Page 267 - TPM A Route to World-Class Performance

Case studies 241

RJB Mining

By Grant Budge, Director of Mining Services, uith helpfrom Stuart Oliver,
Chris Crouch and others named in the case study

1 .O Background issues

RJB Mirung has made upwards of €5500 don investment in its UK coal
mining operations during the late 1990s following its acquisition of various
mining interests, both surface and underground, from the old British National
Coal Board.
However, whilst long-term, high-volume replacement contracts have been
won from the UK's eleckiaty generators, it has been at the expense of sigruficant
price containment.
Finite market volume and increasing environmental standards means a
harsh reality where it is essential to gain real sustainable improvement in
productivity and, hence, unit cost per tonne delivered.

2.0 Why TPM?
In addition to market-led pressures, we are always seekmg ways to build on
our excellent levels of teamworking, based on ow beliefs that we wlll continue
to:
0 unlock our installed productive capacity
0 by eliminating waste in all its forms
by unlocking the positive energy of OUT people
through involvement and sustained commitment
0 to give ownership and pride

Hence the attractiveness of TPM, or Total Productive Mining as we prefer to
call it.

3.0 The story so far
Seven sites are being initially targeted for a rolling programme of measures
aimed at further improving the effectiveness of equipment and production
processes at pits, surface mining sites and our central enpeering workshops.
Following the successful launch of the Total Productive Mining scheme at
Daw Mill Colliery, the focus has now moved to Harworth Colliery for
commencement on a scheme which, in the few months since its inception,
has identified numerous cost savings and improved working practices.