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By Edson Ramos, Rony Choqueneira, Russel Lozada

El artículo refiere un trabajo de investigación que tuvo por objetivo analizar, mediante la electrocoagulación con un diseño de reactor de flujo continuo, la remoción de metales pesados (Pb, Cu y Zn) y turbidez presente en aguas del río Coata (Juliaca), destinadas para consumo y/o recreación. Se detallan las condiciones (2 celdas de flujo continuo conectadas por un canal de tubería), así como los procedimientos efectuados en esta experimentación, que ha obtenido buenos resultados (una eliminación superior al 50% en la primera celda y al 80%, en la segunda).

Oct 30, 2019

By J. Dumont

"Usualmente en la mina se utilizaban maderos como: redondos, rollizos, pértiga, puntiles, productos de sierra. Posteriormente, con el desarrollo de la entibación metálica, se redujo el consumo de las mismas. En ese sentido, el presente texto describe el uso de la entibación de la madera que comprende los recursos, mercado, estudio morfológico, físico y mecánico, métodos de ensayos, agentes de destrucción, tratamiento de protección de las maderas de minas, entibación y posteo y su transporte en los pozos e interior de los grupos mineros Marlebach y Cuvelette. "

Jan 1, 1961

By Enrique Pasquel Carbajal

El presente texto describe los resultados realizados por el Centro de Investigación tecnológica del Cemento y del Concreto (CIDETEC) sobre el empleo de microalfiler de carbonato de calcio como adición mineral para mejorar las propiedades reológicas en estado fresco y endurecido del shockrete empleado en las labores de sostenimiento en la industria minera. Asimismo, se señalan la aplicación de esta tecnologías en proyectos mineros como Cobriza, Andaychagua, San Cristobal y Pallancata.

Sep 12, 2011

By Romeo Calderón

El presente trabajo describe los trabajados realizados en la Compañía minera Huarón con el objetivo de realizar la explotación de vetas muy angostas y sinuosas de potencias inferiores a 1.20 m. de un modo seguro, eficiente y económico, donde fue necesario resolver el problema de carguío y acarreo en tajeos inferiores a 1.20 m. empleando equipo LHD de 0.80 m. de ancho, fabricado especialmente para este fin.

Nov 1, 1982

By C. Villachica

El presente texto refiere la aplicación del carbón activo como reactivo en las soluciones de los procesos de concentración por flotación minera. La justificación de su uso es porque la mayor selectividad del proceso incrementa significativamente las utilidades de la compañía minera. Asimismo, otros usos del carbón activo en estudio, se extienden a la absorción de iones perjudiciales a la flotación, mejoramiento de la flotación bulk, recuperación de espumante y colector, recuperación de finos, mejoramiento de la sedimentación de los concentrados y la recuperación de la plata y oro de los efluentes de la fundición y relaves.

Oct 14, 1980

By Rubén Céspedes

El carbón es un combustible utilizado en la industria del cemento -en tanto fuente de energía calorífica para el uso alternativo o combinado del carbón. Por ello, el presente texto señala el empleo del carbón en la industria minera a través de un estudio de factiblidad que indique la rentabilidad del cambio y sus aspectos como características del carbón a utilizarse, innovaciones a equipos a montar y la influencia del carbón a utilizarse, así como se plantea la conversión del petróleo al carbón

May 1, 1985

By K. Tobór-Osadnik, M. Wyganowska, A. Manowska

"The behaviour of employees is an essential issue in the field of occupational health and safety. Safe behaviour is to a large extent determined by, apart from motivation and preventive actions, an employee’s attitude towards hazard. Thus, attention should be given to defining employees’ attitudes, and following that, to the possibility of correcting and shaping these attitudes in relation to hazard and obeying occupational health and safety regulations. The authors have focused on the analysis of employee attitudes to health and safety regulations in Polish coal mining companies, taking into consideration earlier research on the behaviour of selected employees. The paper presents the methods used to identify Z-type (passive) behaviour. Next, this behaviour is analysed to identify differences between a Z-type employee (enslaved) and other employees. To conclude, the paper presents a list of possible motivational tools that may be used to encourage occupational health and safety in Z-type employees. IntroductionThe technical state of equipment and conditions in the workplace greatly influence occupational safety. However, the deciding factor influencing the rate of accidents in the workplace is the frequency with which employees practise risky behaviour. Factors such as the social conditioning of conduct and motivation for organizing safe work conditions have been included in the notion of creating a positive culture of work safety. This notion has been approved as one of the main goals in management (Studenski, 1996).Safe behaviour is to a large extent, apart from motivation and preventive actions, determined by an employee’s attitude towards hazard. All actions undertaken in the field of occupational health and safety, including training, motivational systems, or imitation of behaviour resulting from a high culture of occupational safety in a given work environment, will not bring about the desire effects if workers have an inappropriate attitude towards occupational health and safety regulations."

Jan 1, 2017

By N. Mashaba, D. Botha

The aims of this study were to investigate the factors that influence women’s engagement in technical positions in the South African mining sector and to determine what could be done to promote their successful participation. A convergent parallel mixed-methods research design was used to ascertain the factors that facilitate, inhibit, and influence engagement. In the quantitative phase of the study, questionnaires were circulated to women employeees; and in the qualitative phase, semistructured interviews were conducted with employer representatives, most of whom were human resource personnel. Confirmatory factor analysis showed that the three-factor structure (vigour, dedication, and absorption) of the Utrecht Work Engagement Scale fit the sample data reasonably well. Although there is room for improvement, respondents demonstrated acceptable levels of engagement in their work. On the other hand, the qualitative findings showed that employee engagement is impacted by unfavourable working conditions, work–life balance, and the mining industry’s male-dominated work culture. The findings showed that employee engagement should be elevated to a core human resource function. To increase the participation of women in mining, human resource professionals are encouraged to collaborate with mine supervisors, managers, and employees to develop programmes that promote employees’ absorption in and dedication to their work.

Nov 6, 2023

By J. M. Larkin

GOOD will is becoming recognized more and more as a necessary business asset, and a successful concern must have the good will not only of its customers and the public, but of its employees. Management -enlightened management-recognizes this and will go the limit to get it. Progress depends on cooperation, and in industry cooperation must be based on the acceptance by employ-ers and employees of some practical application of the principle that capital and labor are interdependent. Capital cannot exist without labor, and labor without capital is helpless. The development of each is depen-dent on the cooperation of the other. Confidence and good will are the foundation of every successful enter-prise, and these can be created only by securing a point of contact between employer and employee. We feel that one of the most effective agencies for promoting good will between employers and employees is through some well organized method of conference and have consequently adopted, to accomplish this, a plan of employee representation. The plan inaugurated by the Bethlehem Steel Co. about four years ago, which provides for the election by secret ballot of representatives by and from among the employees, has for its purpose three fundamentals; namely, to give the employees a voice in the determina-tion of the conditions under which they work, to furnish machinery for the prevention and adjustment of differ-ences between employees and management, and, so far as possible, to provide and foster continuous employment. The constitution and by-laws adopted take care of the detail in setting up machinery for the functioning of the representatives of both management and men, but the spirit with which the plan has been carried out and the results which have been accomplished are of far greater importance than the plan itself. The Bethlehem plan, which has been in operation since October, 1918, can no longer be classed as an experiment. The original by-laws provided for amend-ments and, as was anticipated, changes and improve-ments have been made from time to time by mutual agreement. The operation of the plan for over four years shows it to be fundamentally sound and that it must therefore be conceded a success.

Jan 2, 1923

By Howard B. Gundersen

CURRENTLY the mining industry faces the twin tasks of producing metals in the largest possible amounts and doing it with a dwindling and less experienced labor supply. A manpower shortage during this emergency appears inescapable. It therefore becomes necessary to develop the highest possible efficiency. Employee training is a concomitant of economical, high production. Training keeps employee morale high, reduces waste, improves skills, and increases production without speed-up or overload of workmen or supervisors.

Jan 9, 1951

By Cleveland Dodge

THE present organization of Copper Queen employ-ees, known as the Employees' Conference Com-mittee, is really an outgrowth of the former Grievance Committee, which, in turn, had developed from the original Hospital Committee. The relatively small membership of these older organizations, the practical limitation of their activities to the presenting of grievances, and their lack of initiating powers, were the principal defects which the plan now in operation seeks to overcome. A somewhat parallel scheme was instituted in our Sacramento Hill division about four years ago; this gradually developed into the Ways and Means Committee, which, in addition to providing a forum for the discussion of operating problems, was instrumental in establishing an excellent and mutually satisfactory bonus system. Before recommending adoption of the plan now in force, we made extensive inquiries among those who have had any experience in such matters, and ended by proposing a modification of a scheme developed by John Leitch,1 which was characterized by its similarity to the constitution of the Federal Government. As finally remodeled, the. plan was submitted to vote of the entire working forces at the Copper Queen mines, and was adopted by them in May, 1920. Mining opera-tions since that date have been so interrupted that it is scarcely possible to state exactly what the results have been. The following quotations are from a printed pamphlet containing the constitution of the organization, as finally adopted. The first extract is from a letter addressed by the management to the employees: The plan submitted for your approval and adoption is modeled after the constitution of our own country, under which every individual is given an opportunity for advancement, according to his ability and determination, and every citizen is given a voice in the laws that shall govern him. So it is to encourage the individual employee in advancement, and to give him a voice in making the rules that shall govern his conduct, that we favor the adoption of the proposed constitution.

Jan 1, 1923

Readers of recent Bulletins have doubtless observed that the problem of improving both material and moral condition of employees is receiving close attention from influential members of the Institute. This will lend interest to certain developments and investigations that have been reported elsewhere.

Jan 5, 1918

By AIME

SUPPLEMENTING surveys of the engineering profession regarding salaries and advancement, based upon data from individual engineers, a survey through a questionnaire to employers of engineers has recently been made by a subcommittee of the Engineers Joint Council's Committee on the Economic Status of the Engineer. Its object was to learn directly from employers their attitudes and policies pertaining to the selection, training, placement, advancement, guidance, and professional activities of engineering graduate employes. The questionnaire was sent in May 1946 to 174 employers of engineers, including colleges. Replies were received from 104 employers in nineteen fields of industry, who employ about 2,000,000 persons, about 40,000 of whom are engineers. The following general observations are based on the questionnaires returned. Who Are Hired? Of the co-operators 96 per cent employ cadet engineers directly upon graduation from engineering schools, but only 4 per cent recruit their engineering staffs exclusively from the new graduates. About 43 per cent hire more than half of their new engineer employes after one or more years' experience with other employers. This is evidently a matter of necessity or expediency rather than preference, because more than sixty per cent of those reporting indicate that they prefer to hire the new graduate.

Jan 1, 1947

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 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, aged 32. Fifteen years' experience in the mining, quarrying, and manufacture of gypsum and gypsum products, as purchasing agent, designer, operating manager and managing executive. Thoroughly familiar with the business in all branches, especially the organization of efficient producing forces and machinery and the value of cost and their application to manufacturing. Desires responsible position with a financially reliable concern in the same or similar business in which an interest may be obtained at a later date. Now doing consulting work, but free for appointments after April 1. New York or Philadelphia. No. 345. Member, technical graduate. Unmarried. Aged 32. Seven and one half years' experience in mining, timbering, and mine sampling. At present, and for past two and a half years, mine sampler for well known and highly successful mining company. Desire change. Go anywhere. Prefer assisting Mining Engineer. No. 346. Member, 40 years old. 18 years' experience in examinations and operation in the United States, Mexico and South America. Especially successful with poor class of labor. Open for engagement in any part of the world, in technical, administrative or consulting work. No. 347. Member, technical graduate. Sixteen years' experience as engineer, superintendent, and manager in metal mines. Exploratory . work, developing and equipping new properties. Operation of large mines, and various systems of mining. Low costs. Specialized in iron and copper mining, but have had some experience in zinc, lead and pyrite mining. No; 348.

Jan 4, 1917

(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