Professional Documents
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HND Project Stanley
HND Project Stanley
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.
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.
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
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.
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.
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
Weaknesses
Threats
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
Every machine operator who measured the production capacity of the machines at
1.9 HYPOTHESIS
i) It is possible to reduce waste through concentrating on the few vital areas while leaving the
trivia
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.
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.
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.
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.
-Reduce cost.
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
- Run the machines even during lunch and tea times. Lunch and tea is for operators not for
machines.
- Achieve 100% success in delivering the goods and/services as required by the customer.
-Increase the suggestions by three times. Develop multi-skilled and flexible workers.
[www.plant-maintenance/articles/tpm.intro.shtml]
Motives of TPM Adoption of life cycle approach for improving the overall performance of production
equipment.
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.
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.)
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.
The workers get feeling of owning the machines as the can do the preliminary
maintenance on the machine before the technical expects are informed.
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.
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.
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:
TENTATIVE STANDARDS:
GENERAL INSPECTION:
AUTONOMOUS INSPECTION:
New methods of cleaning and lubricating are used.
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.
"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.
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.
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.
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
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:
2.5.4.2 Aims:
4. Prepare time based information system, select equipment, parts and members and map out
a plan.
6. Evaluation of PM.
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:
2.5.5.2 Aims:
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
2.5.6.1 Policy:
1. Setting policies and priorities and checking present status of education and training.
3. Training the employees for upgrading the operation and maintenance skills.
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
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.
6. Make up an activity board where progress is monitored on both sides - results and actions
along with Kaizens.
• Inventory reduction
• 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.
1. Involvement of all people in support functions for focusing on better plant performance
2.5.8.1 Aims:
1. Zero accident,
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.
• 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
• TPM is not a “quick fix ” approach, it involve cultural change to the ways we do things
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.
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.
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 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 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.
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
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.
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
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
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.
The steps the researcher will follow in designing the research are summarised below
30 january-5 February 2015 Collect Questionnaires form the respondents and tabulate the
information received
13 – 17 February 2015 Tabulate Data and do the synthesis, analysis and optimization
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.
In this sector, 20 professionals who include operators and technicians were asked to complete
their questionnaire and the following data was retrieved from them.
Fig Distribution of the knowledge and action being taken by the drilling sector on the issue of
standard drilling procedures.
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
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
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.
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.
• If there is an analysis of blasted bench, the results shall be kept in the log-book
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
All the mentioned problems are the variables that cause the drilling costs to skyrocket.
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:
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,
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,
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
This research project, made the researcher explore the hidden effects of substandard ways of
doing work , in drilling and blasting industries to be particular.
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.