metallurgy, Lafayette College; Fellow, School of Mines, Columbia University; special work Royal School of Mines, Freiberg, Saxony, Germany; ten years' experience teaching mining, chemistry, assaying, and metallurgy, desires position as Director of School of Mines or Professor of Metallurgy. No. 187.

Jan 2, 1915

POSITIONS VACANT (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Position open as assistant superintendent at a steel plant. Practical experience in the manufacture of crucible and open-hearth steel and heat treatment of steel and alloy steels required. This position offers an excellent future. No. 9. A company in Virginia desires a man with experience in Western mines to act as superintendent of its pyrite mine. No. 15. Position open as instructor at a University in Middle West to teach the mechanical side of mining, such as hoisting, haulage, drilling, and mine surveying. Salary, $1,500 to $1,800. No. 16. Experienced amalgamator wanted at a mill in Ivory Coast, Africa. An American speaking French preferred. No. 18.

Jan 5, 1914

POSITIONS VACANT (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Opening for man as head of laboratory of large brass manufacturing plant in Ohio; must also be competent to manage foundry making brass castings, following practice of malleable iron castings and insulating materials. Good opportunity for right man. No. 36. Professorship in Mining at a Western university; requires man competent to give instruction in ore dressing, in metal and coal mining, and in zinc smelting, and capable of gaining confidence of mining interests. Salary $2,200 to $3,000. No. 37. ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of - the Institute by members or other persons introduced by members.) Member, graduate engineer, aged 44, with over 20 years' experience in connection with large coal and coke operations in different parts of the country, desires position as general superintendent of large coal company, or will take an interest with the management in a smaller company. No. 206.

Jan 6, 1915

ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members.) Member, technical graduate, aged 36. Experienced copper metallurgist and mining geologist. Familiar also, through 15 years' broad practical experience, with mining, cyanidation, concentration (including oil flotation), metallurgical accounting, and mine and plant management. Best references. No. 237. Member, graduate engineer with 10 years' experience in malleable, gray -Iron, and steel, as chemist., metallographist, and metallurgist. Researches and investigations by laboratory methods and under works conditions. No objection to some routine. No. 243. Member, technical graduate, broad experience in coal, oil, and clay. Will go anywhere as mining geologist after Sept. 1, 1915. No. 244. Member, technical graduate, aged 30, married, with over 10 years' experience as chemist, engineer on construction, superintendent and general superintendent of bituminous coal and coke plants. SpeaksSpanish. References. No. 245. Member, open for engagement as mine safety inspector or as superintendent of bituminous coal mine. No. 246. Member, graduate mining engineer, with five years' experience in coal mining as mining engineer, construction engineer, pit boss, and superintendent, open for engagement. Best references. No. 247.

Jan 9, 1915

ENGINEERS AVAILABLE (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons introduced by members.) Technical graduate, aged-31, with experience as surveyor, chemist with a sulphur company, practical miner, and as chief engineer of an iron mining company, desires a position as mining engineer or superintendent. Speaks French and German. No. 165. Member, aged 31, married, graduate Yale and Massachusetts Institute of Technology, six years' experience in coal and iron mining, from engineer to general superintendent, desires position with large coal or iron company. Will go anywhere. References. . No. 167. Member, technical graduate, with experience as machinist, chemist, construction engineer, and manager-of mines in the United States and Mexico, desires position .as mine superintendent or manager. Speaks Spanish. No. 168. Member, technical graduate, aged 26, with experience as engineer, mine foreman, assistant superintendent for a pyrite mining company. Experience includes diamond drilling, shaft sinking, underground work, milling of pyrites, and mine accounting. No. 169.

Jan 12, 1914

POSITIONS VACANT The National Bureau of Standards needs men to fill metallurgical positions with salaries varying from $1200 to $2000, depending upon the training and experience of the candidate. Experience either in ferrous. or, non-ferrous metallurgy. Duties will be almost entirely of an investigational nature, in connection with problems of military importance. Qualified men are urged to send to the Bureau of Standards at once a statement of training and experience, names of references, acid minimum salary that would be accepted, so that they may he advised of appropriate civil service examination for which to file papers. Until further notice, such papers are received by the Civil Service Commission at any time and ratted promptly.

Jan 10, 1917

(Under this heading will be published notes sent to the Secretary of the Institute by members or other persons. ) An experienced gold and silver metallurgist. specializing in cyaniding is desirous of obtaining a position in America. Speaks Me icon Spanish fluently. A member, a technical graduate, with four years' experience in railroad work and general construction, two years' on mine examination and geological reconnaissance, and two a half years' drilling exploration in placer work and petroleum, together with prospecting and geological interlope-tion, desires a position as a mining engineer or mining geologist. An experienced mine superintendent, manager, or field engineer, is open for engagement. Ire has had 12 years' experience as superintendent and manager of large mines in the United States and Mexico, and experience in mine examination. A member of the Institute with several years? experience in mining in the Lake Superior copper district, is open for engagement. A member, at present in the Southeast, desires a position as assistant superintendent or assistant. manager with a mining company operating in Washington or Alaska. Experienced assayer and engineer.

Jan 7, 1913

POSITIONS VACANT (Under this heading will be published notes sent to the Secretary of the Institute by members or other persons.) Assayer and chemist with experience in gold and silver work and refining; used to handling a force of men. Large property in Northern Ontario. Send reference, record of practice, age, married or single, and salary expected. Apply Position 54. Metallurgical chemist wanted, competent to make the following analyses: cupola, gray iron; air:-furnace iron; pig iron of various kinds; coal; coke; sand of all descriptions; materials used in modern foundry practice; steel, and bronzes of all kinds; oils for fuel in Diesel engines and lubricating purposes; materials used in a modern machine shop, in fact, all materials likely to be used in a foundry, machine shop and forge shop. No. 55.

Jan 12, 1915

POSITIONS VACANT No. 157. Superintendent for roasting. and magnetic separating plant working on zinc concentrates. Must have mechanical experience and a working knowledge of electricity. Salary will depend on experience and results obtained. Location Canada. No. 155. Metallurgical chemist familiar with copper and steel for company just starting. Must have had technical education and practical experience with both metals. Salary moderate at beginning, but will be increased as business grows. No. 159. An experienced, up-to-date coal-mining engineer to open up and manage soft-coal mines in Spitzbergen, preferably a Scandinavian capable of handling Norwegian laborers. Employment beginning January.

Jan 12, 1916

POSITIONS VACANT (Under this heading will he published notes sent to the Secretary of the Institute by members or other persons.) Mine and mill accountant for Mexico. Knowledge of Spanish desirable. Salary $150 to $200 gold per month with living quarters. No. 60. Master mechanic familiar with mine and cyanide plant machinery for Mexico, $200 gold per month and living quarters. No. 61. Electro-metallurgist for production of ferro-alloys, salary $200 to $400 depending on experience. No. 62. Man familiar with ferro-tungsten products of electric furnaces to draw up specifications for machine tools, to watch these tools in service and revise specifications accordingly. Salary $150 to $200 per month. No. 63. Man to take entire charge of the sales of a steel company making electric alloy steels in the shape of ingots, billets and bars. To the right man an opportunity will be offered for taking a leading position in the management of the company and of participating in its results. No. 68. Chemist wanted by Electric Steel concern in the East. Must be fully acquainted with alloy steel analysis. Send full particulars and references. No. 73.

Jan 3, 1916

This chapter presents MSHA data on mine employment and active mining operations during 1986-1995. Figures 3-1 through 3-10 show, for each commodity, the location of mine operations in 1995, and employee hours and active mining operations by year during 1986-1995 for mine operators. For coal and nonmetal operators, the number of active mining operations and the number of employee hours decreased over the 10-year period. For metal operators, the number of active operations decreased, while the number of employee hours increased. For stone and sand and gravel operators, the number of active operations and the number of employee hours remained about the same. Figures 3-11 and 3-12 show that over the 10-year period, there was an increase in the proportion of hours worked by contractors in coal mining, while the overall employment decreased. For metal, nonmetal, stone, and sand and gravel combined, the proportion of contractor hours increased, with overall employment also increasing. Table 3-1 shows the distribution of hours worked during 1986-1995 by commodity and type of operation. For coal, the majority of hours worked were in underground mines. For metal, nonmetal, and stone, the largest number of hours worked were in mills and preparation plants. For sand and gravel, all work hours other than office were in surface mines. [ ]

Jan 5, 2000

By Forrest T. Moyer

THIS CHAPTER of the Minerals Yearbook contains injury experience and related employment information for the coal-mining, coking, oil and gas, peat, and native asphalt industries in the United States for 1963. No attempt has been made to combine these data and present injury-frequency rates reflecting the mineral-fuel industries because the hazards of the separate industries are not comparable. Tabulations showing the trend of injuries and employment for all mineral industries are presented in Volume III of the Minerals Yearbook. COAL Injury experience of the coal-mining industry was improved slightly in 1963, as measured by the 2-percent decline in the Injury-frequency rate. Although the total number of fatal and nonfatal injuries increased 1 percent, the greater proportional increase of 3 percent in man-hours worked accounted for the improved frequency rate. Employment and injury data for 1963 are based on final data for anthracite mines and preliminary data for bituminous coal and lignite mines.

Jan 1, 1964