The Wallace miner. [volume] (Wallace, Idaho) 1907-current, 1918-02-07
Training Mining Organization in
Methods of Efficiency

Methods o.
Development of efficiency methods in
plants, factories and workshops has
been so encouraging, and the results
have proved SO satisfactory, that
there is reason to believe their intro
duction and adaptation to the mining
industry and its problems will prove
equally successful.
The great need for efficiency in min
ing is apparent when consideration Is
given to the increasing cost of labor,
the cost of supplies, which is advanc-
ing in the same proportion, and, par
ticularly, to the loss to the companies
of the large numbers of young men
who have joined the army and their
replacement by inexperienced work.
men unfamiliar with mining condi-
tons, who require almost constant
supervision and must necessarily be
trained to fill the positions of the men
who have gone. This limited supply
of competent labor is forcing many Of
the large companies to keep practically
all their men working on ore to main
tain normal production, which forces
a cessation or postponement of pros
pect and development work for the
present, both of which are absolutely
necessary for the prolongation Of the
life and productivity of any mine.
Development Of Efficient Practice in
Reclamation OF Lean Ores.
Another field for the exercise of
efficiency methods and conservation is
presented by the large bodies Of min
eralized ground with low copper or
other metal content which are not cap
able of commercial development at
present on account of the high cost of
production, and considerable quantities
of which are being used as waste fill
ling in high grade mines.
The term efficiency in the mining
world has been abused to such an ex-
tent that the title efficiency engineer"
Is not generally considered a mark Of
distinction. This is due partly to a
misrepresentation of the term entirely
by the old time boss, who introduced
efficiency by means of driving or raw
hiding" the men in order to make
them work harder and thus increase
production, rather than by working out
intelligent plans by which the miner
could accomplish a great deal more
with the same amount of effort than
by the old time driving system. Ano-
Their reason was that great number
of so called efficiency engineers were
novices themselves who were gaining
their experience while attempting to
introduce new methods, and who tried
to accomplish numerous reforms by
means of the stop watch. This they
used to an excessive degree, inciden-
tally giving the impression that they
found the efficiency of the miners to
be extremely low.
The following conversation was over
heard several years ago between two
miners going off shift in one of the
important mines in the southwest:
Say Pat, I worked half an hour more
than you did today" How do you
know?" said Pat. why. the efficiency
engineer told me that you worked only
two hours today. while worked two |
and half. He had the stop watch on |
us both today and said that's all the
time we worked during the eight |
hours" said Dan. Well" said Pat |
years ago we used to string up man |
like that in the stope, but nowadays |
they can do anything they like with
u.s." This method OF procedure and |
lack Of cooperation on the part OF the |
sid time bosses and the early efficiency |
engineers created prejudice among |
he men. which makes 1t extremely |
iifficult, even at present. to introduce
as the most valuable |
methods are looked upon
With suspicion unless the men are
made thoroughly familiar with the
Ian before 1t Is put into practical
peration.
Prejudice Against Efficiency Standards
Is Disappearing.
In the past, attempts to introduce
Efficiency methods were merely sug- Ii
estions on the part Of officials of the Il
but there are Indications
hat in the future their practice may
ecome more general as evidenced by
recent settlement Of strike differ il