Training the Mining Engineer

The mining industry has already become highly technical in all its branches and this has brought about specialization in mining engineering. Increasing demand for mineral products, exhaustion of high-grade or easily worked deposits, and narrowing of the fields for exploration and development, are forcing mines to greater depth and to working material of lower grade and more complex composition. The Robinson Deep at its Turf shaft has reached a depth of 7,640 feet and expects to go to 8,500 feet; Miami Copper, under normal market conditions, profitably mines ore running only 16 pounds of copper to the ton; Alaska Juneau is making a profit on ore running about $1.15 per ton in gold; and many mines are handling ores of an extremely complex nature. In each case, the success of these operations has depended upon the application of sound scientific principles and good business methods to the problems involved. It may be safely assumed that mining at great depth and the exploitation of low-grade, or complex, ores will become more and more important as time goes on, and this means that greater and greater demands will be made upon the technical skill and business ability of the mining engineer. To meet this condition, the more or less haphazard methods of training the young engineer that have prevailed in the past will have to be replaced by a careful and well-ordered system of engineer-training. Upon the industry and the older mining engineer falls the duty of providing means to assist the deserving student to prepare himself properly to meet the increased demands that are falling upon his profession. Consideration of the training of the mining engineer involves a decision as to what constitutes his field of usefulness. Technical control of methods and processes obviously falls upon the engineer, but there are still many who doubt his usefulness in the executive field, particularly in positions involving close contact with the men and work. Many engineers have failed as shift-boss or foreman, but this has been generally due to fault in the management in using men who were temperamentally unfit to lead others or who lacked the necessary preliminary training.