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1 – 10 of over 2000This paper aims to examine the interaction between formal and informal organisation of work inside the pit, with reference to the informal working or coping strategy of “making a…
Abstract
Purpose
This paper aims to examine the interaction between formal and informal organisation of work inside the pit, with reference to the informal working or coping strategy of “making a plan” (planisa).
Design/methodology/approach
The research for this paper was ethnographic in nature and the participant observation was the main research technique used in the field.
Findings
The underground gold miners make a plan or engage in planisa to offset the production bottlenecks which affected their capacity to achieve their production targets and increase their bonus earnings. They “get on and get by” underground in order to cope with organisational constraints and management inefficiencies.
Originality/value
The paper highlights the limits of formal organisation of work and the significance of gold miners’ informal work strategy of making a plan (planisa) as an existing and alternative working practice that shapes their subjective orientation, agency and resilience to work structures and managerial strategies. Any strategy designed to improve the health, safety and productivity of underground miners must recognise, elaborate and systematically articulate the workplace culture of planisa as an existing work practice in the day‐to‐day running of the production process down the mine.
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This chapter provides an ethnographic account of conducting organisational research in a deep-level gold mining workplace. The ethnography presented in this book entailed living…
Abstract
This chapter provides an ethnographic account of conducting organisational research in a deep-level gold mining workplace. The ethnography presented in this book entailed living in the mine hostel, observing and participating in the production tasks of the underground mining teams for a full production shift for a period stretching over six months. The chapter discusses the day-to-day running of the production process at the rock-face down the mine. This section is important for understanding the organisation of the production cycle and the actions of the mining teams, foremen and management to ensuring the smooth daily running of the production process inside the pit. Furthermore, the chapter presents an overview of AfricaGold’s business performance in terms of operational efficiency, productivity and safety.
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James Reveley and John Singleton
By juxtaposing fatal colliery explosions in early twentieth-century Britain and in 2010 at Pike River, New Zealand, this paper aims to investigate the generalizability of the mock…
Abstract
Purpose
By juxtaposing fatal colliery explosions in early twentieth-century Britain and in 2010 at Pike River, New Zealand, this paper aims to investigate the generalizability of the mock bureaucracy concept to underground coal mining disasters.
Design/methodology/approach
The main source is published official accident inquiries; a methodological reflection justifies the use of these materials.
Findings
Mock bureaucracies existed in the British underground coal mining milieu from the time when safety rules were first formulated in that industry context. As for Pike River, it is an exemplary case. The development in 1970s Britain of a new approach to safety management (the Robens system), and its subsequent export to New Zealand, means that a contemporary coal mine under financial duress, such as Pike River, is a prime site for mock bureaucracy to flourish.
Originality/value
Although the concept of mock bureaucracy has been applied to an explosion in an underground coal mine before, this is the first paper to explore the concept’s historical usage and generalizability in explaining the environing context of such explosions.
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This chapter discusses the miners’ informal working strategy of making a plan (planisa) in context of the relationship between teamwork training that was provided to the mining…
Abstract
This chapter discusses the miners’ informal working strategy of making a plan (planisa) in context of the relationship between teamwork training that was provided to the mining teams above the ground and its implementation in the underground mining workplace. The training programme was essentially about empowering and transforming frontline mining teams to self-directed work teams (SDWT) to understand the gold-mining business through the eyes of management. Its aim was to create new kinds of mineworkers who understood the what, how and why of the twenty-first-century mining business. AfricaGold sought to restructure the underground workplace through SDWT training in order to create a congenial, humane, democratic and more meaningful form of work processes, which permitted the mining teams to have greater flexibility in the production tasks they performed. The chapter reveals that the SDWT training seemed to have motivated the mining teams. Interestingly enough, this motivation tended to prevail even in situations of production bottlenecks. At the heart of this motivation was the miners’ organisational practice of making a plan. It is arguable that the SDWT training enhanced the desire of the mining work teams to make a plan in response to production blockages and managerial inefficiencies. This is essentially what the training aimed to do – to create new kinds of frontline mineworkers who are committed to achieving the productivity goals of a modern mining workplace. Ironically, the management of production did not seem to complement the inspiration and energy that the training instilled in the minds and hearts of the mining teams.
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In 1994 South Africa transitioned from apartheid — a system of racial segregation and oppression — to a democracy. After the transition, legislations which had prohibited women…
Abstract
In 1994 South Africa transitioned from apartheid — a system of racial segregation and oppression — to a democracy. After the transition, legislations which had prohibited women from working underground in mines were repealed and replaced by gender sensitive ones. These legislative changes were crucial in the entrance of women in mining, especially underground occupations. Yet, while legislative changes have taken effect women continue to feel like outsiders and invaders in mining. They face many challenges and their experiences at work continue to be mediated by their gender. While some argue that legislative changes in mining symbolise a shift towards a gender inclusive mining industry, this chapter demonstrates a gendered structural resistance to the inclusion of women and argues that more changes are required if mining is to be seen as gender sensitive and inclusive.
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Risk analysis is a critical investigation field for many sectors and organizations to maintain the information management reliable. Since mining is one of the riskiest sectors for…
Abstract
Purpose
Risk analysis is a critical investigation field for many sectors and organizations to maintain the information management reliable. Since mining is one of the riskiest sectors for both workers and management, comprehensive risk analysis should be carried out. The purpose of this paper is to explore comprehensively the undesired events that may occur during a particular process with their main reasons and to perform a risk analysis for these events, by developing a risk analysis methodology. For performing risk analysis, discovering and defining the potential accidents and incidents including their root causes are important contributions of the study as distinct from the related literature. The fuzzy approach is used substantially to obtain the important inferences about the hazardous process by identifying the critical risk points in the processes. In the scope of the study, the proposed methodology is applied to an underground chrome mine and obtaining significant findings of mining risky operations is targeted.
Design/methodology/approach
Fault tree analysis and fuzzy approach are used for performing the risk analysis. When determining the probability and the consequences of the events which are essential components for the risk analysis, expressions of the heterogeneous expert group are considered by means of the linguistic terms. Fault tree analysis and fuzzy approach present a quiet convenience solution together to specify the possible accidents and incidents in the particular process and determine the values for the basis risk components.
Findings
This study primarily presents a methodology for a comprehensive risk analysis. By implementing the proposed methodology to the underground loading and conveying processes of a chrome mine, 28 different undesired events that may occur during the processes are specified. By performing risk analysis for these events, it is established that the employee’s physical constraint while working with the shovel in the fore area, the falling of materials on employees from the chute and the scaling bar injuries are the riskiest undesired events in the underground loading and conveying process of the mine.
Practical implications
The proposed methodology provides a confidential and comprehensive method for risk analysis of the undesired events in a particular process. The capability of fault tree analysis for specifying the undesired events systematically and the applicability of fuzzy approach for converting the experts’ linguistic expressions to the mathematical values provide a significant advantage and convenience for the risk analysis.
Originality/value
The major contribution of this paper is to develop a methodology for the risk analysis of a variety of mining accidents and incidents. The proposed methodology can be applied to many production processes to investigate the dangerous operations comprehensively and find out the efficient management strategies. Before performing the risk analysis, determining the all possible accidents and incidents in the particular process using the fault tree analysis provides the effectiveness and the originality of the study. Also, using the fuzzy logic to find out the consequences of the events with experts’ linguistic expressions provides an efficient method for performing risk analysis.
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This chapter examines the interaction between formal and informal organisation of work in a deep-level mining workplace. In response to organisational constraints, underground…
Abstract
This chapter examines the interaction between formal and informal organisation of work in a deep-level mining workplace. In response to organisational constraints, underground mining teams make a plan (planisa) to offset production bottlenecks which affected the daily running of the production process at the rock-face down the mine. They ‘get on and get by’ inside the pit to cope with organisational dysfunctions and management inefficiencies. The chapter highlights the limits of formalised work methods and the significance of the frontline miners’ informal work practice of making a plan (planisa) as an existing and alternative working practice that shapes their subjective orientation, agency and resilience to deep-level mining work processes and managerial initiatives. While the informal work practice of planisa has pros and cons, any managerial strategy designed to improve organisational productivity, safety and teamwork must recognise and systematically articulate the frontline miners’ work culture of planisa. This is especially important if we are to fully understand the limits of contemporary organisational strategies and workers’ orientations towards modernised work processes and managerial practices.
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This chapter focuses on the impact of generational differences between younger (Millennial) and older generations of frontline miners on team performance as one of the factors…
Abstract
This chapter focuses on the impact of generational differences between younger (Millennial) and older generations of frontline miners on team performance as one of the factors that compelled the mining teams to make a plan (planisa) at the rock-face down the mine. In this context, making a plan is a work strategy the mining teams adopted to offset the adverse impact of intergenerational conflict on their team performance and on their prospects of earning the production bonus. The chapter examines intergenerational conflict within the mining teams as a work and organisational phenomenon rather than simply from a birth cohort perspective. It locates the clash of older and younger generations of miners and their generational identities in the historical, national and social contexts shaping the employment relationship, managerial strategies, work practices and production culture of the apartheid and post-apartheid deep-level mining. This shows the impact that the society has in shaping the differences across generations. The chapter highlights work group dynamics that generated conflict between the older and younger generations of frontline mineworkers. The chapter argues that at the heart of the intergenerational conflict was their orientation towards work and management decisions.
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Dongmin Li, Shiming Zhu, Shangfei Xia, Peisi Zhong, Jiaqi Fang and Peng Dai
During drilling in coal mines, sticking of drill rod (referred to as SDR in this work) is a potential threat to underground safety. However, no practical measures to deter SDR…
Abstract
Purpose
During drilling in coal mines, sticking of drill rod (referred to as SDR in this work) is a potential threat to underground safety. However, no practical measures to deter SDR have been developed yet. The purpose of this study is to develop an anti-SDR strategy using proportional-integral-derivative (PID) and compliance control (PIDC). The proposed strategy is compatible with the drilling process currently used in underground coal mines using drill rigs. Therefore, this study aims to contribute to the PIDC strategy for solving SDR.
Design/methodology/approach
A hydraulic circuit to reduce SDR was built based on a load-independent flow distribution system, a PID controller was designed to control the inlet hydraulic pressure of the rotation motor and a typical compliance control approach was adopted to control the feed force and displacement. Moreover, the weight and optimal combination of the alternative admittance control parameters for the feed cylinder were obtained by adopting the orthogonal experiment approach. Furthermore, a fuzzy admittance control approach was proposed to control the feed displacement. Experiments were conducted to test the effectiveness of the proposed method.
Findings
The experimental results indicated that the PIDC strategy was appropriate and effective for controlling the rotation motor and feed cylinder; thus, the proposed method significantly reduces the SDR during drilling operations in underground coal mines.
Research limitations/implications
As the PIDC strategy solves the SDR problem in underground coal mines, it greatly improves the safety of coal mine operation and decreases the power cost. Consequently, it brings the considerable benefits of coal mine production and vast application prospects in other corresponding fields. Actual drilling conditions are difficult to accurately simulate in a laboratory; thus, for future work, drilling experiments can be conducted in actual underground coal mines.
Originality/value
The PIDC-based anti-SDR strategy proposed in this study satisfactorily controls the rotation motor and feed cylinder and facilitates the feed and rotation movements. Furthermore, the tangible novelty of this study results is that it improves the frequency response of the entire drilling system. The drilling process with PIDC decreased the occurrence of SDR by 50%; therefore, the anti-SDR strategy can significantly improve the safety and efficiency of underground coal mining.
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Karunamunige Sandun Madhuranga Karunamuni, Ekanayake Mudiyanselage Kapila Bandara Ekanayake, Subodha Dharmapriya and Asela Kumudu Kulatunga
The purpose of this study is to develop a novel general mathematical model to find the optimal product mix of commercial graphite products, which has a complex production process…
Abstract
Purpose
The purpose of this study is to develop a novel general mathematical model to find the optimal product mix of commercial graphite products, which has a complex production process with alternative sub-processes in the graphite mining production process.
Design/methodology/approach
The network optimization was adopted to model the complex graphite mining production process through the optimal allocation of raw graphite, byproducts, and saleable products with comparable sub-processes, which has different processing capacities and costs. The model was tested on a selected graphite manufacturing company, and the optimal graphite product mix was determined through the selection of the optimal production process. In addition, sensitivity and scenario analyses were carried out to accommodate uncertainties and to facilitate further managerial decisions.
Findings
The selected graphite mining company mines approximately 400 metric tons of raw graphite per month to produce ten types of graphite products. According to the optimum solution obtained, the company should produce only six graphite products to maximize its total profit. In addition, the study demonstrated how to reveal optimum managerial decisions based on optimum solutions.
Originality/value
This study has made a significant contribution to the graphite manufacturing industry by modeling the complex graphite mining production process with a network optimization technique that has yet to be addressed at this level of detail. The sensitivity and scenario analyses support for further managerial decisions.
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