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NOC Code: NOC Code: 8221 Occupation: Supervisors, mining and quarrying
Occupation Description: Occupation Description:
Supervisors in this unit group supervise and co-ordinate activities of workers engaged in underground and surface mining operations and quarries. They are employed by coal, metal and non-metallic mineral mines and quarries. Supervisors in this unit group supervise and co-ordinate activities of workers engaged in underground and surface mining operations and quarries. They are employed by coal, metal and non-metallic mineral mines and quarries.

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Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3 4
Writing Writing 1 2 3
Document Use Document Use 1 2 3
Digital Technology Digital Technology 1 2
Oral Communication Oral Communication 1 2 3
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3
Measurement and Calculation Measurement and Calculation 1 2 3
Data Analysis Data Analysis 1 2 3
Numerical Estimation Numerical Estimation 1 2
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3
Decision Making Decision Making 1 2
Problem Solving Problem Solving 1 2 3
Finding Information Finding Information 1 2 3
Critical Thinking Critical Thinking 1 2 3

  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.

  • Read workers' narrative accounts on accident report forms and summaries of health and safety incidents. For example, read operators' descriptions of accidents and near miss incidents, their analyses of actions and conditions that caused the events and suggestions of what can be done to prevent further accidents and near misses. Read daily summaries of health and safety incidents that have occurred within the organization. (2)
  • Read notes and logbook entries. For example, read notes about maintenance and repair that operators have written on equipment checklists. Read previous shift supervisors' logbook entries to learn about changes to work plans, equipment breakdowns and safety concerns. (2)
  • Read email from supervisors, co-workers and contractors. For example, read email from supervisors about production requirements and changes to policies and procedures. Read email from co-workers to learn about details of blasting schedules and plans for new drill areas and haul roads. Read email from human resources personnel to learn about matters such as crew members who are on long-term disability. (2)
  • Read a variety of manuals. For example, skim equipment manuals when troubleshooting equipment malfunctions. Read the organization's policy and procedure manuals to remain knowledgeable about health and safety requirements, investigation and documentation procedures, environmental policies and training requirements. (3)
  • Read articles in trade magazines. For example, read magazine articles about long hole drilling, monitoring open pit high walls and minimizing environmental impacts when blasting near migration routes. (3)
  • Review and revise standard job procedures. For example, read detailed descriptions of job tasks such as 'walk around' inspections for haul trucks which specify safety requirements, sequences of task steps, potential problems and recommended controls. Read detailed procedures outlining safety requirements and job steps for operating equipment and performing tasks such as unloading waste rock on berms and backing into shovel-loading positions. (3)
  • Read operating and investigation reports. For example, read reports on mine safety practices and environmental compliance to determine areas requiring improvement. Read engineering reports on topics such as slope stability to understand the implications of mining particular locations. (4)
  • Read and interpret legislation and collective agreements. For example, read various Mines Acts to remain knowledgeable about provincial and territorial mining regulations and compliance requirements. Read collective agreements to ensure you are compliant with contract provisions. (4)
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  • Write reminders and notes for co-workers. For example, write reminders for operators' requests, safety concerns and production matters so that this information can be included in end-of-shift reports. Write notes to operators to remind them of changes to shift schedules and training courses. (1)
  • Write email and memos. For example, email supervisors to inform them of employees' overtime schedules, changes to planned maintenance shutdowns and suggested operating procedure revisions for new equipment. Email suppliers and manufacturers asking for clarifications such as the wear factors on grader tires. Write memos to co-workers explaining actions taken in response to non-conformance reports, giving them updates to training schedules and documenting meeting discussions and decisions. (2)
  • Write performance evaluations for workers you supervise. For example, complete training and performance reviews. Describe tasks performed, training attended, competencies demonstrated and deficiencies observed. Document actions taken to address deficiencies. (3)
  • Write operating and accident investigation reports. For example, write end-of-shift reports which summarize activities and accomplishments, describe tasks yet to be completed and give instructions to supervisors of subsequent shifts. Include detailed descriptions of equipment malfunctions and resulting delays and describe actions taken to manage and minimize negative effects on production. Prepare accident and incident investigation reports in which you describe sequences of events, explain actions taken and summarize the perspectives of people involved. Provide details of operators' actions, weather and other factors which may have contributed to incidents and accidents. Outline your recommendations for corrective and preventative actions. Be concise and accurate because these reports may be used during further investigations by organizations such as Workers' Compensation Boards. (3)
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Document Use
  • Locate data in various forms. For example, identify operators' availabilities and equipment assignments on line-up sheets. Locate production totals on operators' daily reports. Confirm materials and quantities on invoices, work orders and bills of lading. Identify upcoming work locations and blast areas in monthly mine operation schedules. (2)
  • Locate mine details on maps. For example, identify current and planned blast areas, bench numbers, changes to ramp roads, current loading areas and planned development areas when determining work plans for shifts. (2)
  • Locate data in graphs. For example, view line graphs showing ground vibration levels resulting from blasts. View bar graphs showing daily production totals for each piece of equipment and for day and night shifts. (2)
  • Locate parts and task sequences in assembly diagrams. For example, identify construction and disassembly sequences for crushers and other equipment. (2)
  • Locate data in lists and tables. For example, supervisors in granite quarries scan various lists to locate identification numbers of granite to be shipped, verify equipment availability and confirm that operators' have completed their daily vehicle inspections, initial drill rig checks, blasting inspections and reviews. They may review analysis tables which show chemical compositions and types of rocks being mined. (2)
  • Complete entry forms. For example, record quantities and costs on purchase and requisition forms when ordering new personal protective equipment and replacement parts for equipment. Complete workplace audit forms during safety inspections. Record types, locations and quantities of materials moved by equipment on daily production reports. Summarize crews' hours and enter rates of pay on payroll forms. Enter dates, times and names of people involved in incident and accident forms. Record preparatory activities and planned drill hole patterns on blasting reports. (3)
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Digital Technology
  • Use word processing to write memos to managers to inform them of shutdowns and to provide them with production data. Create production and accident investigation reports for managers. (2)
  • Use database software to enter and locate data in inventory control databases. Enter production data into the organization's mine management databases. (2)
  • Search websites for equipment parts and suppliers. Check bookmarked websites for weather reports and mining legislation. (2)
  • Set up spreadsheets to organize production data, schedules and equipment maintenance data. (2)
  • Exchange email and attachments with co-workers, contractors and suppliers. Use the calendar functions of email programs to manage appointments. (2)
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Oral Communication
  • Lead meetings with your crews. For example, meet with crew members to assign duties and equipment and outline task sequencing and timelines. Explain new tasks and operating procedures for newly-acquired equipment. Review daily production goals, equipment maintenance concerns, safety regulations and safety concerns such as causes of accidents and incidents. (2)
  • Discuss ongoing work with contractors and suppliers. For example, inform mechanical contractors of part deliveries and coordinate the equipment stoppages and closures needed for repairs. Describe overburdens and discuss removal plans with excavation contractors. Discuss tire durability and wear with equipment and parts suppliers. (2)
  • Discuss mine operations with co-workers and managers. For example, exchange production details such as work completed and remaining and equipment malfunctions with your 'cross shifts'. Discuss blasting schedules and locations with blasting foremen and coordinate repair work for malfunctioning equipment with maintenance supervisors. Discuss quality concerns such as substandard quality control results with inspectors and quality control technicians. Discuss mine operations, production targets, strategies for equipment maintenance and planned shutdowns with mine managers. Review incidents and accidents and steps taken to ensure safety compliance. (3)
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Scheduling or Budgeting and Accounting
  • Schedule equipment and operators to meet production requirements for your shifts. Adjust work schedules as needed in response to equipment malfunctions, weather conditions and operators' availability. (3)
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Measurement and Calculation
  • Take a variety of measurements. For example, measure berm heights with tapes. Supervisors in granite quarries measure the length, height and width of granite blocks. Supervisors in underground mines may measure gas concentrations with various gas detection and air quality monitoring equipment. (1)
  • Calculate production quantities. For example, calculate volumes of rock, gravel and fill excavated and moved. Calculate quantities of supplies and fuels transported over winter haul roads. Calculate amounts of explosives to be used when blasting. (3)
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Data Analysis
  • Collect and monitor data on mine safety and environmental effects. For example, compare air quality readings, blasting noise and ground blast vibration levels to acceptable ranges. Supervisors in open pit mines may record berm drop-offs at regular intervals to ensure settlements do not exceed specifications. (2)
  • Collect and analyze production data. For example, track and monitor amounts, types and destinations of mining materials. Record and monitor equipment and operator delays and downtime hours. Use this data when comparing your shifts' productivity to daily and weekly production targets. Calculate average production per shift and compare your crews' productivity from month to month. (3)
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Numerical Estimation
  • Estimate heights, widths, volumes and areas. For example, estimate berm heights, road widths, tonnes of materials moved and areas required to store products. (2)
  • Estimate time required to complete tasks when scheduling operators and equipment. (2)
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Job Task Planning and Organizing
  • Supervisors of mining and quarrying are responsible for planning and organizing their own job tasks within the requirements of mines' production plans. They attend shift exchange meetings to understand previous shifts' accomplishments and learn about any disruptions that may require adjustments to their shift plans. Throughout their shift, they often make adjustments to their schedules in response to production slow-downs, equipment breakdowns and changes in the weather. Supervisors of mining and quarrying are responsible for the planning, scheduling and dispatching of operators and equipment to meet daily production goals. They also participate in the planning of mine operations. (3)
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Decision Making
  • Choose assignments for equipment and operators. Assign operators to equipment according to their qualifications, experience and availability. Choose tasks and locations for equipment according to production requirements. (2)
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Problem Solving
  • Production targets cannot be met because of equipment malfunctions and the low quality of materials at current mining locations. When equipment breaks down, call mechanics and outside service contractors to carry out repairs. When yields are below targets, inspect sites, review engineering plans, analyze historical yields and discuss your findings with mine managers and engineers. In some cases, move operators and equipment to other areas of mining sites. (2)
  • Production plans cannot proceed because of unsafe work conditions. Ask operators to complete tasks such as breaking-up frozen rock piles, clearing blocked roadways and digging deeper drainage ditches to prevent water overflow. Re-position equipment and reassign operators in response to environmental safety concerns such as high levels of methane and fuel spills. Restrict access to these areas until air quality readings are within acceptable ranges and fuel spills have been cleaned up. (3)
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Finding Information
  • Find information about safety regulations from mining legislation and the organization's policies and procedures manuals. (2)
  • Find information about previous shifts by speaking with 'cross shift' foremen and reading incident reports and production schedules. (2)
  • Find information about production levels by speaking with dispatchers, reviewing data in computerized mining modules and speaking with operators. (3)
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Critical Thinking
  • Evaluate efficiency of production processes. Review production figures for each operator and piece of equipment. Examine the causes of operator and equipment downtime and delays due to bad weather and poor road conditions. Make assessments within the context of daily, weekly and monthly production goals for the mine. (3)
  • Assess the safety of mining operations. Observe crew members and equipment at work. Confirm the use of personal protective equipment and check to see that standard operating procedures are being followed. Review equipment and inspection logs and incident and accident reports. Talk to operators to ensure they are alert and fit for work. (3)
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