ODDS ‘N’ SODS — Surprises at a state-run operation

After two and a half years of doing business with some of the largest mining corporations in Asia, we were excited to finally receive government approval to visit a new, state-run modern surface mining operation in 1991. We were the first official foreigners to receive such an invitation.

It was a difficult 22-hour trip to the mine site. Our morning greeting at the train station was nothing less than royal. The mine tour through engineering and mineral processing contained the finest in computerized equipment and software. Purchasing and stores as well as parts were completely computerized and pit control was reminiscent of a NASA launch site. All of the mine equipment was cleaned daily to maintain its new appearance. Needless to say, we were highly impressed.

The following day, we were granted free mine access and headed into the pit with our guide and interpreter, using a hard copy of the truck and shovel traffic flow printout as our road map.

While observing the operations, we saw many 3-member road crews with a tamp, shovel and wheelbarrow filling potholes in the roadway. Having passed a large front-end loader and crew earlier, we returned past the same bench location later to again witness the same sight.

The front-end loader had been parked toward a large muck pile. Nine mine personnel in 3-member teams were busy at work — three on one side of the pile, three on the top and three on the other side. The first person in line would shovel 10 scoops of muck into the front-end loader bucket as fast as he could, then pass the shovel to the person behind him.

The 3-man teams continued this relentlessly until the bucket was full. Upon giving the proper arm signal, to seemingly nobody, a grader operator came from the far side of the pit, parked the grader, started up the loader and proceeded to dump the load over the bank. After the 50-metre round trip, the operator returned the loader to its original position, then proceeded back to his grader and off down the bench.

After contemplating the obvious question for a considerable length of time, I politely asked our interpreter: “Why would a mine with state-of-the-art technology and ample equipment utilize manual labor for road repair and muck removal?” After several back-and-forth discussions between our guide and interpreter, we had our answer.

“Each mine that the state owned required so many employees per tonne,” our guide informed us in the most matter-of-fact way. “Since this mine was producing a certain tonnage output, that means it required 13,500 employees. So this mine must also employ the same number of people per-tonnage output as other mines. As this is a modern mine, however, the other employees must do other forms of labor. The modern equipment can only be used for important functions. They were too important to do small jobs.”

Perhaps mine planning needs a new input quotient?

Loaded with new ideas for the future, I proceeded to the town-site local post office for stamps to mail a few souvenir cards. After a great debate on the proper amount of local currency needed to satisfy the postmaster, I began to spread out my stack of cards.

Several of the postal employees gathered at the counter, gazing at me, as I was transferring a stamp from my mouth to a postcard. After several attempts to moisten the stamp, it started to tightly curl beyond recognition. Noticing the excitement created by my presence, our guide approached the counter to see what was happening. After a few moments of rapid discussion, the room erupted in laughter. The postmaster gently slid a small bucket and brush across the counter. With a nod of the head, he carefully retrieved a single stamp from my pile, artistically applied paste to the entire back of the stamp and gently pressed it in place on my postcard. With his best toothless smile, he courteously returned my postcard complete with stamp. As my guide and I left the post office, the employees were heard discussing the fact why any person in his right mind, from a big modern country, would want to put stamps in his mouth.

— R.A. Peterson is international manager for a company based in Langley, B.C.