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1st class mines manager certification examination(expected questions)

1. "Safety is a management function"; comment as a manager of amine how would you ensure compliance with the provisions of theMines Act and Regulations by all concerned? Chalk out an

organizational set-up fixing and integrating accident controlresponsibility into management operation?Safety is a management function because the root causes of all accidents oftenrelate to the management system. They may be due to management policies,procedure, supervision, control and their effectiveness and training etc. Accidentsare caused due to weakness in the management system and also create theiroperational problems. Every function of an organization must be managed, i.e. theaction must be planned, organized, integrated (sometimes called co-ordinate orcompromised), measured, controlled and communicated. From safety point of view,integration is probably the most important activity for the management to achievethe desired goal of optimal productivity with safety. Instead of compromising safetyprinciples for the sake of expediency, convenience or any other reasons

management should concentrate on integrating safety into the total system so thatit assumes a rightful place in the scheme of things. Therefore safety is very much amanagement function.

As per sec. 18(4) of the Mines Act 1952, Manager of everymine shall see that all operations carried on in connection with the mine areconducted in accordance with the provision of the Act & of the Regulations, Rules,By-laws and orders made there under. Reg. 44 of MMR 1961 has enjoined "dutiesand responsibilities" of Manager and as per one of the provision of this Regulation,"the Manager shall assign to every official and competent person his particularduties defining his sphere of responsibility and shall take all possible steps toensure that every such person understands, carries out and enforces the provisionsin proper manner" since all officials and competent persons have obligations to

maintain the production of the mine also, their safety responsibilities need to be"integrated" with their "operational" functions and a suitable organizational set-upis necessary to implement this "integrated" concept. Such a set-up is shown below:-

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Symbolically, the model represents the integration of accident control responsibilityinto management operation. The system functions as follows: -

i) Safety wing guides the Manager regarding the compliance level of the safety lawsand the accident prevention program.

ii) The Manager, though pressurized by many production problems, will incorporatethe main elements of the program in his decision-making process

iii) When decision is made to adopt a safety recommendation, directives are issuedto the "line-personnel" like Dy.Manager, Asst Manager etc. for implementation.Safety committee and workmen's inspectors are main organs of worker'sparticipation in safety management and the input information's reg. safetyprograms should include their views.

iv) The first line supervisors (mate & foreman) execute the safety directives keepingin view the technical aspect of the problem and behavioral aspect of the workers

within his area of responsibility.

v) Taken collectively all operational plans actions, an industrial climate or"organizational environment" is produced where men, machine and environmentinteract to accomplish the goal of the organization.

vi) Safety wing evaluates the quality and effectiveness of all the safety directives &compliance level after receiving all feed-back information from both 'lines' & 'staff'

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personnel and also by visual inspection of the work place and environmentaccompanying the mine-officials.

vii) When the interaction results in "accidents", action as per statute is taken,investigation is made, report prepared, counter measures are recommended andcommunicate to the Manager and then the feed-back loop is closed. The Manager

should enforce safety directives with the same intensity of effort and enthusiasm asgiven to enforcement of "operational" directive involving production. Then onlysafety can be integrated in all operational functions and compliance with theprovision of statute will be ensured. The responsibilities of different levels ofstatutory personnel are regulated by MMR 1961 besides being fixed by theManager.

1) What is management training? Mention the steps involved ineffective training. What are the usual methods employed bymanagement in training the employees?

"Management training" seeks to train the managerial personnel to improve their

ability to contribute better to organizational goals. Even people with considerableexperience in other companies need to be trained up properly before taking a newassignment. Training is a continuous process. Training is used not only to givepersonal skill or to brush up exiting skills to the level necessary to perform a new

job, as the job changes or the employee demonstrate the need for additional skills,more training is provided. The most fundamental point is that training prepares theorganization collective for various changes that may occur in the industry.

Steps involved in "effective training"-The following steps are involved in effective training:-(1)Determining training needs- training needs are based on future plans andthe skill and competence needed to reach them, analysis of specified job needs andthe assessment of the performance of the people and whether or not theirperformance can be improved.(2)Defining training objectives- It is necessary to identify what the target groupshould be able to perform following the training programme.(3)Defining abilities and interest of people selected for training- To someextent, training programme should be designed to fit for individuals needs.(4)Selecting appropriate faculty- members/trainers and training methods.Faculty members are most important component of training programme. Theyshould be highly knowledgeable, eloquent speaker, creative and should be able tomotivate the trainees effectively and positively.

Training methods-Management can employ various training methods or can select from wide varietiesof methods. The methods have to match with the needs of the organization and thetrainees. Training on the job or "on job training" has been proved to be mosteffective for all level of the personnel. Training should be imparted in "simulated"situation for realistic interaction. The problem should be discussed after spelling outproperly, the various operating data collected; analyzed and final solution arrived atafter thread-bare deliberation. This will help having an insight into the corpus of theproblem which needs solution. The feed back received following the implementation

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of the decision/solution are further analyzed to assess the success or failure. This isknown as the "modeling" training and perhaps most effective one used in the worldtoday.Last but not least, all training programme should be designed to develop the"integrated" personality of the executive, so that they can get motivated andenthused to give their best "voluntarily" without incurring any superimposed undue

"stress".

2) There are frequent strikes in a group of mines being worked bya large public sector undertaking. What steps should be takento promote harmonious labour relations? What should be theorganizational set-up?

It has been globally accepted in the industrial sphere that it is only through anattitude of mutual trust and respect that harmonious and cordial relations candevelop between management and labour. Industrial relation is primarily a matterof attitudes i.e. how does the management feel about the labour and vice-versa, theother important factor being the personnel policy of the undertaking, its value

system, strength of labour unions, multiplicity of unions, joint consultation( voluntary approach) and labour legislations (legislative approach). Above all, thequality of personnel management whose test is "the spirit of the undertaking and'morale' of all concerned with it" plays an important role in ensuring harmoniouslabour relation.

Frequent strike in the group of mines indicate deteriorated I.R. due to variousreasons which need to be identified before designing steps to promote harmoniouslabour relations. Nevertheless, the steps to promote such relation should include(1) revival of trust and boosting of morale of labour force(2) re-viewing and re-casting, if need be, the personnel and industrial policy of theundertaking(3) enunciating appropriate "value system" and percolation of the same down to therank and file(4) reconditioning the perception of the workmen by screening through the value-system- the perception which is perhaps distorted(5) enthusing the labour force to identify themselves with the goals and objectivesof the undertaking(6) fresh look at the need satisfaction both physical and psychological vis--vis jobsatisfaction(7) evolving new incentive scheme after revision of wages and other benefits inconsultation with trade unions(8) review of "performance reward" relationship and quality of work life(9) job enrichment by redesigning the jobs, if necessary to make them moreinteresting, safe and challenging(10) encouraging workers participation by involving them in work-level decisions asa means of integration and self control. ( also, by utilizing, purposefully, all thebipartite and tripartite forums formed in accordance with both "legislative" and"voluntary" approaches, like work committee, certified standing orders, jointmanagement councils, grievance procedure, joint consultation, voluntaryarbitration, collective bargaining etc.). But it may be noted that over dependence onlegislative measures to foster harmonious relations with labour should be

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discouraged because such measures tend to take away initiatives of bothmanagement and labour and fail to forge mutual understanding and respect.Further, it tends to inhibit the growth of "collective bargaining" so necessary forhealthy growth of industrial relation. Therefore, "voluntary" participation of workers,as mentioned above, should be encouraged to create better I.R. keeping in view thefollowing word's of government of India's industrial policy resolution-1956, " In a

socialist democracy, labour is a partner in the common task of development. Thereshould be joint consultation and the workers and technicians should, wherepossible, be associated progressively in management. Enterprises in the publicsector, have to set an example, in this respect".(11) It needs mention that for success of any scheme of worker's participation,there must be effective two way communication and exchange of informationbetween the management and workmen. It is only then the workers would have abetter appreciation of the problems and difficulties of the undertaking and of itsoverall functioning.

Recent thinking in the field of human relations has established that the worker haspotential capacity to learn, contemplate and take greater responsibility for his own

behavior. Experiments have shown that worker works not only to earn his bread butalso have some social and psychological objectives before him. It is also proved thatworkers are also intelligent and can contribute substantially to the prosperity oftheir organization, if provided with proper opportunities. So, workers are assets, notliability and should be developed further by HRD efforts as a good social being withadequate zeal, motivation, skill, initiatives and values to be an effective partner forharmonious I.R. health, safety and welfare of the workers should "invariably" beensured in Public sector undertakings to promote harmonious labour relation.

For organizational set-up, that of your subsidiary with an additional "monitoring cell"headed by a senior personnel man may be sufficient.

3) Discuss the necessity of Integrated Mine Management System(IMMS) in large opencast mines with high degree ofmechanization?

In large open cast mines with high degree of mechanization any downtime ofmachines or systems may mean heavy losses. Therefore, "machinery utilization" isassuming great importance in today's opencast mining systems for which high orderof operation, maintenance and control of machinery is necessary. Here, automationand extensive use of computers for communication and control of systems is beingthought of to achieve this end. Computers of today's generation with theirtremendous computing powers are finding wide range of applications not only in thefield of routine computing but also in the field of communication and control(including remote control)

IMMS (Integrated Mine Management System)

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Functions: For different operations in large opencast mines, different modularcontrol systems have been conceived, the IMMS integrates the functioning ofvarious modules so as to achieve optimal efficiency level of the total system. Thefollowing modules are available to cover important and critical operations in largeopencast mines-(i) Dumper and Truck dispatch system (DDS)

(ii) Drilling and blasting module(iii) Maintenance management module(iv) Materials management module(v) Personnel management module(vi) Accounts management Module(vii) Module for management of survey data

Short description of the modules:(i) Dumper and Truck dispatch system (DDS):-

This involves dynamic allocation of various dumpers to different shovels andmonitoring their progress upto different dump sites and back, based on a suitablealgorithm. The algorithm may aim at maximum utilization of the system or

minimum waiting time for dumper/shovels or minimum distance to be traveled bythe dumpers (thus saving on fuel) or a combination of all the three factors.Additional parameters can be conceived and built in the algorithm. The system canbe designed to throw up routine and exception reports. The system can be"operator dependant" , in which case the operator will have to press appropriatebuttons on a small key-pad to indicate the status of the operation. The system canbe made "operator independent" in which case all major status indications will beautomatic. Provisions can be made to have both systems with arrangement foroverriding of one system by the other.

(ii) Drilling and blasting module:-Based on the previous performance data and the current monthly and daily targetsfor mineral/ore and overburden, this module will throw up to a shift-wise plan ofdrilling (including drilling pattern) and blasting (including quantum of explosivecharge). Availability of various drills will be taken into consideration when thedrilling plan will be worked out by the system. The computer out-put will generatestatistical data concerning meterage drilled by various drills, overall and per metrecost of drilling, explosive consumption, explosive efficiency (powder factor etc.)

(iii) Maintenance management moduleThis module can cover field maintenance, planned preventive maintenance andbreakdown maintenance. While the system can keep suitable records of fieldmaintenance and breakdown maintenance, it will work-out appropriate schedule forplanned preventive maintenance based on the stipulated operational life ofcomponents of the machines and the manufacturer's recommendations. Thismodule will have logical link with the materials management module, since timelyand adequate supply of spares is a vital input for effective maintenance of thesystem.

(iv) Materials management moduleThis module can cover and regulate complete purchase procedure for consumableas well as spares based on their requirement for all types of maintenance and lead

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time for ordering. Obviously, the system will aim at minimum inventory levelswithout compromising on any of the maintenance aspect. The system can throw upa large no. of statistical reports on consumption and stocks. Tyres of HEMM arecostly items. As such, regulation of their consumption can be covered in a separatemodule or within the same module under a separate slot.

(v) Personnel management moduleThis module can cover statistical data base for employees of various categories (viz.piece-rated, time-rated, executives etc.). Pay rolls for all the employees can also behandled by this module. This module will have link with attendance roomswherefrom data concerning attendance can be captured on shift-wise basis.Availability of various personnel, particularly of operators will be thrown up at thebeginning of every shift, together with optimal allocation plan of operators todifferent machines. Other reports giving, OMS, wage cots etc. can also beautomatically generated.

(vi) Accounts management ModuleThis module can cover record keeping of routine transactions, raising bills for

mineral sold and generate various accounting reports.

(vii) Module for management of survey dataThis module will utilize the field data generated by modern survey instruments anddraw plans and sections as would be required under statute or otherwise.

When analyzed techno-economically the application of IMMS can be consideredsuccessful if the monetary benefits exceed the operational cost. The basicrequirement for successful operation of the modules in a coordinated manner willbe (1) computer hardware at the central control room (2) hardware forcommunication network to cover number of mobile units (3) software for operationof various modules and their integration (4) training of persons (5) regularmaintenance of the hardware, both for computers and communication system.

IMMS being sophisticated and expensive system, it may be tried only in big, highlymechanized open cast mine handling mineral/ore/overburden more than 15 m3 perannum.

4) Write short notes on (a) motivation (b) conciliation in case oflabour dispute in mines (c) accident proneness.

(a) Motivation:Motivation is supply of incentive which encourages an individual towardsachievement of a specific goal. Incentives are satisfaction of motives and motivesare expression of a person's needs, wants,. Desires, drives or impulse within thatmake him act in a particular way. These are the mainsprings of action. In short, it isthe activation and direction of energy. Ability and motivation affect workperformance. There are various theories of motivation- the most celebrated one isA.H.Maslow's hierarchy of needs. Money can be a powerful force in motivation if andonly if it is directly related to achievement and performance. Motivation is differentfor different people. Yet it is possible to make some generalization about motivationat various occupational levels.

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(b)Conciliation in case of labour dispute in mines:When an industrial dispute is raised by an union in respect of mine workers, theAsst. labour commissioner (central) of the ministry of labour govt. of India takes upthe issue of "conciliation". He calls both the representatives of the management andlabour and conciliates to arrive at a mutually agreed settlement. If the conciliation

fails, the case is referred to govt. as a failure report. If the case so warrants, theofficer recommends for reference of the case to "Labour Court" for adjudication. Inthe Labour court, the dispute is heard again and decision arrived at. In both thestages ( at the conciliation and Labour court) there is a scope for "arbitration". Ifboth the parties agree, the matter is referred to an "arbitrator" whose decisionbecomes binding on both the parties. Industrial dispute can be raised by an union,not by an individual and dispute arises only when there is a violation of theagreement, standing order, unfair labour practice, wrongful dismissal and/or anymatter pertaining to disagreement in wages/ incentives/bonus/ leave pay/HTC/LTCetc. at the implementation stage.

(c) Accident proneness:

It is true to say that liability of accident is to a considerable extent determined bythe degree of risk to which a workman is exposed, but at the same time, someworkers receive more than their share of accidents than others working under thesame conditions. This is due to "accident proneness" which is regarded as a set ofpersonal quality which renders some workers more liable to sustain accidents thanothers. It might be said that we all are accident liable but not all "accident prone".Psychologists have shown that workmen who had more than their share of minoraccidents had also an excess of major accidents. It is difficult to screen this group.Lapse in attention is the vital component, if not the actual cause, of accident-proneness. This lapse may occur due to various reasons. This may be temporarydue to tension, anxiety etc. or may be permanent trait which can be detected byseries of tests like "attention diagnostic method" developed by an Americanpsychologist-R.Block. In this test, a brightly-lit numbered board is used and thesubjects are asked to call out numbers and their colours in sequential order. By thistest "accident-proneness" can be screened.

5) Low morale of workforce at a mechanized mine has beenidentified as a cause of decline of production over the last oneyear. Suggest (1) an incentive scheme for workers and theirsupervisor (2) steps to create healthy work environment?

(1) Morale implies the attitudes and feelings of the workforce towards themanagement and their work. It is the degree to which the workforce identifiesthemselves with the goals and the activities of the group they belong. Individualmorale is the extent to which an individual's needs are satisfied and the extent towhich the individual perceives that satisfaction as stemming from his total jobsatisfaction. Therefore an incentive scheme for workers and their supervisors shouldkeep in view these parameters. I would suggest the following incentive scheme:-(i) for workers:(a) need satisfaction in terms of wages and other benefits requires a revision inconsultation with trade unions, performance reward relationship, quality of work,

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make-up pay for idleness caused by factors beyond the controls of workers andmanagement may be reviewed(b) job-enrichment by re-designing the jobs to make them more interesting, safeand challenging (c) worker's participation by involving them in work -levelsdecisions as a means of integration and self control. The workers should feel thatthey are integral part of the organization and become more receptive to change (d)

conflict handling and grievance procedure should be simple, humane and promptfor resolving conflicts.

(ii) for supervisors:(a) performance of each supervisor should be recognized and rewarded forexcellence. They should be encouraged to develop leadership/ and supervisororganizing capability by exposing them to special "supervisory development"programme(b) in important decisions on work process or bringing about any change thesupervisors should be taken into confidence(c) in all negotiations with trade unions the participation of the supervisors shouldbe ensured.

(d) Supervisors should be taught to use persuasion, better communication skill andleadership influence to cultivate proper attitudes on the part of the workers(e) special awards should be introduced for excellent supervision(f) the promotion, transfer, placement of supervisors should be fair and impartial.

(2) Steps to create healthy work environment:(a) Work situation should be free from dust/ fumes, excessive noise, vibration etc.(b) If work is continued beyond day light adequate artificial lighting should beprovided(c) Machinery to be operated should be designed from ergonomics point of view forproper "productivity", "operatibility" and "maintainability".(d) Haul roads should properly designed with adequate curves and gradient andmaintained dust free by water spraying(e) "Codes of practices" should be evolved to condition the work behavior tomaintain safe and healthy work environment(f) Development of mutual trust, proper understanding and work ethics in inter-personal relationship.

6) Explain the necessity of planning in modern complexorganization.

Planning is an indispensable management function that helps manager incommanding the future rather than being commanded by it. It helps the

manager in an organization to affect rather than accept the future. Withoutplanning the business becomes random in nature and decisions becomemeaningless 'ad hoc" choices. Planning, additionally, is most useful whenenvironment change is greatest and the organization becomes complexbecause it forces planners to look into future contingencies and evaluatetheir potential influence on the organization. Now the organization will bebetter equipped to face future challenges. As rightly pointed out byHodgetts, "Planning does not lead to some future utopia in the life of any

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firm. Nevertheless, companies that plan do increase their chances of successand it is that predictable benefit that leads intelligent managers to keep onplanning". According to Ernest C. Miller, "Managerial planning attempts toachieve a consistent, coordinated structure of operation focused on desiredends. Without plans, actions must become merely random activity,

producing nothing but chaos". Organizations that do plan and plan well aremore effective, efficient and profitable.

Define "planning"?

Generally speaking, "planning" is deciding in advance what is to be done. Itis a projected course of action. To plan is to propose a forward programmefor guiding the future affairs of an enterprise. "Planning throws thesearchlight of human wisdom, experience and ingenuity into the darkness ofthe future; it helps foresee the hazards and pitfalls well in time, so one isequipped to face them when they arrive. It also lifts the veil off possible

opportunities so that they are not missed from oversight or lack of readinessto receive them". As per Haynes & Massie, "planning is that function of amanager in which he decides in advance what he will do. It is a decisionmaking process of a special kind; its essence is futurity". As per L.A. Allen,"planning is a trap laid down to capture the future". As per Harold Koontz &O'Donnell, "planning is deciding in advance what is to be done in future. Planbridges the gap between "where we are now" to "where we want to go". Asper Theo Haimann, "planning is informed anticipation decision-making". Asper Alford & Beatty, "planning is a thinking process, the organized foresight,the vision based on facts and experiences that is required for intelligentaction".

"It is an intellectual process, the conscious determination of cause of action,the basing of decisions on purpose, facts and considered estimate". A plan isa forecast for accomplishment. It is a predetermined course of action. It istoday's projection for tomorrow's activity.

7) Define(a) absenteeism(b) break even point(c) cybernetics(d) discounted cash flow

(e) ergonomics(f) flexi time(g) Gantt chart(h) job enrichment(i) linear programming(j) merit rating(k) preventive maintenance(l) quality circle

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(m) quality of work life (QWL)(n) synergy(o) technological obsolescence(p) value analysis(q) work simplification

(r) zero base budgeting

(a) Absenteeism:The failure of an employee to report for work or duty without priornotice or leave is called absenteeism. Absence should include all casesin which a person is "scheduled to work" or is expected to turn up forwork but does not. All permanent employees are to be treated as"scheduled" to work. So far as temporary or casual employees areconcerned, a person who attended work during the preceding weekshould be considered as scheduled to work, during the week underconsideration unless (i) he has reported his intention to quit or (ii) his

services have been terminated by the management or (iii) he does notturn up for work during the whole week. A person who has not workedduring the preceding week, should be considered as "scheduled towork" only from the day on which he joins work during the week underconsideration. Absence due to strike, lock out , lay off or maternityleave should not be included as absence.

(b) Break even point:In economics, specifically cost accounting, the break-even point (BEP)is the point at which cost or expenses and revenue are equal: there isno net loss or gain, and one has "broken even". Therefore has not

made a profit or a loss.

(c) Cybernetics:Cybernetics is the interdisciplinary study of the structure of complexsystems, especially communication processes, control mechanismsand feedback principles. Cybernetics is closely related to control theoryand systems theory.

(d) Discounted cash flow:In finance, the discounted cash flow (or DCF) approach describes amethod of valuing a project, company, or financial asset using the

concepts of the time value of money. All future cash flows areestimated and discounted to give them a present value. The discountrate used is generally the appropriate cost of capital, and mayincorporate judgments of the uncertainty (riskiness) of the future cashflows.

(e) Ergonomics:

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Ergonomics is the scientific discipline concerned with designingaccording to the human needs, and the profession that applies theory,principles, data and methods to design in order to optimize humanwell-being and overall system performance. The field is also calledhuman engineering, and human factors engineering.

Ergonomic research is primarily performed by ergonomists, who studyhuman capabilities in relationship to their work demands. Informationderived from ergonomists contributes to the design and evaluation oftasks, jobs, products, environments and systems in order to makethem compatible with the needs, abilities and limitations of people.

(f) Flexi time:A system wherein workers can decide their own working hours subjectto certain limitations. Flexi-time is a system whereby staff can varytheir contracted working hours within agreed set limits by varying theirstart and finish times and lunch breaks provided they are present at

work during what are commonly called "core times". Staff can build upa debit or credit of hours worked within an agreed period (normally 4weeks). These hours can then be consolidated into for example, a dayor two half days off in the agreed period.

(g) Gantt Chart:A Gantt chart is a popular type of bar chart that illustrates a projectschedule. Gantt charts illustrate the start and finish dates of theterminal elements and summary elements of a project. Terminalelements and summary elements comprise the work breakdownstructure of the project. Some Gantt charts also show the dependency

(i.e., precedence network) relationships between activities. A Ganttchart is constructed with a horizontal axis representing the total timespan of the project, broken down into increments (for example, days,weeks, or months) and a vertical axis representing the tasks that makeup the project (for example, if the project is outfitting your computerwith new software, the major tasks involved might be: conductresearch, choose software, install software). Horizontal bars of varyinglengths represent the sequences, timing, and time span for each task.

(h) Job enrichment:Job enrichment is an attempt to motivate employees by giving them

the opportunity to use the range of their abilities. It is an idea that wasdeveloped by the American psychologist Frederick Herzberg in the1950s. It can be contrasted to job enlargement which simply increasesthe number of tasks without changing the challenge. As such jobenrichment has been described as 'vertical loading' of a job, while jobenlargement is 'horizontal loading'. An enriched job should ideallycontain:-A range of tasks and challenges of varying difficulties

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-A complete unit of work - a meaningful task-Feedback, encouragement and communication

(i) Linear programming:In mathematics, linear programming (LP) problems involve the

optimization of a linear objective function, subject to linear equalityand inequality constraints. Put very informally, LP problems determinethe way to achieve the best outcome (such as maximum profit orlowest cost) given some list of requirements represented as linearequations. Linear programming can be applied to various fields ofstudy. Most extensively it is used in business and economic situations,but can also be utilized for some engineering problems. Someindustries that use linear programming models include transportation,energy, telecommunications, and manufacturing. It has proved usefulin modeling diverse types of problems in planning, routing, scheduling,assignment, and design.

(j) Merit rating:It is employee rating achieved through a periodic employee evaluationsystem, often used as the basis for pay increases and/or promotion.Job Evaluation is concerned with measuring the demands the jobplaces on its holder. Most factors that contribute to this job pressureand are regarded as important for the effective performance of the job,e.g. physical strength required, knowledge of mathematics required,are assessed and the result is a numerical estimate of the total jobpressure. The resulting numerical gradings can form the basis of anequitable structure of job gradings. The job grades may or may not be

used for status or payment purposes. When evaluations are carried outon all hourly paid personnel the technique's uses include establishingrelative wage rates for different tasks. It is possible to use it for allgrades of personnel, even senior management.

(k) Preventive maintenance:Preventive maintenance is a schedule of planned maintenance actionsaimed at the prevention of breakdowns and failures. The primary goalof preventive maintenance is to prevent the failure of equipmentbefore it actually occurs. It is designed to preserve and enhanceequipment reliability by replacing worn components before they

actually fail. Preventive maintenance activities include equipmentchecks, partial or complete overhauls at specified periods, oil changes,lubrication and so on. In addition, workers can record equipmentdeterioration so they know to replace or repair worn parts before theycause system failure. Recent technological advances in tools forinspection and diagnosis have enabled even more accurate andeffective equipment maintenance. The ideal preventive maintenanceprogram would prevent all equipment failure before it occurs.

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(l) Quality Circle:A Quality Circle is a volunteer group composed of workers (or evenstudents) who meet to discuss workplace improvement, and makepresentations to management with their ideas, especially relating to

quality of output in order to improve the performance of theorganization, and motivate and enrich the work of employees. Typicaltopics are improving occupational safety and health, improving productdesign, and improvement in manufacturing process. The ideal size of aquality circle is from eight to ten members.

(m) Quality of Work life (QWL):Improving work environment to capture the innovation and creativityof the workers. Quality of work life (QWL) is viewed as an alternative tothe control approach of managing people. The QWL approachconsiders people as an 'asset' to the organization rather than as

'costs'. It believes that people perform better when they are allowed toparticipate in managing their work and make decisions. This approachmotivates people by satisfying not only their economic needs but alsotheir social and psychological ones. To satisfy the new generationworkforce, organizations need to concentrate on job designs andorganization of work. Further, today's workforce is realizing theimportance of relationships and is trying to strike a balance betweencareer and personal lives.

(n) Synergy:The simultaneous joint action of separate parties which, together,

have greater total effect than the sum of their individual effects.

(o) Technological obsolescence:Technological obsolescence is the result of the evolution of technology:as newer technologies appear, older ones cease to be used. Forexample, new media for storing digital information rapidly replaceolder media and reading devices for these older media become nolonger available. Newer versions of software constantly render olderversions obsolete and the hardware required by this software alsochanges over time. Consequently, information which relies on obsoletetechnologies becomes inaccessible.

(p) Value analysis:The study used to determine whether a product satisfies a functionalneed at the lowest cost or not; it is also called "value engineering".

(q) Work simplification:The process of reducing complex and unnecessary operations in a job.

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(r) Zero base budgeting:Zero-base budgeting does not use the previous year's budget orexpenses in setting a new budget, since the company's circumstances

and finances may have changed. When building a budget from a zerobase, every expense must be justified. This differs from only having toexplain the amounts requested in excess of the funding receivedduring the prior year or quarter. Zero-base budgeting helps you controlspending and expenses because you build your budget from zerorather than building your budget on top of what was spent during theprior period funded.

8) How would you optimize haulage by automation in open pitoperation?

Automation in open pit mine operation- (Haulage optimization)After introduction of mining industry with semi-conductor industry, thelatter's technology is in use in mining operation. This happened about 3decades ago. But initially there was 'cultural' resistance to embrace thistechnology in mining. Later it was found that if operation did continuallymonitor equipment performance, location and status, it would be possible toquantify decision making, react quickly to unpredictable changes, effectivelymanage the operation and optimize the steps in the production cycle.Therefore "system" have been evolved as "large scale computer based minemanagement system" controlling the dispatching of all haul trucks in anyopen pit mine. Here, each truck and shovel is outfitted with multi-character

display, an on board computer, power supply and data radio. From workstation or PC communication is effected to the field units via "packetplatforms" connected to a mine wide data radio link. The systemautomatically assigns trucks to the proper shovel, thus minimizing shovelidle times and truck queue time. Based on timing information collected, truckreassignments result from changing conditions in the mine. A globalpositioning satellite (GPS) sub-system tracks truck location throughout themine. If a truck takes longer than average to travel a given route or if it goesto non-scheduled routes, the system notifies the dispatcher. The systemcontinuously updates key production timing parameters such as spottingtime, loading times, travel times and dumping times. Haul truck assignments

are made from these data in concert with other operating constraintsimposed by management, such as shovel priorities, target dump feed rates,available haul routes and the like. If mine conditions change, the systemrecomputes a new optimal mine traffic flow. Remote monitoring unit controlsremote equipment from a computer located at a central site.

GPS are revolutionizing equipment location tracking through satellitenetwork. Management system must "ping" (i.e. request) commercially

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available GPS modules to get time, latitude, longitude and elevation data. Arevolution has occurred. Now the face of open pit mining will be differentindeed. An operator less drill will move around a blast pattern, diggability isreported to the shovel operator based on its position in a blast as reportedby GPS and using drill data. A driverless truck reports a malfunction to

control station dispatch via its vital sign system and is assigned to a shopwhere once detected by infra-red detector the mine management systemgenerates a maintenance work order and a display screen reports the shopforeman's arrival. Once available to operate, the truck is assigned to theoptimal shovel by mine management system and then to a dump which iswithin acceptable movement limits based on readings from a slope monitorsystem.

9) Write short notes on a) Merits and Demerits of workersparticipation in management. (b) Delegation of authority.

(a) Merits:Merits of workers participation in management are:i) Workers feel important, involved and committedii) Better motivation and attitude to workiii) Sense of belongingness to the organization developediv) Workers feel as "part" of the organization not alienated identityv) Improved work outputvi) Less absenteeismvii) Better industrial relationviii) Increased safetyix) Higher productivity

x) Better understanding and co-operation between management and labourxi) Promotes democratic style of management by enlisting workers co-operation in decision making process at various levelsxii) Acts as a booster in promoting better quality of work life(qwl)

Demerits:i)Participation of worker in the decision making process is not liked by thesupervisors. They feel it as a threat to their power and prestigeii) Because of lack of management "orientation" and proper "perspective" oneconomic activity, more often than not, participation is not effective andfruitful

iii) Sometimes due to lack of understanding between management andlabour the workers feels that their participation is in the interest of themanagement and not oriented to their (labour's) welfareiv)Participative management can succeed only when management,supervisors and union accept and realizes that it is in the interest of all andensures greater job satisfaction to workers, higher productivity and improvedproduct quality

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v) Lack of proper training of workers on "how to participate successfully" andlack of proper "perception" add more demerits than merits to theparticipative management

b) Delegation of authority:

The word "delegation" carries a very important concept of management. Itdescribes the way in which formal authority is passed to another person. Tobe more specific, delegation of authority is the process by which managersallocate authority downward to the people who report to them, so as tofacilitate work being accomplished. The following actions occur whendelegation takes place:-Firstly, the delegator assigns objectives or duties tothe lower level employee. Secondly, the delegator grants the authoritynecessary to accomplish the objectives. Thirdly, acceptance of delegationwhether implicit or explicit, creates an obligation or responsibility. Fourthly,the delegator holds the employee accountable for results. Delegation isnecessary when the manager is absent from their jobs. It enables the

manager to derive the advantageous of division of labour and specialization.It permits the manager to focus his attention on more crucial and highpriority tasks. It enables subordinates to grow and develop, even if thisimplies learning from their own mistakes. Finally, Delegation is neededbecause managers do not always have knowledge needed to make decisionparticularly in complex, specialist oriented activities like today's highlymechanized modern mine. When the subordinates accept the assignmentand the authority, he'll be held accountable or answerable for actions taken.But when the authority not properly not delegated or poorly delegated orwhen the employees are reluctant to accept delegation due to lack of selfconfidence or due to a distorted feeling that delegation adds to the

responsibilities or work, the benefits of delegation will not be available to themanagement.

It is said that for better control of staff you need "improved humanrelation". What steps you would take to improve human relation andsolve problem?

Before I set out to solve human relation problem I must-(i) have an open mind(ii) learn to control my temper and keep discussion on a friendly basis(iii) learn to separate facts from opinion, sentiment and imagination

(iv)remember if I let off a man at any point, I assure him when I will takeaction and be prepared to keep the promise I make.

Then I shall take the following steps to improve human relation for bettercontrol of staff-1) ACCEPT: I must (a) greet the person pleasantly (b) recognize thesituation sympathetically and (c ) accept responsibility willingly.

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2) GET AT THE FACTS: I must (a) get him to tell him whole story listen andquestion him patiently (b) check his story, if necessary (c) add facts I haveand obtain from others that may have bearing in the problem.3) SOLVE: I must (a) put all the facts in order, summarize them and weighthem and find a solution.

4) PRESENT: I must (a) present the solution clearly and mention the reasonthat is behind at (b) see to it that the employee knows the solution and thereason for it (c) see that the solution brings the result I want and (d) reviewand revise, if necessary.5) FOLLOW UP: I must (a) check later to see whether the results have reallybeen obtained & (b) review and revise if necessary until I get the results Iwant.It is to be always remembered that the "promise" I make "MUST BE KEPT"Besides above there is a "trans-personal" view of "problem solving" the maincharacteristics of which are given below:--The essential nature of the problem and its effect on others should be

clearly perceived and the self-interest or the self-orientation of the managershould not hinder it.-The backward and forward linkages of the decision should be grasped asmuch as possible both in "space" and "time".-The decision taken should leave the manager in a state of healthy mentalquiet and repose.-The decision taken should create more of unity and harmony in a situationthan previously.-The decision arrived at should involve the manager more in "giving" ofhimself to the task than merely in the calculation of "receiving"-Accept blame for failure

-Be generous in giving credit to the others-Be humble in the group's problem solving discussion-Encourage group to evaluate solutions proposed by you with a more criticaleye

10) a) What do you mean by productivity? How it isdifferent from production?

b) Safety and productivity can go hand in hand-comment?

a) Productivity refers to the physical relationship between the output andthe quantum of the resources used in the course of production (input). It is

expressed as the ratio between the output of goods and services and theinput of the resources consumed in the process of production.

Productivity = output/input

Output implies total production while input means capital, labour, machine,lands, material, method or the technology, management etc. productivitymeasures the efficiency of an enterprise of the production system. The

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efficiency, with which the resources are utilized, is called the productiveefficiency. Higher productivity means producing more from a given amountof inputs or producing a given amount with lesser inputs.Productivity is entirely different from production. Productivity is relative termindicating the ratio between total output and total input used there in. On

the other hand production refers to the volume of the output and it is anabsolute concept. The volume of production may increase but mayproductivity may decline due to inefficient use of resources. Efficient use ofproductive resources may improve productivity but the volume of productionmay not increase. Production denotes the absolute outcome of productionsystem where as productivity reflects its "efficiency". In order to measure itsefficiency of individual operations or specific factors of production,"productivity indices" for individual inputs are computed. These are" labourproductivity index (in mining it is OMS-output per man shift).Machine productivity index (output per machine-hours worked)Material productivity index (output per unit quantity of material used) etc.

and total productivity will denote the ratio between the value of total outputand the value of the all inputs mentioned above.

b) Safety Vs productivity: - there is a misconception that increase safetyin operation will not contribute to productivity. As a matter of fact, withoutsafety sustained production and productivity is not possible to achieve.Productivity is a measure of efficient systems and system effectiveness canbe enhanced only by safe operation. Otherwise any accident ormalfunctioning of a system will grind a halt to the production process andproductivity is meaningless without production. Safe and healthy worksituation promote motivation and moral of the workers and there by boost

production and productivity. Therefore safety and production must go handin hand.

11) Write short notes on(a) worker's participation in safety management in mines,(b) Effect of humidity on miner's health(c) Occupational health hazards in mines vis--vis medicalsurveillance

(a) worker's participation in safety management in minesRecognizing that greater strides in safety can be achieved by participation of

workers in safety management programmes, the twin instruments of "safetycommittee" and "workmen's inspector" have been given statutory backingby being incorporated in Mines Rules-1955 in a new chapter IVB. A safetycommittee is required to be constituted at every mine employing more than100 persons. This committee shall consist of the manager(chairman), fiveofficials or competent persons nominated by the chairman, five workersnominated by workmen, three workmen's inspectors and safetyofficer(secretary). The role and functions of the committee is specified in the

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rule 29V of mines rules-1955. Workmen's inspectors are required to beappointed in every mine (employing more than 500 persons) in threedisciplines, mining, electrical and mechanical. Their duties are prescribed inthe Rules. Both this instruments are "Bi-partite" in nature i.e. they consist ofmanagement and worker's representatives. The concept underlying worker's

participation in safety management is that- when workers participate insafety activities, the safety decisions are not taken by the managementalone and imposed on the workers, but the problems are explained in detailand the workers are made to participate in the analysis and arriving at thedecision with management's guidance. In this system, the workers areinvolved in the "safety-decision" making process and are committed to thatextent which they can, with some justification, claim to be there own.Conforming to such decisions gives the workers a needed challenge andsatisfaction in its achievement. The system meets, to some extent, the egoneeds of the individuals thereby increasing, worker's motivation and creatingcondition for greater safety and risk reduction. Besides these "Bi-partite"

forums, "Tri-partite" forums also enlist worker's participation where the tradeunion representatives represent the workers and others are managementand government representatives. It has been recognized by I.L.O. that, "re-enforcement" of "tri-partism" is fundamental to the effectiveness of theaction for the improvement of working condition and environment, whicheventually leads to greater safety. There are several formal and "ad-hoc""tri-partite" committees in mining industry at various levels for formulation ofsafety programmes and review of implementation thereof. The committeeunder section 12 of the Mines Act-1952 (amended upto 1983) is too atripartite committee.

(b) Effect of humidity on miner's healthHuman body produces a lot of waste heat by the process of metabolism andalso physical work which has to be dissipated into the surrounding mine air.The major part of the heat produced by the body is dissipated from thesurface of the skin by radiation, convection and evaporation of sweat, thougha very small part is dissipated from the lung through exhaled air. Duringwork in hot and humid atmosphere in U/G mines , as the body temperatureof the miners rises above 302K, the sweat glands start functioning and nowthe heat transfer from the skin is mainly by the evaporation of sweat. Therate of evaporation of sweat depends on the moisture content of the ambientair and air-velocity. High humidity influences the rate of evaporative cooling

of the human body. At high wet bulb temperature, the rate of cooling getsreduced. As a result , the body temperature rises. The rise in bodytemperature varies from person to person and depends on degree ofacclimatization. A moderate rise in body temperature of the order of 1.4 K isnot harmful, but when the body temperature rises above 312K and/or heartrate exceeds 140 beats/min., heat intolerance that may ultimately lead toheat stroke appears. Therefore, it may be seen, high humidity affects

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adversely the heat dissipation process of the body and consequently theminers health.

(c) Occupational health hazard vis- -vis medical surveillanceOccupational health hazard has engaged the attention of all for quite some

time. Various factors inherent in mining activities have harmful effect onminer's health; the type of work, the physical and mental effort involved, thematerials and product used/handled, the nature of the working environment-particularly presence of dust, fumes etc. the condition in which the work isperformed and the way it is organized. In mining main occupational diseaseis pneumoconiosis caused by dust. Occupational health has been the globalconcern and in 1981, I.L.O. had adopted the occupational safety and healthconvention (convention 155) recommending action at national andenterprise level pinpointing responsibilities of employers and workers. Laterin 1985, another convention namely "occupational health servicesconvention 1985 ( convention 161) had been adopted urging each member

country to formulate, implement and periodically review a coherent nationalpolicy on occupational health services. In our country, besides providingstatutory medical examination (initial and periodical) in Mines Rules-1955,the 7'th, 8'th and 10'th conferences on safety in mines recommendeddetailed measures on occupational health, and in the 8'th conference, inparticular, it had been recommended that I.L.O convention no. 155 and 161should be complied along with association of medical officers trained inoccupational health and in the use of I.L.O. classification of radiograph forpneumoconiosis and provision of X-ray and lung function test facility in eachmedical examination centre, monitoring progress of pneumoconiosis,maintenance of records and submission of annual reports on radiological

results.

12) As a manager of a mine what will be your statutory dutiesif any loss of life or serious bodily injury to a person occursin connection with mining operation in your mine?

On receipt of any information about loss of life or serious bodily injury to anyperson in or about a mine , the manager shall forthwith visit the place ofaccident and ascertain, prima facie, whether it is a mining accident or not.The criteria for deciding whether accidents are to be treated as miningaccidents are as follows:-

(i) the accident must take place within the mine control area(ii) the accident must be caused by an operation connected with miningor incidental or ancillary to mining

If it is a mining accident, causing loss of life or serious bodily injury to anyperson, the manager shall forthwith inform about this to the Regionalinspector of mines (now designated as director of mines safety) as requiredunder Reg.9 of MMR-1961 by telephone or express telegram or by special

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messenger and shall also within 24 hours of such occurrence give noticethereof in form IVA of the first schedule to the District Magistrate, CIM andRIM and shall simultaneously exhibit a copy of the notice on a special noticeboard outside the office of the mine where it may be inspected by tradeunion officials and shall ensure that the notice is kept on the board for not

less than 14 days from the date of such posting. In case of accident due toelectricity, the manager shall forthwith inform the electrical inspector ofmines by telephone, express telegram or special messenger. If death occursfrom any injury already reported as serious or if any injury, other than theserious injury, becomes serious, the manager shall within 24 hours of hisbeing informed of the same give notice thereof to District Magistrate, CIMand RIM. In respect of every person killed or injured as above the managershall send to the CIM particulars in form IVB, IVC of the first schedule within 7days of the occurrence or 15 days of the injured person returning to duty asthe case may be.

As required under regulation 190 of MMR-1961, the place of accident shallnot be disturbed before the arrival of or without the consent of the CIM or theInspector to whom notice of the accident is required to be given, unless suchdisturbance or alteration is necessary to prevent any further accident, toremove the bodies of the deceased or to rescue any person from danger, orunless discontinuance of work at the place of accident would seriouslyimpede the working of the mine. Provided that where the CIM or the saidInspector fails to inspect the place of accident within 72 hours of the time ofthe accident, work may be resumed at the place of accident. But before theplace of accident is disturbed or altered a sketch of the site illustrating theaccident and all relevant details shall be prepared (in duplicate) and such

sketch shall be duly signed by the manager or Asst. manager, safety officer,surveyor and the workmen's inspector or where there is no workmen'sinspector by a work person nominated by the worker's in this behalf.Provided that, if the place is disturbed or altered to prevent further accidentor rescue persons from danger before the sketch could be prepared , thesame shall be prepared , immediately thereafter, giving all relevant detailsas existed before the place was disturbed or altered. One of theauthenticated sketches shall be delivered or sent to the concerned Inspectorof the mines. The manager shall himself or through an Asst. manager havean enquiry made of the causes and circumstances attending the accidentand the result of every such enquiry and the plan/sketch of the site of the

accidents showing details shall be recorded in a bound paged book kept forthe purpose.

13) What are the statutory plans and sections required to bemaintained in a mechanized opencast mine? What are thefeatures/things to be shown on each?

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The following plans/sections are required to be maintained in a mechanizedopen cast mine as per regulation 61 of MMR-1961:-1. surface plan2. water danger plan and section3. geological plan and section

4. Such other plan and section as required by RIM by an order in writingunder regulation 61(4)(a) of MMR-1961.

Features/things to be shown on:-(a) SURFACE PLAN:-The name of the mine and the owner, purpose for which the plan is preparedlike "surface plan"; true north or magnetic meridian with date; at least 25cm. long suitably sub-divided; R.F.(2000:1); bench mark; co-ordinate linesand boundary* as per convention of the second schedule; every surfacefeature within the boundary like telephone, telegraph or power transmissionline, water main, tramline, railway, road (both public and private), river,

water course, reservoir, tank, borehole, shaft, incline opening, all opencastexcavations, subsidence and buildings on the surface; additional details ifrequired + [* boundary means the settled boundary; in case of dispute theboundaries claimed by each owner, + by RIM under regulation 61(4)(a) ofMMR-1961]

(b) WATER DANGER PLAN & SECTION:-Every source of water such as river, stream, water course, reservoir, waterlogged open cast workings; outlines of all waterlogged workings belowground lying within 60m of any part of the workings measured in anydirection; surface dams to withstand a pressure of water or to control an

inrush of water (with design and construction details) ; surface contour linesdrawn at vertical intervals of not exceeding ten meters or in case of a minesituated in hilly terrain, such other larger interval as RIM may permit, overthe whole area lying within 200 meters of any part of the workings; surfacedrainage system of the mine; the highest flood level of the area; bench marktogether with its height above the mean sea level and warning lines to drawvisual attention to dangers of inundation arising out of surface water;additional details if required by RIM under 61(4)(a) of MMR-1961.

(c) GEOLOGICAL PLAN AND SECTION:-R.F. 5000:1 or any other scale of the statutory plans; details of the geological

features and disturbances such as outcrop of dykes, fault planes, outcrop ofreef, vein, load etc.; all information collected from GSI maps or from thelocality; contour lines at suitable intervals and any other features required byRIM in writing, adequate number of sections at suitable intervals shall also bekept.

(d) SPECIAL PLANS REQUIRED BY RIM:-R.F. and other details as required by RIM under 61(4)(a) of MMR-1961.

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Besides the features/things to be shown on the respective plans, all theabove mentioned plans shall carry the signature of the manager andsurveyor with date. The surveyor shall give a certificate on the plans that"the plan or section is correct" and shall be signed and dated by the surveyor

and countersigned and dated by the manager on every occasion that theplan or section is brought upto date which shall be at least once in 12months in case of open cast workings or at any time if required by anInspector as required under Regulation 61(4)(a) of MMR-1961.

14) What is the role of vocational training in mechanizedopen cast mine? Prepare a scheme of training for HEMMoperator.

The operation of mechanized opencast mine is full of hazards because it

involves drilling deep-holes, conducting heavy blasts, handling and loadinghuge quantity of broken rock mass or ore, transporting them over longdistances in difficult terrain and finally dumping or crushing depending onwhether the material is waste or ore. In all these operations heavy machinesare deployed requiring highly skilled operators. Such operators and otherpersons employed or to be employed in mechanized open cast mine needvocational training so that they may be aware about therisks/hazards/dangers etc. of the operation and can save themselves andothers in critical situations. Vocational training has played a very importantrole in making workers safety conscious and alert while at work. As per MinesV.T. Rules-1966, all persons employed or to be employed in open cast mines

except certain categories of persons like supervisors, blasters etc. have toundergo initial training (6 day's course as per 1st schedule for persons goingto be employed) and refresher's training (once in every 5 years or on returnto duty after one year's absence). Besides these, explosive carriers,candidates for blaster's examination have to undergo additional specialcourse of training to update their knowledge and level of competence.Blasters who have not fired shots for 6 months or more have to undergo thespecial training. The whole concept of such training is to minimize accidentswhich are caused due to lack of knowledge or competence on the part of theworkers.

In mechanized open cast mine, analysis has reveals that accidents due towheeled trackless transportation machinery (dumpers, trucks, tippers etc.)constitute about 75% of all fatal accidents due to HEMM and about 58% of allfatal accidents in open cast and surface operations. Accidents due to tractorshave registered rising trends currently. Therefore proper training of theHEMM operators and maintenance crew is of prime importance besidesfocusing attention on motivation, enforcement of discipline, development of

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good system and work culture. I would suggest the following scheme oftraining for HEMM operators:-(1) 6 day's theoretical talk (5 hrs talks on each days on the various featuresof HEMM, their controls, engineering aspects, craftsmanship etc.)(2) 12 days "on the job" training under instructor or other competent persons

(6 hrs duration each day). This should include maintenance aspects of HEMMalso. The instructors should be drawn from "maintenance" and "workshop"discipline.(3) 3 days special training (6 hrs. duration each) on the safety features, testsand controls of HEMM. Operation of fire fighting equipments is to be taughtduring this course.(4) 3 day's training on "motivation", "value-engineering", "attitude-building","development of proper perception", "cost analysis", and evils of alcoholismand drug addiction etc. First aid should also be incorporated in thisprogramme (6 hrs talk on each day) Total -24 days

On conclusion of the training, the competency of the HEMM operators shouldbe evaluated by a board constituted by the mining company.

15) State the role and function of workmen's Inspector?

Machine can be controlled. But man has to be motivated towards safeperformance and realize the intrinsic value of such efforts. This calls foractive participation of workmen in promotion of safety. Their meaningfulparticipation would mean a conscious effort by them to see that safe andhealthy working condition prevails in mines at the first instance andtherefore every effort is made by all concerned to maintain the safe system

and curb unsafe acts. With this background, the concept of workmen'sinspection was evolved in mining industry.

ROLE:Mines Rules-1955 has incorporated the institution of workmen's Inspector inRule 29(Q to S). Their duties are indicated in Rule 29-R. But this principal ruleshould be to protect the interest of the workers so far as the health andsafety of the workmen are concerned. In addition, he has to engenderconfidence in workmen that their place of work is under close watchcontinuously to keep it safe and healthy. Admittedly, a person called upon toplay his role must enjoy the confidence of workmen. It is not possible for

DGMS officials to inspect all the mines twice a week but a workmen'sInspector can do so. Therefore, the role of the workmen's inspector issupplementary to the Govt. enforcement agency in correct application ofsafe and healthy means.

FUNCTION:There are four main functions of workmen's Inspector as follows-

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(i) Inspection of mine workings, safety equipments and electrical machineryto identify hazardous condition and defects and to check observance ofstatutory safeguards. Detailed inspections made twice in week help to rectifyunsafe conditions well in time and perhaps with lesser effort.(ii) He will accompany the Inspecting officer from DGMS in the course of his

complete inspection and also during other inspections if called upon to do soby the officer to develop the art of inspection.(iii) In case of urgent and immediate danger, he must draw the attention ofmine officials responsible for taking suitable remedial measures. He mayindicate the steps that should be taken immediately to contain the dangerand inform DGMS about it.(iv) He shall write his inspection report in form 'U'. He is also member ofsafety committee and has specific functions there. His participation in thedeliberations of the safety committee promotes better understanding onsafety and health problems and helps decide the line of action. The findingsof his inspection and enquiries are of immense value in this deliberation.

Lastly, in case accidents causing loss of life or serious bodily injury to anyperson, the sketch of the accident site to be prepared before the place ofaccident is disturbed, is to be signed by the workmen's Inspector. This is hisfunction in accident enquiry process.

16) How and when as a manger of a mine, you will make anenquiry into the causes and circumstances attending anaccident resulting in serious bodily injury to any person orloss of life, as required under regulation 44(8) of MMR-1961?

Immediately after receipt of any information about serious bodily injury toany person or loss of life in my mine, I shall forthwith pay a visit to the placeof the accident, rescue the injured person and after rendering first aid sendhim to hospital. If death occurs due to the accident, I shall recover the deadbody with least possible disturbance to the place of accident and send thebody to surface/dispensary. I shall not disturb the place of the accident asrequired under regulation 190 of MMR-1961, provide U-type fencing at theentrance to the site of accident as per D.G.M.S. circular no. 11 of 1959 andsend information to D.G.M.S. as required under regulation 9 of MMR-1961. Ishall wait for 72 hours from the time of accident for the arrival of theD.G.M.S. officers. If enquiry from D.G.M.S. is not started by then, I shall start

my enquiry by pursuing the following steps:-(1) I shall prepare a sketch of the site illustrating the accident (in duplicate).(2) I shall collect all relevant details of the place of accident like situationprevailing just before the occurrence of the accident; the relevantdimensions of the work-geometry, hauling or transport system and rollingstock ( if the accident is due to transport machinery). I shall take theassistance of my Asst. Manager, safety officer and surveyor in this process. Ishall also get a plan of the accident site prepared by the surveyor. I shall get

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the sketch signed by all of them and by the workmen's Inspector and shallmyself sign it. One copy of this authenticated sketch is required to besent/delivered to the concerned D.G.M.S. officer.(3) After this, I shall collect all the eye-witnesses of the accident and otherrelevant witnesses like co-workers, supervisory personnel etc. at the site and

interrogate them to know the events prior to the accident, occurrence of theaccident, rescue/recovery work (if done prior to my arrival on the site).Evidence of illiterate witnesses will be recorded first, on the spot, if possible.(4) Then I shall record the evidence of all other witnesses in ascending orderof official status, in my office. In case of serious bodily injury, the evidence ofthe injured shall be recorded in the hospital/dispensary, the moment he is fitto dispose. His evidence is most important. If the injured is likely to die, hisdying declaration will be recorded on top priority. Constant touch withattending medical officer is necessary for this purpose.(5) All the evidences will be analyzed to conclude on the causes andcircumstances leading to the accident, pin point the responsibilities (if any)

(6) Finally, measures will be recommended to prevent similar accident infuture.(7) Proceedings will drawn against person found responsible for this accidentcausation, unless the accident is treated as a case of "misadventure" i.e.nobody's responsibility.

17) Discuss the provisions of mines rules 1955 which enablethe workers to participate in the safe working of themines. Suggest what may be done to make the provisionsmore effective?

Recognizing that much greater strides can be achieved by participation of

workers in safety management / programmes , the twin instruments of"workmen's inspector" and "safety committee" have been given statutorybacking by being incorporated in the mines rules 1955 in a new chapter IVB(rules 29Q to 29W). As per these rules (Rule 29Q), workmen's inspector arerequired to be appointed in every mine (Employing more than 500 workers)in three disciplines mining, electrical and mechanical. Their duties have beenprescribed U/R 29R and include inspection of workplace, roadways,equipment; intimation to the manager and inspector about urgent andimmediate danger; suggestion of immediate measures to avoid dangers;accompanying inspector of mines in course of complete inspection or if sorequired by him otherwise; and preparation of reports in form "U". As per

rule 29T, safety committee is required to be constituted at every mineemploying more than 100 persons, and this committee shall consist ofmanager (chairman), 5 officials or competent persons nominated bychairman, 5 workers nominated by workmen, the three workmen'sinspector's (mining, electrical and mechanical) and safety officer (or seniormost mine official next to manager where there is no so) as secretary. Thefunctions of safety committee are prescribed in Rule 29V which includesdiscussion on 'remedial measures' against unsafe conditions and practices as

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pointed out in "U" forms by the workmen's inspector or otherwise brought tothe notice of the committee and making recommendations ; consideration ofthe proposed safety and health measures before commissioning of any newdistrict , of new electrical and mechanical installation or introduction of newmining technique and making appropriate recommendation ;discussion on

the reports of enquiry into accidents; formulation of safety campaign basedon accident analysis and serving as a "Forum" for communication on safetyand occupational health matter. The safety committee shall meet once in 30days .Both these instruments are "bi-partite" in nature i.e. they consist ofmanagements and workers representatives. The concept underlying thisconcept is that when workers participate in safety activities, the safetydecisions are not taken by management alone and imposed on the workers,but the problems are explained in details and the workers are made toparticipate in the analysis and arriving at decision with managementguidance. In this system, the workers are "involved" in the "safety decisionmaking process" and are committed to that extent which they can, with

some justification, claim to be their own .Conforming such decision gives theworker a needed challenge and satisfaction on it's achievements, Thesystem meets to some extent the ego needs of individuals therebyincreasing worker's motivation and creating conditions for greater safety andrisk reduction.

MEASURES SUGGESTED TO MAKE PROVISIONS MORE EFFECTIVE:1. The training imparted to workmen's inspector should be more intensive

and purpose oriented .They should be made to realise that their main role isto protect the interest of workers as far as their health and safety areconcerned and has to engender confidence in workmen that their place ofwork is under close watch continuously to keep it safe and healthy.2. The members of safety committee should be thoroughly trained so thatthey may feel important, involved and committed. The training shouldinclude inculcation of better attitude towards work, improved motivation,perception-conditioning etc. They should act as "catalyst" in promotingbetter work environment, work-practice and quality of work life (QWL)3. The safety committee meetings should be attained by senior officialsabove manager rank to boost the morale of the participants.

4. Better IR between management and workers; otherwise the workersrepresentative may feel that their participation is in the interest of themanagement and not oriented to the health, safety and welfare of theworkers.5. Last but not the least, the workmen's inspector and the member of thesafety committee should be made "value oriented" in their approach byselling the "motto" that "skill-rich" approach will not achieve the desired

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results unless it is "value rich" also. "Desirable values" should beincorporated in the "means" to achieve the "end" of "Desired value".

18) What should be the sampling procedure of air-born dustin Mechanized Opencast mine? Describe with line diagram

the principle of operation of a Gravimetric dust samplerapproved by DGMS.

1) General sampling procedure:In mechanized Opencast mine sampling by "Personal" samplers is consideredmore reliable than sampling by fixed point sampler. However, sampling byfixed point simpler should be taken at the working places near the persons. Itshould be carried out with the air inlet to the instrument facing the returnside of the point of dust generation. Direction of the air current should bekept in mind and instrument should be kept horizontal and positioned atabout breathing level. NCB/MRE Gravimetric Dust Sampler Type 113A or its

approved equivalent may be used for such fixed point sampling. PersonalSamplers also should be of approved type. Personal samplers give theassessment of the dust dose of an individual during a shift whereas a fixedtype sampler gives mainly the assessment of the work place environment.

2) Sampling Position:Personal sampler shall be attached to the worker. fixed type sampler shouldbe placed as follows. A) The sampler should be placed adjacent to theoperator within one meter, in bye of his normal working position and on thereturn side of the point of dust generation B) in no case shall the device beinstalled behind the operator.

3) Duration of sample:A working place should be sampled continuously during the whole of theworking shift from the time men reach the working place to the time theylive. In case of personal sampler the sampler shall be attached to the personfrom the time he enters the mine to the time he leaves the mine.

4) Frequency of Sampling:Every place where people are at work shall be sampled once in every month.If the respirable dust concentration exceeds the T.L.V prescribed for the typeof dust. Then the face shall be sampled again for 5 times in the next 7

successive shifts and continue till the concentration comes within T.L.V. Oncethe respirable dust content falls to TLV. or below, the monthly samplingschedule shall be followed.

5) Quartz content:since the TLV of dust concentration is related to % silica content in therespirable dust, the quartz or free silica content of each sample of air borne

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dust shall be ascertained to determine the TLV of respirable dust of all oresexcept manganese and asbestos.

6) Defective sample:if the analyzing laboratory is of the opinion that the sample is not

representative of the mine atmosphere, the sample should be disregardedand fresh sample should be taken.

7) Recording of results:record of respirable dust content and the quartz content of the samples shallbe kept in a bound paged book. The record should include the place ofdrawing sample and date of sampling. The place were samples were drawnshould be shown on a plan in a suitable scale.

SCHEMATIC DIAGRAM OF MRE/NCB GRAVIMETRIC DUST SAMPLER-TYPE 113A

NCB/MRE Gravimetric Dust Sampler-type 113A is approved by CIM forsampling air-borne dust in mines. It is a self-powered, portable, intrinsicallysafe instrument for obtaining Gravimetric samples of respirable air-bornedust in mines. An electrically driven pump A (shown by diagram above)draws air to be sampled through a filter disc B at 2.5 liters per minute so thatonly respirable fraction of air-borne dust is collected. A size selector C is usedbefore air is passed through filter paper. Size selector is multi channelhorizontal plate elutriator allowing only the respirable fraction of air borne

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dust slotted intake plate E fitted over elutriator entry minimizes effects ofexternal air flow and gives pressure stabilization and equalization inelutriator plates. Rear of each horizontal plate is lipped at F to preventaccidental shaking on to filter disc of oversize dust deposited in elutriator.Transfer hood G between end of elutriator and filter disc is held in position by

two screws. Motor H runs at constant speed controlled electronically. Flow ofair via leaf valve J and pulsation damper K passes through flow meter L.Counter M is geared to the motor and displays total air flow in liters. Afterclean air passes through flow meter it exhausts inside the main case andmaintains it at a slight pressure thus preventing dust entry. The weight ofthe instrument is 4 Kg.

[In 1959, Johannesburg International Conference on Pneumoconiosisrecommended that mass concentration of respirable dust (determined byweighing) was best descriptive parameter to measure Pneumoconiosishazard. Earlier, the index for measurement of dustiness was number of

particles per unit volume of air breathed (p.p.a.e) - particles per cubiccentimeter. Gravimetric- means by "weight"]

19) What are the occupational diseases notified by CentralGovt. as diseases "connected with mining operation" underSec.25 of the Mine's Act 1952? What is the "ManganesePoisoning"? What are the symptoms and preventivemeasures?

The following diseases have been notified by Central Govt. under" Sec.25 ofthe Mine's Act 1952 as diseases "connected with mining operation:-

1) Silicosis2) Pneumoconiosis3) Manganese Poisoning4) Asbestosis5) Cancer of Lung or the stomach or the pleura and peritoneum(i.e.mesotheliomas)

PNEUMOCONOISIS: This word has been derived fro Greek word "pneumon"which means lung and "conis" which means dust and is applied to allconditions in the lungs resulting from inhalation of dust as mentioned above.From pathological point of view it can be divided into two groups (a)

collagenous and (b) non-collagenous. The former is caused by non fibrogenicdust and is characterized by(i) alveolar architecture remaining in tact (ii)minimal stromal reaction and (iii)reversibility of dust reaction. Where as thenon collagenous is characterized by(i) permanent alteration or destruction ofalveolar architecture(ii)stromal reaction moderate to maximaland(iii)permanent scarring of lungs. Dyspnoea (inelasticity of the lung) ofdifferent grades of severity develops under one of the following conditions(a)appearance of massive conglomerate lesions(injury) (b) presence of active

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tuberculosis (c) recurrent respiratory tract infection (d) associated chronicbronchitis (e) development of ear- pulmonate. The condition is not curable.Proper evaluation of "disability" is needed for compensation.

SILICOSIS: Of all the types of pneumoconiosis met with in mines silicosis is

the most dangerous since it can affect people fatally and is progressive innature .it is characterized by development of nodular fibrosis in the lungtissue. Calcarious development at the centre of nodules is noticed in certaincases. It is caused primarily by inhalation of respirable dust rich in free silica(SiO2). It results in inelasticity of lungs, shortening of breath and cough withimpaired chest expansion .In advanced stages it is normally associated withtuberculosis infection which may modify the symptoms .The cause of nodularfibrosis is believed to be the toxic action of high polymers of silicic acidformed by dissolution of free silica in the lung fluid. There has not beenapproved cure, so far, of silicosis, though its associated tuberculosis isamenable to treatment. Aluminum prophylaxis and therapy for treatment of

silicosis have been tried in Canada and other countries since 1937 withencouraging results, but they have not yet been widely applied in mines.Experiment has been carried out in Germany from preventing dangeroussilica dust from reaching the alveoli of the lung by artificially increasing theirsize. This is done by releasing a large quantity of fine aerosol (0.05m size)of sodium chloride into the dusty air. Owing to Brownian motion, severalparticles of sodium chloride coagulate with each dust particle .Thehygroscopic salt absorbs moisture when passing through moist respiratorytract and makes the dust particle grow in size by condensation of water onthem. But this is yet to be tried fully on man .Silicosis is a notifiedoccupational disease and compensable by law.

Manganese Poisoning is an occupational disease notified by Central Govt.under Sec.25 of the Mine's Act 1952 and is compensable. It is caused by theinhalation of fine manganese dust in contamination of food stuff bymanganese dust if taken without washing the hands and mouth. Ifincapacitates a person if the dose exceeds a certain limit. The poison attacksthe brain and affects the so-called extra pyramidal system. It developsdrowsiness and insomnia as well. Other symptoms are muscular paincramps, stiffness of limbs and involuntary tremors. It affects the nervoussystem resulting in occasional uncontrollable laughter and/or crying. Theremay be impulsive acts such as running, dancing, singing etc. The victim may

be aggressive and his speech disturbance may also occur. There is nospecific remedy for this disease and the effected patient should berehabilitated in new occupation suitable to their physical condition. If no suchalternative employment is available, such person shall be paid disabilityallowances as per Rule 82 A of Mine's Rule 1955.

As regards preventive measures DGMS Circular No.25 of 1961 hadprescribed ventilatory standards to obviate the Manager dust hazard in

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underground mines besides prohibiting dry drilling Reg. 124 of MMR,1961had been later amended in 1988to incorporate the time weighted averageconcentration of Mn-dust not more than 5 mg. per cubic of air sampled by agravimetric dust sampler of a type approves by CIM and as determined inaccordance with the procedure specified by him by general or special order,

besides detailed dust sampling procedure.

[Ventilation standard recommended in CIM Circular no. 25 of 1961" Aminimum air velocity of 15m/min. at the work faces and dead ends at pointsnot more than 1.5m away from the face."]

20) Besides generation of fly rocks, what are the otherhazards associated with heavy blasting in opencast mines?How these can be minimized?

Besides generation of fly rocks, other hazards in heavy blasts in opencast

mines are-(i) ground vibration(ii) air blast and noise(iii) pre mature blast and mis-fire(iv) noxious fumes(v)back-breaks(vi) impact on wild life in forest area

(i) ground vibration-every blast, however small, generates ground vibration and large blastsinvariably cause ground vibration of alarming proportion when these areinflicted on dwellings, monuments and other surface features of

significance. The ground vibration generated by a given blast depends onthe maximum charge per delay, distance from the site of blasts andgeology of the site. Several formulae have been devised for calculatingthe peak particle velocity. The most accepted formula is the square rootscaled distance (m/Kg1/2, where m=distance in meters, Kg=weight ofcharge in one delay). By instrumentation, propagation equations may beworked out for each site where precise control is desired with the help of'controlled blasting' and close monitoring, by instrumentation it is possibleto keep the ground vibration within prescribed limit of "no damage" value.As per CMRI study , " no damage" level of ground vibration for safety ofstructures has been prescribed as PPV of 12.5 mm/sec.

(ii) air blast and noise-The major factors contributing to these hazards are-

. Blown out shots

. Inadequate burden on the front row of holes

. Excessive charge per hole

. Poor confinement of explosives

. Poor fragmentation

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. Exposed detonating cordThese can be minimized by optimizing all the blasting parameters andcovering the detonating cord by at-least 20 cm. sand layer all along its run.

(iii) Premature blast and misfire-

Long lead time, thunderstorm, lightening, dust storms, static electricity,stray current from electric machinery and overhead lines may contributeto these hazards. Use of non-electric detonators and other precautionsprescribed by DGMS for heavy blasting, careful handling of blasted mass,reduction of delay interval between the rows and s