2010 in review
The stats helper monkeys at WordPress.com mulled over how this blog did in 2010, and here’s a high level summary of its overall blog health:
The Blog-Health-o-Meter™ reads This blog is doing awesome!.
Crunchy numbers
A Boeing 747-400 passenger jet can hold 416 passengers. This blog was viewed about 3,700 times in 2010. That’s about 9 full 747s.
In 2010, there were 5 new posts, not bad for the first year! There were 8 pictures uploaded, taking up a total of 197kb.
The busiest day of the year was July 21st with 41 views. The most popular post that day was Mine Value Chain Analysis – Part 3 End.
Where did they come from?
The top referring sites in 2010 were digg.com, ithinkmining.com, facebook.com, obama-scandal-exposed.co.cc, and slashingtongue.com.
Some visitors came searching, mostly for mining value chain, value chain analysis, value chain template, mining industry value chain, and value chain analysis template.
Attractions in 2010
These are the posts and pages that got the most views in 2010.
Mine Value Chain Analysis – Part 3 End March 2010
1 comment
Mine Value Chain Analysis – Part 2 March 2010
1 comment
Mine Value Chain Analysis – part 1 March 2010
2 comments
working in mining industry – did you plan it or just stumbled upon an opportunity? March 2010
5 comments
Mining and Metals Scenario 2030 at World Economic Forum: Where Will Indonesia Be Heading? October 2010
Mining and Metals Scenario 2030 at World Economic Forum: Where Will Indonesia Be Heading?
An Invitation for Discussion: Source McKinsey Report Mining Metals Scenario 2030
The World Economic Forum launched the Mining and Metals Scenario project in January 2009 in collaboration with International Finance Corporation and the McKinsey Company. I just read the report released on that process of discussion involving more than 200 world leaders from private sector, government, and NGOs and would like to share my thoughts on using the report as basis for an invitation to discussion as to what Indonesia should do with the different scenarios based on current domestic development. Scenarios are different from forecasts that they represent stories about the future context that are relevant, plausible, challenging and divergent. We can not expect scenarios to come true as it stands but it can help us learn and generate insights both from exploring a scenario and from comparing an contrasting them.
The World Economic Forum’s scenario development starts with one central question “How will the environment for the global mining and metal sector look in 2030?” Through a five steps process the forum identifies 60 driving forces with they own degree of uncertainty and degree of impact and categorized in social, technological, economic, environmental, and geopolitical. The forum agreed that these predetermined elements are relatively predictable and play key roles in shaping the future context of the future for the mining and metal sectors:
- Population growth and urbanizations
- The commodities productions are spread around the world
People living in urban areas will double from 3.2 billions in 2005 to 6.4 billions in 2050 or around 60-80 million people will migrate to cities every year. The productions of valued commodities are spread around the world with Asia supplies the world 55% of coal, 33% of iron ore, 17% of cold, 13% silver and 12% gold. Indonesia is one of the world top 10 emerging countries by size of resource for: copper, gold, and coal. The challenge in the future is the depletion of current resources while replenishment is increasingly difficult.
The Three Scenarios
There are three scenarios put forth by the forum considering eight critical uncertainties in geo-economic landscape, geopolitical landscape, economic outlook, and environmental outlook categories. Depending on the degree of uncertainty of those eight critical uncertainties and which has higher degree of impact, the scenarios unfold.
Green Trade Alliance: In 2030, the world is divided and countries are defined economically by whether or not they belong to the Green Trade Alliance (GTA), formed in 2016 to promote “environmental sustainability without compromising competitiveness.” GTA countries, including some industrialized, resource-rich and developing countries have experienced a period of accelerating innovation and lifestyle changes. While there is strong alignment among GTA countries, non-GTA countries operate independently.
Rebased Globalism: In 2030, the world is committed to realizing the benefits of global interconnection but has become for more complex and multi-polar. Power comes from control of resources as well as possession of capital, with resource rich countries playing by their own rules. Civil society gas gained power, resulting in various local laws that affect global corporations.
Resource Security: In 2030, the era of globalization is a distant memory as nations prioritize narrow self interests. They hoard domestic resources, enter cartels based on regional and ideology alliances and resource blocks, and engage in neo-colonialism and import substitution strategies
to be continued
Mine Value Chain Analysis – Part 3 End
This is the third and last article on Mine Value Chain Analysis which examines use of mining time and costs information from the activity and value analysis sessions on the mine operation value chains to get another perspective that can assist in determining business improvement focus area. I will show one way to use the output document of this method by using the idea of generating at the maximum return of operational costs activities by using the Net Present Value concept.
In the second article of the mine value chain analysis series, we have done activity analysis of the value chains and document information on the input, the output, flow of activities and assigned score on the mine capability on the processes within the chains. We can now use that information create a simplified view of the mine to port process and attached mining processing time and average operations costs information of the chain based on historical data.
Let use an example of a mine with surface and underground operation whose simplified value chain flow description may be described as value adding activities of its core business is to convert the potential metal in the mine to payable metal shipped to customers. Other activities are directed to support the process of converting ore mined from the surface and underground mines to dried metal concentrate ready on board ships going to customers’ sites which translates to revenues.
The activity requires mobile or fixed equipments and parts, skilled labor for operation, equipment maintenance and support, and supporting materials such diesel, oil, power, grinding balls, and explosives to extract, load, and convert ore to dried concentrates. A few of the activities in this operation may be outsourced to contractors which may contribute to better capability of the operations to execute. This may be controlled by a set of SLAs that are enforced in contractual agreements.
The core of the method is to measure the average time per unit time and average total cost of production per unit of time used for a unit of ore or metal to go through the mine operations value chain from the mine to shipping or to final destination. In simpler language, I just want to know if I paint a block of rock with red at the mine and follow that rock through the value chain, how many days it takes to become payable metal on the ship or smelter and how much it costs per day when progressing though the process. Granted the costs during each chain may be different per unit weight of the ore, but this is then the challenge. The team doing this should understand the process capacity, the historical data sources, the plant installed capacity versus historical throughput and other specific knowledge of the operations.
Start at the short term mine planning stage for example to identify in average how long to identify and create plan for detail mining schedule. This may take a few hours, a few days or a week to prepare plans and generate schedules for drill and blast sequence, equipment, shovel movement sequence and other things. The time to do this may be vary from mine to mine depending on how detail the plans are and how sophisticated the technology and process infrastructure is at the mine supporting the planners.
Next, the drilling and blast activities require preparation of pad, drilling, surveys, and explosives’ loading, and blasting. Consider how long it takes in average to prepare a broken muck for the next chain, excavation and hauling. There are a lot of ways to measure this starting from simple arithmetic of calculating the process capacity of generating broken muck per day based on field notes and how long until the broken mucks are excavated by the shovel. Another way is to get historical data and do a statistical analysis to arrive at a regression model that relates some mining variables to the ability of the process to generate historical muck tones.
Do the exercise along the chains to the downstream processes and then document the mining times for each of the chain considering each chain processing capacity and documenting variance of tonnages from the output point of one chain when it is fed to the next chain as input. This will provides a high level overview of the average material “leaks” between processes which is what mining reconciliations focus on. During this exercise you will appreciate the overall reconciliations issues that arise between chains from mine to ship or smelters when collecting data from different sources. Sometimes for the same metric we can get different numbers depending on whether you are getting the information from the department responsible for the previous chain or from the division responsible for the next chain.
The next part and one of the more exciting and may be confusing part of this method is to determine the cost per day of a value chain. The challenge is to relate cost components in the company accounting information system with the activities in the value chain to arrive at historical average cost per day spent the process. When a mine employs activities based costing, the task of correlating costs to activities in the value chain is less daunting. Start with a good flow sheet template for mining activities and work to associate costs from the company transactions journals to the activities if you have access to the financial details data. If you have monthly or even yearly “official” information published by accounting or independent auditors, you can use that too and just divide by 365 to get the per day costs for each of the activities in the value chain.
One reference site that I find very useful in providing a guideline on the costs of activities of a mine is Minecost.com web site at http://www.minecost.com where there is a lot of information of yearly historical cost structures of mines all over the world and whose information may be purchased for your mine. Minecost.com is a forum of world mine finance data exchange which provides mine costs spreadsheets model and operating costs information based on verifiable engineering and production data and peer review by mining industry analysts from around the world. However, use the data wit a grain of salt since if you are at the inside of your company, you should have much better access to more detailed financial data but it will help to keep an eye of the numbers if the gap is too wide just as a check. The following graph shows how the cost of a mine compares to other mines around the world available of Minecost.com.
Example of cost components for the example mine adapted from the Minecost.com flow sheet template in a simplified version is shown below and by no means reflect your mine situations.
• Surface Mine
- Drill and Blast (Ore and Waste)
- Load and Haul (Ore and Waste)
- In Pit Crushing
- Ore Transport to Mill
- Stockpile Store and Reclaim
- Mine Services
- Mine Administration
• Underground Mine
- Development
- Mining
- Underground Crushing
- Ore and Waste Haul
- Ore Transport
- Ventilation and Dewatering
- Mine Services
- Mine Administration
• Ore Processing Plant
- Washing and Screening
- Crushing, Grinding, Flotation, Thickening, and Fitration
- Tailing Disposals
- Mill Services
- Mill Administration
- Ore Stockpile and Reclaim
• Concentrate Handling
- Slurry Pipeline Concentrate Transport
- Concentrate Thicken and Drying
- Stockpile Store, Reclaim, and Ship
- Plant Services and Administration
• Product Shipping
• Supports, Administration, and other direct operation costs are included
• Revenues from payable metals
The process of collecting information and filtering usable data from myriad of internal and sources can be a little bit difficult but since this is a quick exercise to arrive at ballpark figures to determine improvement opportunities, do not exhaust yourselves with too much analysis and get drowned in too much data. The challenge is as I mentioned in the first article of the series, knowledge of data integration and data analysis with some statistics savvy but more important is the familiarity of the mining operations and understanding of how the mine operates reflected through its accounting information system.
Now that we have done the exercise we should arrive at the following simplified table which we will use to plot a graph showing the relationship between mining days and cost per day.
| Time Variable | Average time (days) | Cost per day $ |
| Process 1 | T0 | C0 |
| Process 2 | T1 | C1 |
| Process 3 | T2 | C2 |
| Process 4 | T3 | C3 |
| Process 5 | T4 | C4 |
| Process 6 | T5 | C5 |
| Process 7 | T6 | C6 |
| Process 8 | T7 | C7 |
| Process 9 | T8 | C8 |
| Process 10 | T9 | C9 |
| Process 11 | T10 | C10 |
| Process 12 | T11 | C11 |
| Process 13 | T12 | C12 |
| Process 14 | T13 | C13 |
Plotting the data in the table we can see for an imaginary mine that the cash flow has been negative until the payment for the metal delivered is realized. Using Net Present Value (NPV) calculation we understand that the longer the revenue is realized the lower the revenue contributes to positive NPV. Therefore it means that for maximum NPV we need be able to shorten the mining time from planning to accrual of revenues. Moreover we need to reduce the costs of each of activities therefore bringing the curve upward and the position of costs of T13 (revenue) higher in the graph as shown in the next graphs.
Target areas for business improvement activities can be identified in line with our objectives of shortening the time to accrual of revenues and reduction of costs. I will look of areas with for example steepest gradient which means activities that consumes the most operational cash per days or consuming largest cost in shortest time and those that has the least steep gradient meaning low cost with longest time. We can then adjust how much of cost increment we want to pay for faster process or how much costs we want reduced in return for longer process time. This then becomes an art which management should be able to work on for optimum mining time and costs/revenue combination. If the metal price at the spot market is good then there is a bigger incentive to accelerate process or may be the costs of business improvements will not justify the incremental benefits.
This brief article shows another perspective on finding opportunities for business improvement target areas during the mine value chain analysis. Of course the articles in this series are academic work with no promise of success when implemented in the field due to so many variables that can affect the outcome of business improvement initiatives. As mentioned, the success of any productivity improvement projects largely depends on management commitment as well as the organization capacity to align its people, process and technologies to business objectives. Hope the articles is useful for you and drop me a note at agus_daniel@yahoo.com if you like.
Mine Value Chain Analysis – Part 2
This is a second article on Mine Value Chain Analysis, starting with Michael Porter's value chain framework and applying it in simpler ways and reduced scope focusing on the mine operations value chain analysis.
The value chain analysis is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance. (Porter, M. E. (1996). What is strategy? Harvard Business Review, November-December, 61-78.The value chain). A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities. The value chain categorizes the generic value adding activities of an organization. The “primary activities” include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The “support activities” include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity.(http://en.wikipedia.org/wiki/Value_chain).
Mine value chain analysis may be applied to a business unit or extend to an extended supply chain encompassing businesses such as suppliers, producers, and distributors but a much more simplified approach for preliminary identification of business improvement opportunities is to focus on the operations which a primary activity in the Porter value chain framework. With this in mind, a methodology that is adapted to constraints and challenges mentioned in the first article in the author’s mine value chain analysis series is used. What is then mine value chain analysis in this much simplified context? Mine value chain analysis provides information on gaps between potential metal in the mine plan and realized payable metal caused by constraints in value adding process. More eloquently the mine value chain analysis may be described as below.
- It is a rapid analysis technique that outlines of a mine core business activities.
- It helps a mine operation produces a simple working model of the business.
- It identifies the key steps (links) in each business activity.
- It shows how to measure and control a mine operations value chains
- Name - What is the name of this core business activity?
- Description - How does this activity add value to the business
- Value Chain Links - What are the key steps in this activity?
- Metrics - How will you measure the success of this activity?
- Opportunities - What opportunities are there to improve this activity?
Value chain links are used breakdown the analysis of a complete value chain into manageable chunks and enables focus on each part of the activity within a value chain separately. The value of activities in the value chain needs to be established and a ranking attached to allow reference of how important the process in reference to other activities. Metrics are used to measure the operational efficiency of a mine operations in line with overall company’s objectives and attached to an acceptable range of performance or target performance. This enables mine management of your company to detect deviations from the plan and rapidly initiate corrective controls.
Once the Business opportunities identify areas for improvement within mine operations processes, the structured analysis of each business opportunity enables the managers of your company to correctly prioritize action based on initial cost/benefit estimates. As improvements projects are executed additional opportunities for improving business will be identified. These opportunities need to be effectively managed and feed back into the mine operations overall change management program.
|
Value Chain Link
|
Current Ability
|
Benefit
|
Costs
|
|
Process 1
|
6
|
7
|
5
|
|
Process 2
|
6
|
8
|
5
|
|
Process 3
|
8
|
4
|
3
|
|
Process 4
|
8
|
8
|
6
|
|
Process 5
|
5
|
9
|
6
|
|
Process 6
|
7
|
7
|
5
|
|
Process 7
|
7
|
8
|
5
|
This is a second article on Mine Value Chain Analysis, starting with Michael Porter's value chain framework and applying it in simpler ways and reduced scope focusing on the mine operations value chain analysis.
The value chain analysis is a concept from business management that was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance. (Porter, M. E. (1996). What is strategy? Harvard Business Review, November-December, 61-78.The value chain). A value chain is a chain of activities for a firm operating in a specific industry. The business unit is the appropriate level for construction of a value chain, not the divisional level or corporate level. Products pass through all activities of the chain in order, and at each activity the product gains some value. The chain of activities gives the products more added value than the sum of added values of all activities. It is important not to mix the concept of the value chain with the costs occurring throughout the activities. The value chain categorizes the generic value adding activities of an organization. The “primary activities” include: inbound logistics, operations (production), outbound logistics, marketing and sales (demand), and services (maintenance). The “support activities” include: administrative infrastructure management, human resource management, technology (R&D), and procurement. The costs and value drivers are identified for each value activity. (http://en.wikipedia.org/wiki/Value_chain).
Mine value chain analysis may be applied to a business unit or extend to an extended supply chain encompassing businesses such as suppliers, producers, and distributors but a much more simplified approach for preliminary identification of business improvement opportunities is to focus on the operations which a primary activity in the Porter value chain framework. With this in mind, a methodology that is adapted to constraints and challenges mentioned in the first article in the author’s mine value chain analysis series is used. What is then mine value chain analysis in this much simplified context? Mine value chain analysis provides information on gaps between potential metal in the mine plan and realized payable metal caused by constraints in value adding process. More eloquently the mine value chain analysis may be described as below.
- It is a rapid analysis technique that outlines of a mine core business activity.
- It helps a mine operation produces a simple working model of the business.
- It identifies the key steps (links) in each business activity.
- It shows how to measure and control a mine operations value chains
Now that we have established what value chain analysis is what are the detail steps in value chain analysis? It involves activity analysis, value analysis, and evaluation for each process in the value chain documenting the following:
- Name - What is the name of this core business activity?
- Description - How does this activity add value to the business
- Value Chain Links - What are the key steps in this activity?
- Metrics - How will you measure the success of this activity?
- Opportunities - What opportunities are there to improve this activity?
Value chain links are used breakdown the analysis of a complete value chain into manageable chunks and enables focus on each part of the activity within a value chain separately. The value of activities in the value chain needs to be established and a ranking attached to allow reference of how important the process in reference to other activities. Metrics are used to measure the operational efficiency of a mine operation in line with overall company’s objectives and attached to an acceptable range of performance or target performance. This enables mine management of your company to detect deviations from the plan and rapidly initiate corrective controls.
Once the Business opportunities identify areas for improvement within mine operations processes, the structured analysis of each business opportunity enables the managers of your company to correctly prioritize action based on initial cost/benefit estimates. As improvements projects are executed additional opportunities for improving business will be identified. These opportunities need to be effectively managed and feed back into the mine operations overall change management program.
The details document for the mine value chain should document for each chain: Input to the process, Description of the process in text, tabular and graphical formats, Output of the process, the process Current Ability, the value of Estimated benefit and Estimated Costs of the identified improvements opportunities. A generic rating that can be modified to suit each company’s tastes is established to put quantifiable measures for selecting the appropriate business improvement focus. There more ways to select the “right” focus given costs, resources, and technology constraints but a couple of examples are discussed for illustration.
The first example is to provide ratings for each process chain current ability (performance) with lowest value should be awarded to any link where the performance of the company appears to be exceptionally weak and highest value awarded to any link where the performance of the company appears to be exceptionally strong. Then a measure of additional benefit should indicate how much additional benefit the company could derive by being better at this particular value chain link on a scale of choice from lowest to highest. Lastly a Cost Rating should be assigned to indicate how much it is likely to cost to improve the performance of the mine operation at this value chain where the lowest value should be assigned to value chain links where improvements will have little or zero cost to the business the highest assigned to value chains where improvements will have major cost. To easily illustrate the summary report for this approach sees an example below.
The prioritization of business improvement target processes will be determined by a committee of management and technical experts in finance, technology, mining operations/engineering, and other support divisions with the mining operations division as the owner of the business improvement programs. It is very important that management support and commitment be obtained to initialize projects and to enable sustained results through change management. The incremental benefits with assigned DOLLAR VALUES of identified business improvement alternatives should be documented.
|
Value Chain Link |
Current Ability |
Benefit |
Costs |
|
Process 1 |
6 |
7 |
5 |
|
Process 2 |
6 |
8 |
5 |
|
Process 3 |
8 |
4 |
3 |
|
Process 4 |
8 |
8 |
6 |
|
Process 5 |
5 |
9 |
6 |
|
Process 6 |
7 |
7 |
5 |
|
Process 7 |
7 |
8 |
5 |
Further refinement to selection process is to consider a quantifiable value of chosen projects and assess the difficulty of the business improvement projects form the perspective of people, process, and technology. Much thought should be given to change management of culture and organization supporting the re-engineered processes or introduced technology. Here a thorough analysis should be done to arrive at assessed DIFFICULTY values to enable focus target project. A simple visual tool will allow quick overview to the summary of the analysis that has been done in details previously as input for decision makers.
The above methodology is adapted from Michael Porter’s value chain framework to assists mining operations business analyst in determining what to focus on to improve productivity through business improvement programs. There are many ways to Rome and certainly this is just one method that I have learned from mining and management literature as well as practical experiences as a consultant and later as a mining operator’s employee. Next part will discuss a novel approach to view the mining value chain from the good old Discounted Cash Flow perspective, using Time and Costs of mining to identify business improvement opportunities with the objective of realizing the cash sooner to reap the Net Present Value of potential cash when the price of commodities is good. This approach will be effective only when the company resources are aligned to support mining exploitations acceleration projects affecting people, processes, and technologies.
Mine Value Chain Analysis – part 1
The worlds mining operations were hit hard in 2009 when the prices of commodities drops significantly and many halted production, cut work force, and sell unproductive assets. Year 2010 shows a better commodity price upward run and many companies are pursuing new investment opportunities. Some companies pursue organic growth while others identify mergers or acquisitions. Whatever the longer term strategy chosen by companies, a recent article by Glenn Ives in Mining.com magazines provides some points for executives to focus on as top issues in their mining sectors. By looking at those issues executives can avoid scrambling for solutions without effective strategic guidance when things unfolds differently from the current strategic plan assumptions.
While strategic planning process provides general guidance for companies ability manage their performance, a more tactical approach must be employed to enable finding opportunities that would allow better executions of those strategies through the mine operations value chains. The key words during these days of constrained capital access is PRODUCTIVITY. In virtually all mining industry segments and across all geographical boundaries, multifactor productivity (MFP) lags manufacturing and the economy overall productivity trends. Business process improvement program is one vehicle that may be used to improve productivity in the mine. Many companies set up enterprise driven effort for enterprise business improvement using Six Sigma or other methodologies that focuses on asset performance management. I believe managing asset performance is as important as identifying the performance of assets as parts of the overall mine operations value chains. Focusing on an asset performance without considering the effect of upstream and downstream processes on that asset will not be effective so we need to be able to see the performance of current processes and identify opportunities before deciding to implement business improvement initiatives that are costly and has isolated benefits with positive or negative affect on other processes within the mine value chain.
In many mining companies, significant efforts have been performed by multiple parties within to improve their business covering people, process, and technology. To start identifying productivity improvement, an overall view of processes involved in producing revenue to the company (converting ore to valuable commodity products) is needed to give visibility to the key revenue drivers. There is also a need for transparency to the key revenue drivers will promote awareness for companies’ stake holders to better focus
on the right Key Performance Indicator (KPI) for future business improvement initiatives. One methodology to consider is mine value chain analysis which is a simple methodology to map the current business processes, review and measure the performance of major processes in the mine value chain, and identify opportunities for business improvements. What are we trying to achieve with this methodology is
The biggest challenge when doing this exercise is the mine value chain analysis team knowledge of the mining operations processes from planning, drilling and blasting, excavation and hauling, ore processing, all the way to product transport and shipping to the marketing planning for the products. Another important challenge is accessing the operations data for analysis, NOT necessarily the availability of the information but more to isolation of valuable data which may requires the team knowledge of not only data integration and computer skills but also advance statistical analysis knowledge to separate highly correlated data based on knowledge of mining processes as well as statistical output.
To be continued…..
working in mining industry – did you plan it or just stumbled upon an opportunity?
i grew up not knowing any mine existed but ended up spending last 10 years working at a mine in remote part of Indonesia. after a few years of US tertiary education, i came home to Indonesia with high hopes and high expectations. graduating with masters in electrical engineering and business administration, i was set to serve as a technocrat in one of the country’s research institutions working on electronic instrumentation research. after less than a year enjoying life as government employee, the country suddenly faced a multidimensional crisis which lasts till today with no end in sight.
The year was 1998, a 30-year-old regime crumbled and what happens during that period cast dark shadows of the future as a civil servant. Not being sure what the future holds i looked for a position in IT which I have a good background and landed on an IT contractor based in Australia, Mincom. That was the first time I have heard of a mine and found out that i was assigned to a large copper mine in papua and as soon as i joined the team, i was sent to that remote area of Indonesia, where the mine is located. at the time there was no intention to spend a good portion of my career in the mining industry but a few years later i am still here in papua working in different capacities at MIS department and now at geology services division to support the mine operation at the mine in papua.
my story of accidental entry to the mining industry is actually quite common at at where I work now since the mines employ more people with non-mining degrees to support the mining operations and sure is a story of a lot of people at mines all over the world that ends up working in the industry for years. How about you? share your stories…. how did you end up working in a mine?
