HND Project Stanley

CHAPTER 1 INTRODUCTION
1.1 CHAPTER INTRODUCTION

This chapter introduces the thesis by detailing the background to the research project. It
focuses on the background and the problem area of the prevailing systems of drilling
processes at KW Blasting. It also highlights the study justification, aim, objectives and
limitations encountered in carrying the study
1.2 PROBLEM STATEMENT
KW blasting has of late been incurring a series of high drilling costs and a reduction in the
plant availability. This is pulling down the expansion target of the organisation.
1.3 BACKGROUND OF NEED
KW blasting recently introduced a programme which emphasised on rig assistants to be

trained, however it was not followed closely due to the over shortage of manpower and
continuous shuffling of assistants. This continuous shuffling leads to deteriorating of
equipment. New assistants to the machines mean that drilling costs and plant availability
issues will always be a challenge to the organisation. Considering all these, then the need to
carry out a research to address the problem is of paramount importance to the organisation.
1.3.1 BACKGROUND OF COMPANY
KW blasting is an organisation which has its head offices in Harare and being contracted
throughout the country. It specialises in drilling and blasting and has remained a dominant
force in areas of mining and civil engineering in the Southern Africa. Its equipment ranges
from crawler rigs, compressors and jackhammers.
1.3.2 PROBLEM BACKGROUND
KW Blasting as a drilling and a blasting company is incurring high drilling costs and a
reduction of plant availability, hence resulting in failing to meet the set targets. These high
drilling costs and failures to meet targets is a result of reworks that are normally done on the
A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

WITH THE VIEW OF IMPROVING PLANT AVAILABILITY AND
REDUCING DRILLING COSTS Page 1
drilled benches. In such cases a machine will spend an average of 3 hours for the re-drills.
This will also mean that the machine is going to be unavailable for almost 3 hours from the
production line.
When this happens it automatically has an effect on the plant availability therefore leading to
failures in meeting the set targets. Since the machines are serviced on a 250 hour interval
basis, means that those average accumulative of the 3 hours of non productive work
contribute to the machine in reaching 250 hours.
1.4 JUSTIFICATION OF NEED
Implementation of the proper drilling and blasting monitoring systems will successfully help
in the reduction of drilling costs and increasing the plant availability. It also ensures that there
is time for planning and targets are met and at the same time elevating the good reputation of
the organisation. This research will also outline the effects of sub-standard drilling and
blasting procedures there helping in making long term goals of the organisation. This is
because investment in trainings, will prove to be fruitful to the organisation`s day to day
running.
1.4.1 SWOT ANALYSIS
This is a structured planning method used to evaluate the strengths, weaknesses, opportunities
and threats involved in a project or in a business venture. This will assist in weighing the
advantages of an organisation against its disadvantages.
Strengths
 Well equipped workshops

 Committed workforce
 State of the art drilling plants
Weaknesses
 Lack of design and research office

 Lack of time factor awareness
 Poor training facilities

Opportunities
 Great room for expansion

 Dominating in the drilling and blasting sector
 Previous successful projects
Threats
 Skilled workforce leaving the organisation

 Eruption of potentially strong competitors such as Tandamanzi drilling
1.5 project aim
The aim of this research is to find ways to reduce the drilling costs and improve the plant
availability so as to be the first choice organisation in the drilling and blasting industry.
1.6 objectives
 To increase plant availability from 7 hours to 10 hours per 12 hour shift (58% to 83%)
by March 2015.
 To reduce the maintenance costs due to non-productive work from 3 hours to 1 hour
($15 to $5) per 12 hour shift by March 2015.
 To train involved employees on the drilling and blasting procedures by March 2015
1.7 RESEARCH QUESTIONS
The following are the research questions to be addressed
1. How will the existing employees take up the training programme?

2. Will the management be willing to release employees for training?
3. Will the trained employees be willing to adopt the correct new way of the drilling
procedures?
4. will the trained employees be available up to the realisation of the results

1.8 ASSUMPTIONS
 Every machine operator who measured the production capacity of the machines at
hourly rates erred not and brought forward accurate figures.
 Every individual who was interviewed in information collection committed
himself sincerely and released worth contributions purposed sincerely to the
success of this research.
1.9 HYPOTHESIS
i) It is possible to reduce waste through concentrating on the few vital areas while leaving the
trivia
.ii ) Waste control can only be achieved through lean production.
1.11 DE-LIMITATIONS
This research focused and targeted contracts awarded to KW Blasting within Harare these are
Pomona quarries, Atlanta bricks, Zimplats, and Derbyshire stone quarries. The project also
had to be done within a specified period that is from January 2014 to March 2015.however its
findings and recommendations can be applied with positive results to other similar
organisations.
1.11.1 LIMITATIONS
Due to financial constraints the researcher had a lot of limitations and protection of the full
information from the organization since they fear that the information may end up in the
wrong hands.

1.10 CHAPTER SUMMARY
This chapter has shown the need for effective drilling and blasting systems at KW Blasting. It
has offered a framework to identify the essential characteristics of the substandard drilling
processes and planning systems in line with the aim and objectives of this particular project.
Real integration of well planned drilling schedules can only be achieved if the targeted goals
and objectives have been achieved as this study seeks to address.

CHAPTER 2 LITERATURE REVIEW
2.1 INTRODUCTION
This chapter, as it is, aims to fully describe and analyze the existing maintenance systems so
that it gives the reader an overview of the project’s related searches. This chapter include
theoretical source as well as practical researches this is done in order to build and reach
perfectly reliable conclusions.
2.2 LITERATURE REVIEW

In reality, most of the top management managers view maintenance mainly asa theoretical
principal than a practical practice. Maintenance is of much importance in today’s world. The
idea of keeping equipment well maintained to extend its expected life and to avoid future
repair cost is often misunderstood. Every machine and equipment life cycle is highly
influenced by the maintenance activities done upon the machine. Also the effective and
efficient use of energy depends and relies on the maintenance activities done on the machine
and equipment. The relationship between the cost of maintenance and returns such projects
can be expected to deliver is sometimes unclear. Therefore it is the duty of the engineers and
the technical experts to clarify the importance of maintenance to all other departments
2.3 MAINTENANCE TYPES

Maintenance as a process is merely a name given to all the activities and required resources
necessary to uphold machinery and or equipment specified performance and conditions with
a given time period. A number of definitions exist on maintenance. According to the British
Standard (3811, 1993) maintenance is simply defined as the combination of all technical and
administrative actions including supervision actions intended to retain an item, or restore it ,
in a state in which it can perform a required function. Maintenance main objectives includes

 Optimizing resources utilization
 Minimizing the energy usage
 Reducing breakdowns and emergency shutdowns
 Reduction of down time
2.3.1 PREVENTIVE MAINTENANCE

This is the type of maintenance carried out before failures occur. This can be subdivided into
scheduled and condition based preventive maintenance. Scheduled preventive maintenance
in HVAC energy systems includes replacements, adjustments, major overhauls, inspections
and lubrications, adjustment or calibrations, cleaning and replacement of certain
components.
Preventive Maintenance can also be subdivided into
 Routine maintenance;
 Running maintenance;
 Opportunity maintenance;
 Window maintenance;
 Shutdown preventive maintenance.
All these depend on the manufacturer guideline, availability of the machine as not to halt the
process of production (machine is working or not) and cost of maintaining the
system/machine at that particular period.
2.3.2 IMPROVEMENT MAINTENANCE

This is always used in reducing the need or to completely eliminate the need for maintenance.
Improvement maintenance could be in the form of:
 Design-Out Maintenance
These are set of improved maintenance activities used to eliminate the cause of maintenances,
reduce maintenance tasks and to increase the performances of machines/systems by
redesigning those parts of the machine vulnerable to frequent occurrence of failures.
 Engineering Services
This includes construction modifications, installations and rearrangement of facilities.

 Shutdown Improvement Maintenance
Here, the production processes are put on hold, to perform some improvement maintenance
activities on the system.
2.3.3 PREDICTIVE MAINTENANCE

Predictive maintenances are set of activities performed on a system to detect the physical
condition of the equipment in order to carry out the appropriate maintenance works to
maximizing the life span of the equipment without increasing the risk of failure.
Predictive maintenance is subdivided into two categories:
 Condition-based predictive maintenance.
This type of maintenance schedule specifies maintenance tasks as they are required by the
system involved. It depends on the continuous and periodic condition monitoring of the
equipment to detect any sign of failure.
 Statistical-based predictive maintenance.
This depends on the information and statistical data gathered as a result of the careful and
cautious recording of the stoppages of parts of the system and its components, in order to
develop models for predicting failures. The main advantage of predictive maintenance is the
early discovery of faults and failures, due to continuous monitoring of the system.
2.3.4 CORRECTIVE MAINTENANCE

The corrective maintenance has to do with unplanned maintenance works, carried out on
energy systems in the case of emergency or breakdowns. The cost of a system failure
includes cost of repair, deferral cost of that repair (if applicable) and cost of operational
disruption as a result of the failure.
Corrective maintenance is subdivided into.
 Remedial Maintenance
These are activities performed to eliminate the source of system failure without altering the
continuity of the production process.

 Deferral Maintenance
These are corrective maintenance activities that are not immediately initiated after the
occurrence of a failure, but delayed in such a way that will not affect the process of
production line.
Corrective maintenance includes the following steps
 Fault detection.
 Fault isolation.
 Fault elimination and verification of fault elimination
In fault elimination, however, several steps are taken in order that fault eliminations can be
carried out effectively.
This includes
 Identification of incipient problems;
 Proper repair procedures;
 Effective planning (depends on the skills of planner, availability of well-developed
maintenance database about standard time to repair, complete repair procedures,
required labour skills, specific tools, parts and equipment.
 Verification of repair;
 Adequate time to repair.
 2.3.5 RELIABILITY CENTRED MAINTENANCE
 Reliability centred maintenance (RCM) involves the establishment or improvement of
a maintenance program in the most cost-effective and technically feasible manner. It
utilizes a systematic, structured approach that is based on the consequences of failure.
As such it represents a shift away from time-based maintenance tasks and emphasizes
the functional importance of system components and their failure/maintenance
history.
 The concept of RCM finds its roots foundation in the early 1960's, with RCM
strategies for commercial aircraft developed in the late 1960s, when wide-body jets
were introduced to commercial airline service. A major concern of airlines was that
existing time-based preventive maintenance programs would threaten the economic
viability of larger, more complex aircraft. The experience of airlines with the RCM
approach was that maintenance costs remained roughly and partially constant but that

the availability and reliability of their planes improved.
(source:www.cmmspro.com/types of maintenance)
 2.3.6 TOTAL PRODUCTIVE MAINTENANCE (TPM)
This is a maintenance system that seeks to engage all levels and functions in an
organization to maximize the overall effectiveness of machines and production
equipment. The system tunes up existing processes and equipment by reducing mistakes
and accidents. TPM is mainly considered as the medical science of machines, it is a
maintenance program which involves a newly defined concept for maintaining plants and
equipment. The goal of the TPM program is to distinctly increase production while , at
the same time , increasing employee morale and job satisfaction. TPM brings
maintenance into focus as a necessary and vitally important part of the business. The
main use of TPM is to hold emergency and unscheduled maintenance to a minimum.
Most maintenance departments are still using the traditional centre of preventive
maintenance programs, whereas TPM seeks to involve workers in all departments and
levels from the plant-floor to senior executives , to ensure effective equipment operation.
In most production settings the operator is not viewed as a member of the maintenance
team , in TPM the machine operator is trained to perform many of the day-to-day tasks of
simple maintenance and faulty finding. An engineer, a technician or technical expert is
given a team to lead in TPM with the assistance of operators. TPM helps operators to
understand the machinery or equipment better that they can easily identify potential
problems before production is affected. This earlier problem identification results in
decrease downtime and reduced production cost.
2.3.6.1 WHY TPM AS A MAINTENANCE SOLUTION?

TPM came out from the idea to achieve a number of objectives. These objectives includes the
following;
-Avoid wastage in a quickly changing economic environment.
-Producing goods without reducing product quality.
-Reduce cost.
-Keep the consumer/customers satisfied

Many companies fail to reap the full benefits of TPM because they think they are already
doing it, yet TPM is much more than cleaning machines. It enables better management and
continuous improvement on programmes. It is in general the extension of Total Quality
Management (TQM).TPM can be measured by improved output in the whole production, in
terms of production, downtime, quality, cost, delivery, safety and environment. With TPM a
company can seek to improve not only the hard product related output factors such as
production, quality, cost, and delivery, but also the soft human related ones of safety and
environment.
TPM is closely related to lean manufacturing and total quality management. All these
processes attack the one element that can stifle the company’s ability to create and sustain
competitive advantage, that is, waste. This waste refers to any activity that absorbs resources
but creates or adds no value. TPM aims to introduce a culture whereby everyone is treated as
a customer. The goal is supply every customer with a product or service which meet or
exceed their expectations at the right time. TPM primarily addresses the losses affecting
equipment effectiveness, but also highlights the losses affecting labor input efficiency. The
goal is to measure and monitor all hidden losses and costs, and then direct the company
resources to reducing those that will decrease the company’s profitability.[www.plant-
maintenance/articles/tpm.intro.shtml]
Total productive maintenance is operator driven reliability. The operator who believes in
TPM does the following
 Keep it clean all the time
 Keep it lubricated all the time
 Monitor for degradation and depreciation
 Maintain it before production is affected
 Simplify and continuously improve it
2.3.6.2 TPM AIMS AND OBJECTIVES

Total Productive Maintenance has the following targets to achieve;
- Obtain a minimum of 80% of Overall Production Efficiency (OPE).

- Obtain minimum of 90% Overall Equipment Effectiveness (OEE).
- Run the machines even during lunch and tea times. Lunch and tea is for operators not for
machines.
- Operate in a manner so that there is minimum or even no customer complaints.
- Reducing the maintenance cost by 30%.
- Achieve 100% success in delivering the goods and/services as required by the customer.
- Maintain an accident free environment.
-Increase the suggestions by three times. Develop multi-skilled and flexible workers.
[www.plant-maintenance/articles/tpm.intro.shtml]
2.3.6.3 OTHER EXPECTATIONS FROM TPM

There is so much more to expect from TPM some of which is tabulated in Table below;
Motives of TPM Adoption of life cycle approach for improving the overall performance of production
equipment.
Improving productivity by highly motivated workers which is achieved by job

enlargement.
The use of voluntary small group or teams for identifying the cause of failure,
possible plant and equipment modifications.
Uniqueness of TPM The major difference between TPM and other concepts is that the operators are also
made to involve in the maintenance process. The concept of “I (Production
operators) Operate, You (Maintenance department) fix” is not followed.
TPM Objectives Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of
the organization.
Involve people in all levels of the organization.
Form different teams to reduce defects and Self Maintenance.
Direct benefits of Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2 times.
TPM Rectify customer complaints. Reduces manufacturing cost by 30%. Satisfy the
customers’ needs by 100% (Delivering the right quantity at the right time, in the
required quality.)

Reduce accidents.
Follow pollution control measures.
Direct benefits of Increase productivity and OPE (Overall Plant Efficiency) by 1.5 or 2 times.
TPM Rectify customer complaints. Reduces manufacturing cost by 30%. Satisfy the
customers’ needs by 100% (Delivering the right quantity at the right time, in the
required quality.)
Reduce accidents.
Follow pollution control measures.
Indirect benefits of Greater confidence level among the employees.

TPM Keep the work place clean, neat and attractive all the time.
Favorable change in the attitude of the operators as they are involved in

understanding the machine better.
Achieve goals by working as a team of technical experts including the operators.
Horizontal deployment of a new concept in all areas of the organization.
Share knowledge and experience.
The workers get feeling of owning the machines as the can do the preliminary
maintenance on the machine before the technical expects are informed.
2.3.6.4 OVERALL EQUIPMENT EFFECTIVENESS (OEE)

OEE takes the most common and important sources of manufacturing productivity loss,
places them into three primary categories and distills them into metrics that provide an
excellent gauge for measuring where the plant is and how it can improve. OEE is frequently
used as a key metric in TPM and Lean Manufacturing programs and gives a consistent way to
measure the effectiveness of TPM and other initiatives by providing an overall framework for
measuring production efficiency. The first application of OEE can be traced to the late 1960s
when it was used by Seiichi Nakajima as a key metric in TPM According to Nakajima S
(1989), “TPM is a plant improvement methodology, which enables continuous and rapid
improvement of the manufacturing process through the use of employee involvement,
employee empowerment and closed-loop measurement of results.” If there is need to turn

maintenance from a repair function to reliability function, Total Productive Maintenance is
the vehicle to do that. TPM concentrates on getting the productivity needed from current
equipment assets. “Needed” means high Overall Equipment Effectiveness (OEE) measured
over the time that equipment must meet daily customer demand. TPM can give the company
Overall Equipment Effectiveness (OEE) in the mid to upper 90% without greater capital
expenditures. OEE incorporates not only Availability, but also performance rate and quality
rate. In other words, OEE addresses all losses and costs caused by the equipment.
[www.plant-maintenance/articles/tpm.intro.shtml]
OEE = Availability rate x Performance rate x Quality rate
2.4 Stages in TPM implementation:

2.4.1 Step A - PREPARATORY STAGE:
STEP 1–Announcement by Management to all about TPM introduction in the
organization:
Proper understanding, commitment and active involvement of the top

management in needed for this step. Senior management should have
awareness programmes, after which announcement is made. Decision to
implement TPM is published in the in house magazine, displayed on the notice
boards and a letter informing the same is send to suppliers and customers.
STEP 2 - Initial education and propaganda for TPM:
Training is to be done based on the need. Some need intensive training and
some just awareness training based on the knowledge of employees in
maintenance.
STEP 3 - Setting up TPM and departmental committees:
TPM includes improvement, autonomous maintenance, quality maintenance

etc., as part of it. When committees are set up it should take care of all those
needs.

STEP 4 - Establishing the TPM working system and target:
Each area/work station is benchmarked and target is fixed up for achievement.
STEP 5-A master plan for institutionalizing
Next step is implementation leading to institutionalizing wherein TPM

becomes an organizational culture. Achieving Preventive Maintenance award
is the proof of reaching a satisfactory level.
2.4.2 STEP B - INTRODUCTION STAGE

A small all get-together, which includes our suppliers and customer’s participation, is
conducted. Suppliers must know that we want quality supply from them. People from related
companies and affiliated companies who can be our customers, sisters concerns etc. are also
invited. Some may learn from us and some can help us and customers will get the message
from us that we care for quality output, cost and keeping to delivery schedules.
2.4.3 STAGE C - IMPLEMENTATION

In this stage eight activities are carried which are called eight pillars in the development of
TPM activity. Of these four activities are for establishing the system for production
efficiency, one for initial control system of new products and equipment, the other one for
improving the efficiency of administration and are for control of safety, sanitation as working
environment.
2.4.4 STAGE D - INSTITUTIONALISING STAGE

By now the TPM implementation activities would have reached maturity stage or level. Now
is the time to apply for awards such as PM award.
2.5 TPM Organizational Structure
22.5.1 Pillars of TPM;

2.5.2 PILLAR 1 - 5S:
TPM starts with 5S. It is a systematic process of housekeeping to achieve a serene

environment in the work place involving all the employees with a commitment to sincerely
implement and practice housekeeping. Problems cannot be clearly seen when the work place
is unorganized. Cleaning and organizing the workplace helps the team to uncover problems.
Making problems visible is the first step of improvement. 5s is a foundation program before
the implementation of TPM, hence in the above figure, 5s has been positioned in the base. If
this 5S is not taken up seriously, then it leads to 5D. They are Delays, Defects, Dissatisfied
customers, Declining profits and Demoralized employees. Following are the pillars of 5S.

Japanese Term English Translation Equivalent 'S' term
Seiri Organisation Sort
Seiton Tidiness Systematise
Seiso Cleaning Shine
Seiketsu Standardisation Standardise
Shitsuke Discipline Self - Discipline
SEIRI – SORT OUT: This means sorting and organizing the items as critical , important ,
frequently used items , useless , or items that are not need as of now. Unwanted items can be
salvaged. Critical items should be kept for use nearby and items that are not to be used in
near future , should be stored in some distinct place. For this step , the worth of the item
should be decided based on the utility and not cost.
SEITON-SYSTEMATIZE - The concept is that each item has a place, and only one place.
The items should be placed back after usage at the same place. To identify items easily, name
plates and colored tags has to be used. Vertical racks can be used for this purpose, and heavy
items occupy the bottom position in the racks.
SEISO-SHINE THE WORKPLACE - This involves cleaning the work place free of burrs,
grease, oil, waste, scrap etc. No loosely hanging wires or oil leakages from the machines.
SEIKETSU-STANDARDIZE: Employees have to discuss together and decide on standards

for keeping the work place/pathways neat and clean. These standards are implemented for the
whole organization and are tested or inspected randomly.
SHITSUKE-SELF DESCIPLINE: - Considering 5S as a way of life and bring about self-

discipline among the employees of the organization. This includes wearing badges, following
work procedures, punctuality, dedication to the organization etc.

PILLAR 2 - JISHU HOZEN (Autonomous maintenance):
This pillar is geared towards developing operators to be able to take care of small
maintenance tasks, thus freeing up the skilled maintenance people to spend time on more
value added activity and technical repairs. The operators are responsible for upkeep of their
equipment to prevent it from deteriorating. By use of this pillar, the aim is to maintain the
machine in new condition. The activities involved are very simple nature. This includes
cleaning, lubricating, visual inspection, tightening of loosened bolts etc.
Policy:
1. Uninterrupted operation of equipment.
2. Flexible operators to operate and maintain simple plant equipment.
3. Eliminating the defects at source through active employee participation.
Steps in JISHU HOZEN:
PREPARATION AO EMPLOYEES: Educate the employees about TPM, Its advantages, JH

advantages and Steps in JH. Educate the employees about the equipment they use, the
frequency of oiling, day-to-day maintenance activities required and the abnormalities that
could occur in the machine and way to find out the abnormalities.
INITIAL CLEANUP OF MACHINES:
 Arrange all items needed for cleaning.

 On the arranged date, employees clean the equipment with the help of maintenance
department.
 Dust, stains, oils and grease has to be removed.

 When cleaning oil leakage, loose wires, unfastened nuts and bolts and worn out parts
must be taken care.
 After clean up, problems are categorized and suitably tagged. White tags are place
where operators can solve problems. Pink tag is placed where the aid of maintenance
department is needed.
 Contents of tag are transferred to a register.
 Make note of area, which were inaccessible.
 Open parts of the machine are closed, and the machine is run.
COUNTER MEASURES:
 Inaccessible regions had to be reached easily. E.g. If there are many screw to open a
flywheel door, hinge door can be used. Instead of opening a door for inspecting the
machine, acrylic sheets can be used.
 To prevent work out of machine parts necessary action must be taken.
 Machine parts should be modified to prevent accumulation of dirt and dust.
TENTATIVE STANDARDS:
 JH schedule has to be made and followed strictly.

 Schedule should be made regarding cleaning, inspection and lubrication and it also
should include details like when, what and how.
GENERAL INSPECTION:
 The employees are trained in disciplines like Pneumatics, electrical, hydraulics,

lubricant and coolant, drives, bolts, nuts and Safety.
 This is necessary to improve the technical skills of employees and to use inspection
manuals correctly.
 After acquiring this new knowledge the employees should share this with others.
 By acquiring this new technical knowledge, the operators are now well aware of
machine parts.
AUTONOMOUS INSPECTION:
 New methods of cleaning and lubricating are used.

 Each employee prepares his own autonomous chart / schedule in consultation with
supervisor.
 Parts, which have never given any problem, or part, which don’t need any inspection,
are removed from list permanently based on experience.
 Including good quality machine parts. This avoids defects due to poor JH.
 Inspection that is made in preventive maintenance is included in JH.
 The frequency of cleanup and inspection is reduced based on experience.
STANDARDIZATION:
 Up to the previous step only the machinery / equipment was the concentration.
However in this step the surroundings of machinery are organized. Necessary items
should be organized, such that there is no searching and searching time is reduced.
 Work environment is modified such that there is no difficulty in getting any item.
 Everybody should follow the work instructions strictly.
 Necessary spares for equipment is planned and procured.
2.5.3 PILLAR 3 - KAIZEN:
"Kai" means change, and "Zen" means good (for the better). Basically kaizen is for small
improvements, but carried out on a continual basis and involve all people in the organization.
Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The
principle behind is that "a very large number of small improvements are more effective in an
organizational environment than a few improvements of large value. This pillar is aimed at
reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough
procedure we can eliminate losses in a systematic method using various Kaizen tools. These
activities are not limited to production areas and can be implemented in administrative areas
as well.
2.5.3.1 Kaizen Policy:

1. Practice concepts of zero losses in every sphere of activity.
2. Relentless pursuit to achieve cost reduction targets in all resources
3. Relentless pursuit to improve over all plant equipment effectiveness.
4. Extensive use of PM analysis as a tool for eliminating losses.
5. Focus of easy handling of operators.
2.5.3.2 Kaizen Target:
Achieve and sustain zero loses with respect to minor stops, measurement and adjustments,
defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost
reduction.
The objective of TPM is maximization of equipment effectiveness. TPM aims at

maximization of machine utilization and not merely machine availability maximization. As
one of the pillars of TPM activities, Kaizen pursues efficient equipment, operator and
material and energy utilization that is extremes of productivity and aims at achieving
substantial effects.
2.5.3.3 Six losses in the work place:
The objective of TPM is to maximize equipment effectiveness. TPM aims at maximization of

machine utilization and not merely machine availability maximization. As one of the pillars
of TPM activities, Kaizen pursues efficient equipment, operator and material and energy
utilization that is extremes of productivity and aims at achieving substantial effects. Kaizen
activities try to thoroughly eliminate losses.
Six major losses that were identified are;
1. Equipment failure causes production downtime. Equipment failure requires maintenance

assistance and can be prevented with the use of appropriate preventive maintenance actions,

developed and applied operating procedures, and design changes. Most importantly,
equipment failure requires an improvement effort that should be the result of a successful
partnership between production and maintenance. Predictive maintenance techniques such as
vibration, oil, and thermo graphic analysis can be used to anticipate equipment failure. If the
failure occurs, it is important to use Root Cause Failure Analysis (RCFA) techniques to
identify the root cause of the problem and effective and applicable solutions that will
eliminate or mitigate the failure occurrence and impact.
2. Set-up and adjustments: this refers to loss of productive time between product types, and
includes the warm-up after the actual changeover. Changeover time should be included in this
loss opportunity and it should not be part of the planned downtime.
3. Small stops are typically less than 5-10 minutes and they are typically minor adjustments
or simple tasks such as cleaning. They should not be caused by logistics.
4. Speed losses are caused when the equipment runs slower than its optimal or designed
maximum speed. Examples include machine wear, substandard materials, operator
inefficiency, equipment design not appropriate to the application, etc.
5. Losses during production include all losses caused by less-than-acceptable quality after
the warm-up period.
6. Losses during warm-up include all losses caused by less-than-acceptable quality during
the warm-up period.
2.5.4 PILLAR 4 - PLANNED MAINTENANCE:
It is aimed to have trouble free machines and equipment producing defect free products for
total customer satisfaction.
This breaks maintenance down into four "families" or groups, which was defined earlier.
1. Preventive Maintenance
2. Breakdown Maintenance

3. Corrective Maintenance
4. Maintenance Prevention
With Planned Maintenance we evolve our efforts from a reactive to a proactive method and
use trained maintenance staff to help train the operators to better maintain their equipment.
2.5.4.1 Policy:
1. Achieve and sustain availability of machines
2. Optimum maintenance cost.
3. Reduces spares inventory.
4. Improve reliability and maintainability of machines.
2.5.4.2 Aims:
1. Zero equipment failure and break down.
2. Improve reliability and maintainability by 50 %
3. Reduce maintenance cost by 20 %
4. Ensure availability of spares all the time.
2.5.4.3 Six steps in planned maintenance:
1. Equipment evaluation and recoding present status.
2. Restore deterioration and improve on weaknesses.
3. Building up information management systems.
4. Prepare time based information system, select equipment, parts and members and map out
a plan.

5. Prepare predictive maintenance system by introducing equipment diagnostic techniques,
6. Evaluation of PM.
2.5.5 PILLAR 5 - QUALITY MAINTENANCE:
It is aimed towards customer delight through highest quality through defect free
manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like
Focused Improvement. We gain understanding of what parts of the equipment affect product
quality and begin to eliminate current quality concerns, and then move to potential quality
concerns. Transition is from reactive to proactive that is from Quality Control to Quality
Assurance.
QM activities are to set equipment conditions that preclude quality defects, based on the basic
concept of maintaining perfect equipment to maintain perfect quality of products. The
condition is checked and measure in time series to verify that measure values are within
standard values to prevent defects. The transition of measured values is watched to predict
possibilities of defects occurring and to take counter measures before damage.
2.5.5.1 Policy:
1. Defect free conditions and control of equipment.
2. QM activities to support quality assurance.
3. Focus of prevention of defects at source.
4. Focus on poka-yoke. (Fool proof system)
5. In-line detection and segregation of defects.
6. Effective implementation of operator quality assurance.
2.5.5.2 Aims:

1. Achieve and sustain customer complaints at zero
2. Reduce in-process defects by 50 %
3. Reduce cost of quality by 50 %.
2.5.6 PILLAR 6 - TRAINING:
It aims to have multi-skilled revitalized employees whose morale is high and who has eager
to come to work and perform all required functions effectively and independently. Education
is given to operators to upgrade their skill. It is not sufficient know only "Know-How" by
they should also learn "Know-why". By experience they gain, "Know-How" to overcome a
problem what to be done. This they do without knowing the root cause of the problem and
why they are doing so. Hence it becomes necessary to train them on knowing "Know-why".
The employees should be trained to achieve the four phases of skill. The goal is to create a
factory full of experts. The different phase of skills is
Phase 1: Do not know.
Phase 2: Know the theory but cannot do.
Phase 3: Can do but cannot teach
Phase 4: Can do and also teach.
2.5.6.1 Policy:
1. Focus on improvement of knowledge, skills and techniques.
2. Creating a training environment for self-learning based on felt needs.
3. Training curriculum / tools /assessment etc conductive to employee revitalization
4. Training to remove employee fatigue and make, work enjoyable.

2.5.6.2 Aims:
1. Achieve and sustain downtime due.
3. Aim for 100 % participation in suggestion scheme.
2.5.6.3 Steps in Educating and training activities:
1. Setting policies and priorities and checking present status of education and training.
2. Establish of training system for operation and maintenance skill up gradation.
3. Training the employees for upgrading the operation and maintenance skills.
4. Preparation of training calendar.
5. Kick-off of the system for training.
6. Evaluation of activities and study of future approach.
2.5.7 PILLAR 7 - OFFICE TPM:
Office TPM should be started after activating four other pillars of TPM (JH, Kaizen, QM,
PM). Office TPM must be followed to improve productivity, efficiency in the administrative
functions and identify and eliminate losses. This includes analyzing processes and procedures
towards increased office automation. Office TPM addresses twelve major losses. They are
1. Processing loss
2. Cost loss including in areas such as procurement, accounts, marketing, sales leading to
high inventories
3. Communication loss
4. Idle loss
5. Set-up loss

6. Accuracy loss
7. Office equipment breakdown
8. Communication channel breakdown, telephone and fax lines
9. Time spent on retrieval of information
10. Non availability of correct on line stock status
11. Customer complaints due to logistics
12. Expenses on emergency dispatches/purchases.
2.5.7.1 How to start office TPM?
A senior person from one of the support functions e.g. Head of Finance, MIS, Purchase and
so on should be heading the sub-committee. Members representing all support functions and
people from Production & Quality should be included in sub-committees. TPM co-ordinate
plans and guides the sub-committee.
1. Providing awareness about office TPM to all support departments
2. Helping them to identify P, Q, C, D, S and M in each function in relation to plant

performance
3. Identify the scope for improvement in each function
4. Collect relevant data
5. Help them to solve problems in their circles
6. Make up an activity board where progress is monitored on both sides - results and actions
along with Kaizens.
7. Fan out to cover all employees and circles in all functions.

2.5.7.2 Kaizen topics for Office TPM:
• Inventory reduction
• Lead time reduction of critical processes
• Motion & space losses
• Retrieval time reduction.
• Equalizing the work load
• Improving the office efficiency by eliminating the time loss on retrieval of information, by
achieving zero breakdown of office equipment like telephone and fax lines.
2.5.7.3 Office TPM and its Benefits:
1. Involvement of all people in support functions for focusing on better plant performance
2. Better utilized work area
3. Reduce repetitive work
4. Reduced administrative costs
5. Reduced inventory carrying cost
6. Reduction in number of files
7. Productivity of people in support functions
8. Reduction in breakdown of office equipment
9. Reduction of customer complaints due to logistics
10. Reduction in expenses due to emergency dispatches/purchases
11. Reduced manpower
12. Clean and pleasant work environment.

2.5.8PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT:
2.5.8.1 Aims:
1. Zero accident,
2. Zero health damage
3. Zero fires.
In this area focus is on to create a safe workplace and a surrounding area that is not damaged
by our process or procedures. This pillar will play an active role in each of the other pillars on
a regular basis.
A committee is constituted for this pillar, which comprises representative of officers as well
as workers. Senior vice President (Technical), heads the committee. Utmost importance to
Safety is given in the plant. Manager (Safety) is looking after functions related to safety. To
create awareness among employees various competitions like safety slogans, Quiz, Drama,
Posters, etc. related to safety can be organized at regular intervals.
2.6 Difficulties faced in TPM implementation:
One of the difficulties in implementing TPM as a methodology is that it takes a considerable

number of years. The time taken depends on the size of the organization. There is no quick
way for implementing TPM. This is contradictory to the traditional management
improvement strategies. Following are the other difficulties faced in TPM implementation.
• Typically people show strong resistance to change.
• Many people treat it just another “Program of the month ” without paying any focus and
also doubt about the effectiveness.
• Not sufficient resources (people, money, time, etc.) and assistance provided

• Insufficient understanding of the methodology and philosophy by middle management
• TPM is not a “quick fix ” approach, it involve cultural change to the ways we do things
• Departmental barrier existing within Business Unit
• Many people considered TPM activities as additional work/threat.
2.7 Conclusion:
Today, with competition in industry at an all time high, TPM may be the only thing that
stands between success and total failure for some companies. It has been proven to be a
program that works. It can be adapted to work not only in industrial plants, but also in
construction, building maintenance, transportation, and in a variety of other situations.
Employees must be educated and convinced that TPM is not just another "Program of the
month" and that management is totally committed to the program and the extended time
frame necessary for full implementation. If everyone involved in a TPM program does his or
her part, an unusually high rate of return compared to resources invested may be expected.

Chapter 3 methodology
3.1 RESEARCH DESIGN
This chapter deals with research methodology that has been employed in this research
project. It includes steps taken in solving the problems in sub-standard drilling procedures by
operators , assistants and coming up with the implementation framework for an efficient
drilling and minimising the costs incurred with unproductive work. Porter and Prysor- Jones
(1997) said that the likelihood that research findings will be used is directly related to the
appropriateness of research design and methods thus it is important to choose the right
methods such that credibility of the research process is enhanced.
According to Mellish and Brink (1990), the research design is the overall plan or blueprint
the researcher selects for carrying out the study. The design chosen must be the best method
for answering the research questions and the researcher’s intention must be explicit so that
readers can evaluate appropriateness of the design. The design requires scientific rigor,
appropriate sampling techniques and statistical analysis. The research is based at. The focus
is on the use of statistical process control (SPC) techniques to determine process behavior.
This enables drilling processes such that reworks in drilled benches can be reduced and
drilling costs’ reduced.
The researcher initially had to analyze the powder factor produced after blasts and the
boulders that come out. After undesirable results the researcher had to randomly compare the
drilled hole angles and depths against the desired ones. After physically checking for the
depths and angles, the researcher had to compare the timesheets documented by the operators
and their assistants. The researcher also had to conduct verbal discussions with the operators
to identify if they had the proper knowledge about the advantages of performing standard
drilling procedures.
3.2 INSTRUMENTS USED
This refers to all the individuals or units, objects or events that will be considered in the
research project. The population selected for this research covered operators, assistants,
mechanics and surveyors.

A survey questionnaire was used as the data-gathering instrument for this study. The
questionnaire consisted mainly of a survey. The survey explored the perceptions of operators,
assistant’s mechanics and bench managers. s. The questionnaire also contains questions that
identify the advantages and disadvantages standard drilling procedures.
3.2.1 RELIABILITY AND VALIDITY OF RESEARCH INSTRUMENTS
A questionnaire is easy to standardize. For example, every respondent is asked the same
question in the same way. The researcher, therefore, can be sure that everyone in the sample
answers exactly the same questions, which makes this a very reliable method of research.
Questionnaires, in the main, are generally low in validity because they do not explore
questions in any detail or depth. Complex issues which require a respondent to explain their
reasons for believing something are difficult to explore using this method. Where closed
questions are used the respondent is restricted to answering questions using the categories
provided by the researcher - there is little or no scope for the respondent to qualify the
meaning of their answers. The questions asked are, by definition, those considered important
by the researcher. It is easy, therefore, to miss important information because you fail to ask
appropriate questions.
Although the research interview may not lead to objective information, it captures many of
the subject’s views on something. That’s why the basic subject matter is not, as in qualitative
research, object data, but consists of meaningful relations to be interpreted. The primary
advantage of interviews is that they provide much more detailed information than what is
viable through other data collection methods. They also may provide a more relaxed
atmosphere in which to collect information— people may feel more comfortable having a
conversation with you about their program as opposed to filling out a survey. However,
interviews are prone to bias because the interviewees might want to “prove” that their current
drilling standards are effective and their interview responses might be biased. Every effort
should be made to design a data collection effort, create instruments, and conduct interviews
to allow for minimal bias. The interviews were a time-intensive evaluation activity because of

the time it took to organize and conduct the interviews, transcribe them, and analyze the
results
The case study method involves detailed, holistic investigation (for example, all aspects of a
company) and can utilize a range of different measurement techniques. Data was collected
over a period of time, and it is contextual, relative to the drilling and blasting industry. The
histories and stories that can be told about the company are also something that can be
assessed and documented. The case studies involve analysis of small data sets, such as one or
two companies, that lead the researcher to gain some insights about trends in relevant
industries. The data is “real life” in the sense that companies have been chosen as the source
of the data.
3.3 Data Collection Methods
Data are pieces of information obtained in the course of the study (Cohen and Manion, 1980).
Special consideration should be given to how data are to be gathered and what information is
to be gathered. Primary data are pieces of information obtained from direct observation and
interviews whilst secondary data is obtained from data that already exists, for instance,
documented reports (Mellish and Brink, 1990). The research required both primary and
secondary data such that the causes of the problems could be clearly established.
The data collecting methods used in this research were based on a qualitative approach. The
qualitative approach adopted by the researcher was less structured and was easier to develop
because the issue of drilling is one that is based on a theoretical perspective and visual
analysis
3.4 RESOURCES USED
This data was obtained from documented reports on quantity of re-drills, quality control
records and customer complaints in that. Information on materials used within the process
was obtained from the stores department.

3.4.1 QUESTIONNAIRES
The questionnaires were targeted to operators and assistants of drilling machines. The
respondents were asked to complete the questionnaire with the researcher not present. Factual
questions with a list of possible answers were used to produce the questionnaires so that
actual information of the respondent’s events, and experiences with drilling and blasts could
be recorded. The choices represent the degree of agreement each respondent has on the given
question.
3.4.2 Interviews
The researcher carried out research interviews so as to try and understand the actual facts and
sequence to events regarding the subject of undertaking standard drilling procedures. The
interviews allowed people to convey to the researcher situations from their own experience,
perspective and future plans. These general categories that were chosen were believed to
encompass most elements of the drilling, so that the feedback would be as inclusive as
possible. The interview questions focused on the study of eliminating in pursuit of precise
qualitative facts and the conversations had structure and purpose. Research interviews were
conducted with the blasters, operators and surveyors.
3.4.3Case Studies
Case study research excels at bringing us to an understanding of a complex issue or object

and can extend experience or add strength to what is already known through previous
research. Case studies emphasize detailed contextual analysis of a limited number of events
or conditions and their relationships. Researchers have used the case study research method
for many years across a variety of disciplines. The case studies were based on companies in
developing countries like those in Zimbabwe.
3.4.5 Desktop research
This is collection of information from already existing data. It was done by reviewing the
literature within the lines blasting regulations. It involves assessing how the pioneers in that
field of research exploded and the method implemented. Various method of desk research

was used and these are outlined and critiqued below. The Internet research, which is a very
powerful information source, played a very important role in obtaining recent updated
knowledge on drilling and other data relevant to this project
3.5 SAMPLING OF RESEARCH DATA
Stratified sampling was carried out in order to come up with a sample that is representative of
the population. Each layer represented a different grade or position of the employees within
the company. Simple random sampling was carried out for top and middle management, and
for the general workers non-probability sampling called convenience sampling was carried
out (Harold,et al, 1993), in order to come up with the sample. The choice of using
convenience came into being considering convenient availability of respondents, i.e. subjects
select themselves. The number of subjects taken from each layer will not depend on the
number of people in that layer. This came into being considering the researcher wanted to
compare the results from each stratum, so the researcher had to take a sample that could make
inference from results meaningful.
The researcher also used a purposeful random sampling method. This process was useful in
identifying a population of interest and developing a systematic way of selecting cases that is
not based on advanced knowledge of how the outcomes would appear. The purpose is to
increase credibility not to foster representativeness. This method provided the researcher with
qualitative detailed information which produced more depth in comprehensive information
but the very subjectivity of the inquiry lead to difficulties in establishing the reliability and
validity of the approaches and information.
3.6 TIME FRAME IN DOING RESEARCH
The steps the researcher will follow in designing the research are summarised below
 Choosing a design and method

 Data collection
 Results and statistical analysis

Time Frame for doing certain things during the research
Time Frame/ Dates Activity
5 June -15 july2014 Distribution of questionnaires to the operators , assistants and

mechanics
17 July 2014 Design Interview Questions
20 July 2014 Conduct an Interview with the Manager of contracted sites
21 November 2014 Visit Sandviks’s workshop Manager
30 january-5 February 2015 Collect Questionnaires form the respondents and tabulate the
information received
6 – 10 February 2015 Gather information from the interviews
11 – 12 February 2015 Gather Data from the case studies
13 – 17 February 2015 Tabulate Data and do the synthesis, analysis and optimization
Table Table showing research time frames

CHAPTER 4 – METHODOLOGY
4.0 INTRODUCTION
This chapter focuses on the data presentation, analysis and interpretation and the system
strategies in place, using data obtained from the research. The data from research study is
crude information and not knowledge by itself; hence the aim is to convert this data into
useful information relevant to decision problem. The data in this analysis was obtained from
various organisations some of the data will be analysed statistically and objectively with
research from Company providing practical ground information.
4.1 DATA TABULATION

Data from respondents was collected and tabulated in a table and bar graph.

4.1.2DRILLING AND BLASTING SECTORS SECTOR
In this sector, 20 professionals who include operators and technicians were asked to complete
their questionnaire and the following data was retrieved from them.
Not Good Good Very Good
1) How do you rate the current stance 11/20 5/20 4/20

and action of organizations on the
drilling procedures?
55% 25% 20%
2) How are the sub-standard drilling 5/20 14/20 1/20

accelerating the phase-out of machine
components
25% 70% 5%
3) How is the system effecting the 12/20 4/20 4/20

current working conditions
60% 20% 20%
4) How much awareness are you 9/20 6/20 5/20

getting on the benefits of following
45% 30% 25%
proper drilling procedures?
5) How are plant efficiency and benefits 9/20 6/20 5/20

being addressed by the organisation?
45% 30% 25%
AVERAGE 46% 35% 19%
Table List of questions and responses from the drilling sector.

Column1
Poor Good Very Good
Fig Distribution of the knowledge and action being taken by the drilling sector on the issue of
standard drilling procedures.

Servicing Sector
The servicing sector consists of companies that have qualified personnel that deals
specifically with the servicing and repairing of refrigerators. 10 people from 2 different
companies were asked to complete this questionnaire
Not Good Good Very Good
1) How do you rate the current 2/10 5/10 3/10

stance and action of
organizations on the drilling
procedures? 20% 50% 30%
5/10 4/10 1/10

2) How are the sub-standard drilling
accelerating the phase-out of
machine components 50% 40% 10%
3) How is the system effecting the 6/10 2/10 2/10

current working condition
60% 20% 20%
4) How much awareness are you 6/10 3/10 1/10

getting on the benefits of
following proper drilling
procedures 60% 30% 10%
5) How are plant efficiency and 7/10 2/10 1/10

benefits being addressed by the
organisation?
70% 20% 10%
AVERAGE 52% 32% 16%
Table 6 List of questions and responses from the servicing sector.

60
50
40
30
Series 1
20
10
0
Poor Good Very Good
Fig Distribution of the knowledge and action being taken by the servicing sector

CHAPTER 5 RECOMMENDATIONS
5.0 Research findings
The research study has gone long way towards enhancing our understanding of possible ways
of reducing drilling costs and increasing plant availability. Through the research conducted
the researcher found the following steps to be effective.
 Proper record keeping.

 Use of hole angle equipment.
 Further training of operators and assistants to keep abreast with advantages of
standard drilling procedures change.
5.0.1 Records keeping
In order that a detailed history of the work undertaken on the marked benches is available
to service personnel and the operators a suitable record of such should be maintained and
be available at site level to operative undertaking any works on the system. They shall
also maintain records of other relevant information including the identification of the
technician who performed the servicing or maintenance as well as the dates and results of
checks carried out.
The following information shall be recorded in the log-book:
• Details of all maintenance work and repairs
• Total number of hours due to re-drills
• If there is an analysis of blasted bench, the results shall be kept in the log-book
• Changes and replacements of components of the system
• Results of periodic routine tests
• Significant periods of non-use.

5.0.2 USE OF HORROR ANGLE SENSORS
This enables the correct patterns to be followed when operators are drilling. They also reduce
the assistants fatigue therefore they will be more co-operative.the sandviks’s standard states
that in-correct angles lead to the following problems
1. Huge boulders after blasting

2. Bend rods
3. Stuck rods
4. Premature failure of drill bits
All the mentioned problems are the variables that cause the drilling costs to skyrocket.
5.0.3 Training of operators and assistants
The result of the research shows that there is need for a properly designed procedure that will
outline the steps that need to be undertaken during the drilling and blasting process. Adequate
training should be provided to the personal that will be involved in the drilling and blasting
process. This will ensure that people have knowledge of the tasks that they will be
performing. The training of service technicians should include both theoretical and practical
elements. It is essential that all field works are performed securing a high level of overall
quality to ensure the reliability of the optimised system with a minimum of risks. The main
focus however should be on the technical skills. The practical objectives should reflect all
activities of handling the alternative plant in a safe way. At best possible the ratio between
practical and theoretical content and time spend for the training should be split at around 70%
practice and 30% theory.
The design and training procedure should be documented and should encompass the
following:
 Types of plant to be used

 The right time that sampling is done
 The equipment and material that is required for the standard process.

 The method that should be used for the standard process
 The required safety measures
 Reliability and benefits of the standard procedures
5.1 BENEFITS OF IMPLEMENTING TPM
TPM reduces equipment-related waste including: downtime, inefficiencies, frequent

adjustments and breakdowns. Other benefits include; Reduction in unplanned downtime,
Increased plant availability, Reduced maintenance expenditures and longer equipment life;
Machine operators are involved in maximizing equipment performance. An overall
Maintenance Plan is in place, including Preventive Maintenance and Improved part quality.
Typical drilling rigs have experienced improvements in the following areas in a relatively
short period of time (6-12 months) through the implementation of TPM;
 Increase plant availabity from 58% to 70%.

 Reduce the maintenance costs from$ 15per hour to$ 10.
TPM as it is benefits both the company and the employees,
5.1.1 BENEFITS TO THE COMPANY
TPM have got a number of benefits to the company if it is properly implemented. The
following are the benefits of TPM to the company,
 Improved plant availability and capacity

 Higher Overall Equipment Effectiveness
 Less “fire-fighting” or repair of machines
 Lower operating costs
 Improved equipment lifespan
 Better ability to satisfy customers
 Improved ability to complete in the world market place.
5.1.2 BENEFITS TO OPERATORS AND MAINTENANCE PERSONNEL
TPM does not only add value to the company in real practice it also benefits the employees
involved in process. The following are the benefits enjoyed by the employees from the
implementation of TPM,
 Increased skills through additional training

 Less pressure on maintenance for urgent repairs
 Less pressure on guest relations to recover from guest complains due
breakdowns
 Better co-operation between maintenance and other departments
 Better job satisfaction; Operators-More involvement in solving annoying
equipment problems; and Maintenance-More challenging work
 Better job security
 Reduced chances of accidents
5.1.3 COSTS AND COST BENEFITS OF IMPLEMENTING TPM
An expected start-up cost can be about ten to twenty percent increase in training and about
fifteen percent increase in maintenance costs for the first two years, that is if a ten percent
plant coverage is attained by year one and twenty percent by year two. This investment goes
down significantly if only a couple of machine centres or units are piloted. Maintenance costs
and training costs may slightly have budget overruns. The major variables are the current
condition of the equipment (how well maintained it is), the people (how skilled and
knowledgeable they are) and persistence of leadership in making this work.
History has shown that about twenty five percent of the companies who start TPM will have
major successes. Another twenty five percent will have fairly good successes but because of
competition from other programs, lack of effort and the lack of persistent leadership will only
make it a modest success and may decline after a few years of effort. The other 50% will fail
in the first 18 to 24 months. It is hard to calculate the value from improved morale, better
relationships between maintenance and operations, as well as the feeling of pride and sense of
accomplishment from making and work areas look better and run better.
5.1.1 SUMMARY
The use of horror angles and depths proves to be the ultimate solution in solving the
challenges at KW blasting. The issue of training the operators, assistants and technicians also
helps eliminate the challenges being faced at KW Blasting.
5.1.2 CONCLUSION

TPM may be the only maintenance system that bridges the gap between success and total
failure for some companies with, the extensive competition that is in today’s industries.
Management should be totally committed to the program and the extended time frame
necessary for full implementation. If everyone involved in a TPM program does his or her
part, an unusually high rate of return, compared to resources invested, may be expected. It is
therefore important for KW Blasting, as an organization, to implement TPM for a start. This
does not mean that TPM is the only concept to be considered since other concepts or
techniques can enhance the success of maintenance for the betterment of company equipment
and machinery.
5.2 EXPERIENCES IN CONTACTING THE RESEARCH
This research project, made the researcher explore the hidden effects of substandard ways of
doing work , in drilling and blasting industries to be particular.
5.3 RECOMMENDATIONS FOR FUTURE DEVELOPMENTS
More research is needed to better understanding the implementation of standard drilling and
improving plant availability so as to develop a strategic plan to control them, and in the long
term action, and to ensure financial resources are available. With reference to workshop at
KW Blasting, the researcher recommends the company should incorporate hole aligning
devices and hole depth sensors to all the drilling rigs. The company should also impart as
much knowledge as possible to operators on the benefits of practising standard drilling..
A regulation that will stipulate that all technicians need to be acquainted with the issue of
proper maintenance of the sensors mentioned above. Effects of the substandard drilling
should also be conveyed to the employees on the ground both financially and physically.

Bibliography
1. Adam Everett and Ebert Ronald (1977): Production and Operations Management-
Concepts,Models, and Behavior; Prentice-Hall; America.
2. ABC analysis.html – Wikipedia
3. . Bell.J. (1996) Doing Research project: A guide for first time researchers in
education and social sciencies,2nd edition, Buckingham Open university, London
4. Cohen and manion (1980)
5. Doc Palmer (1999): Maintenance Planning and Scheduling Handbook; McGraw-
Hill: New York
6. Harold et al (1993)
7. Melish and brink (1990)


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CHAPTER 1 INTRODUCTION

1.1 CHAPTER INTRODUCTION

1.2 PROBLEM STATEMENT

1.3 BACKGROUND OF NEED

KW blasting recently introduced a programme which emphasised on rig assistants to be

1.3.1 BACKGROUND OF COMPANY

1.3.2 PROBLEM BACKGROUND

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

1.4 JUSTIFICATION OF NEED

1.4.1 SWOT ANALYSIS

 Well equipped workshops

 Lack of design and research office

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

 Great room for expansion

 Skilled workforce leaving the organisation

1.5 project aim

1.7 RESEARCH QUESTIONS

The following are the research questions to be addressed

1. How will the existing employees take up the training programme?

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

hourly rates erred not and brought forward accurate figures.

 Every individual who was interviewed in information collection committed

himself sincerely and released worth contributions purposed sincerely to the

success of this research.

.ii ) Waste control can only be achieved through lean production.

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

2.2 LITERATURE REVIEW

2.3 MAINTENANCE TYPES

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

2.3.1 PREVENTIVE MAINTENANCE

2.3.2 IMPROVEMENT MAINTENANCE

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

2.3.3 PREDICTIVE MAINTENANCE

2.3.4 CORRECTIVE MAINTENANCE

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

2.3.6.1 WHY TPM AS A MAINTENANCE SOLUTION?

-Avoid wastage in a quickly changing economic environment.

-Producing goods without reducing product quality.

-Keep the consumer/customers satisfied

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

 Keep it clean all the time

 Keep it lubricated all the time

 Monitor for degradation and depreciation

 Maintain it before production is affected

 Simplify and continuously improve it

2.3.6.2 TPM AIMS AND OBJECTIVES

- Obtain a minimum of 80% of Overall Production Efficiency (OPE).

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

- Operate in a manner so that there is minimum or even no customer complaints.

- Reducing the maintenance cost by 30%.

- Maintain an accident free environment.

2.3.6.3 OTHER EXPECTATIONS FROM TPM

Improving productivity by highly motivated workers which is achieved by job

Involve people in all levels of the organization.

Form different teams to reduce defects and Self Maintenance.

A RESEARCH INTO THE DRILLING PROCESSES AT KW BLASTING

Follow pollution control measures.

Follow pollution control measures.

Indirect benefits of Greater confidence level among the employees.

Favorable change in the attitude of the operators as they are involved in

Achieve goals by working as a team of technical experts including the operators.