Resumo

VOGT, D.  e  HATTINGH, T.. The importance of people in the process of converting a narrow tabular hard-rock mine to mechanization. J. S. Afr. Inst. Min. Metall. [online]. 2016, vol.116, n.3, pp.265-274. ISSN 2411-9717.  http://dx.doi.org/10.17159/2411-9717/2016/v116n3a8.

This paper argues that the technology change to mechanization is also going to require a change in people. It presents a model for technological progress and adapts it to the mining industry. It then goes on to motivate the need for mines to become learning organizations in order to achieve maximum value from their people as they become less labour-intensive. In an important sense, mechanization is as much about knowledge as it is about technology. The change when a mine introduces mechanization or a level of automation is not simply one of technology but also a stage in the development of mining from 'art' to 'science'. 'Art' describes a state of technology characterized by tacit knowledge, an understanding that comes only from experience, and has no formal procedures and little structure. In contrast, 'science' represents a state of technology where all the component processes are understood in detail, all knowledge is explicit, and processes and structures are formal. Studies of other industries, including metal part manufacture and aviation, show that each stage in the progression from art to science changes the nature of the organization and requires a different mix of skills from the workforce. Perhaps the most important change is the increase in knowledge and decision-making required as the technology gets closer to science. There is anecdotal evidence that South African underground hard-rock mines are not learning organizations. Mines by their nature are capital-intensive with long lead times from investment to returns, so there is reluctance to change from the original plans or to encourage staff to think independently. Particularly as mines move from art to science, this reluctance must be overcome. The important lesson for engineers involved in introducing mechanization is to understand that success or failure will be determined by the people involved, and not solely by the technology. The process will almost certainly require a culture change on the mine. We recommend that the mechanization team includes an expert in human and organizational behaviour to ensure that a receptive workforce and management are in place to accept the new technology when it arrives..

Palavras-chave : levels of technology; mechanization; underground mining; productivity; change management.

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