Académique Documents
Professionnel Documents
Culture Documents
BY
CHIAKA OKEREKE. E
15/M.sc/4237
JULY, 2019
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CERTIFICATION
BY
CHIAKA OKEREKE. E
15/M.sc/4237
EXTERNAL
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DEDICATION
This research work is dedicated to the Almighty God, the Omnipotent and the great
provider, for his abundant grace upon me throughout the period of this course. I also
Acknowledgments
patience and kindness despite her crowded official activities as a lecturer still find
time to read work and make necessary corrections. My sincere gratitude also goes to
Dr. E.C. Agulanna, Prof. Alugbuo C.C and all the lecturers at the School of
Postgraduate Studies who have in one way or the other contributed to the framing of
the order have contributed my success in this program, they are Charles Ugwuegbu,
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Abstract
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TABLE OF CONTENT
CHAPTER ONE
INTRODUCTION
1.1 Background to the Study --------------------------------------------------------------1
1.2 Statement of the Problem -------------------------------------------------------------7
1.3 Objectives of the Study ---------------------------------------------------------------7
1.4 Research Questions --------------------------------------------------------------------8
1.5 Research Hypotheses ------------------------------------------------------------------8
1.6 Scope of the Study---------------------------------------------------------------------9
1.7 Significance of the Study-------------------------------------------------------------9
1.8 Definition o Terms--------------------------------------------------------------------10
CHAPTER TWO
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CHAPTER THREE
RESEARCH METHODOLOGY
CHAPTER FOUR
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4.2.4 The Extent Product Quality & Operating Cost have Improved----------------61
CHAPTER FIVE
5.2 Conclusions------------------------------------------------------------------------------77
5.3Recommendation------------------------------------------------------------------------77
Appendix
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CHAPTER ONE
INTRODUCTION
To tell how strategic equipment maintenance is, countries and organizations over the
globe make a huge amount of budget for it. Each year over $300 billion are spent on
plant maintenance and operations by U.S. industry (Duy, Christopher, and Miguel,
2008), and it is estimated that approximately 80% of this is spent to correct the
chronic failure of machines, systems, and people. Annually, the cost of maintaining
a military jet aircraft is around $1.6 million; approximately 11% of the total
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operating cost for an aircraft is spent on maintenance activities. Annually, the U.S.
Department of Defense spends around $12 billion for depot maintenance of weapon
systems and equipment: Navy (59%), Air Force (27%), Army (13%), and others
(1%) (Dhillon, 2002).
In 1998 the total cost of work injuries was in the order of $125.1 billion.
Furthermore, unintentional injuries are the fifth leading cause of death, with an
estimated cost of $480.5 billion per year. Accidents occurring during maintenance
work or concerning maintenance are frequent. For example, in 1994, 13.61% of all
accidents in the U.S. mining industry occurred during maintenance work and, since
1990; (Dhillon, 2002) the occurrence of such accidents has increased each year. It is
essential that maintenance engineering should strive to eliminate or control potential
safety hazards to ensure satisfactory protection to people and material from such
things as electrical shock, high noise levels, fire and radiation sources, toxic gas
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in which maintenance is not given attention may easily lead to the system producing
a defective product as a result of a mechanical defect.
In order to cope with the new challenges of lean production, companies have
developed their maintenance on a strategic level. Several researchers have argued
for the maintenance strategies. For example, Walker (2005) argues that if
maintenance issues are taken seriously at boardroom level, and seen as a key
business driver, the profitability of the company will improve. Backlund and
Akersten (2003), found the lack of overarching maintenance strategy to be one of
the obstacles for the introduction of RCM in a hydropower organization. Similar
conclusions are described in a study of the implementation of Total Quality
Management, TQM (Hansson, et al, 2003). Also, Rao (2009) contends that one of
the challenges of maintenance is to continuously improve maintenance efficiency.
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For the purpose of this study, both financial and non-financial viability measures
were considered. The viability measures as identified by the study include; product
quality and operating cost. The importance of product quality to an organization’s
competitive advantage cannot be overemphasized. Ugwuegbu (2017) defined
product quality as the ability and capacity of an organization’s offerings
(product/services) to satisfy customers’ needs, but from the engineering viewpoint,
it can be reduced to how well a product conforms to the specifications of the
organization. Ugwuegbu (2017), went further and asserted that in this competitive
era, an organization’s viability and relevancy is its ability to produce quality
products that will meet industry and international standard and at the same time,
satisfies its customers’ needs.
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The general objective of the study is to examine the effect of equipment maintenance
strategies on the viability of an organization. The specific objectives are to:
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This research was carried out in South-East Nigeria. The study focused on
equipment maintenance strategies (independent variables) which are; preventive and
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The finding of this study will be of great importance to the management of Nigeria
Bottling Company and Nigeria Breweries in the South-East region of Nigeria, in
their efforts to recognize the need for equipment maintenance.
In addition, management of both firms’ will use the benefit of the findings of the
study to re-evaluate themselves and adopt appropriate measures and procedures of
controlling or preventing equipment break-down, operators’ safety achieve stability
in operation, improve product quality and achieve sustained competitive advantage.
Finally, the study will add to the wide academia knowledge. The researchers and
the academician will find this study useful for further discussion and research. \
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Operating Costs are the expenses which are related to the maintenance of
equipment. They are the cost of resources used by an organization just to maintain
its existence.
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References
Duy Quang Nguyen, Christopher Brammer, and Miguel Bagajewicz (2008). New Tool
for the Evaluation of the Scheduling of Preventive Maintenance for Chemical
Process Plants. Ind. Eng. Chem. Res.2008, 47, 1910 -1924.
http://www.ou.edu/class/chedesign/pubpapers/Preventive%20Maintenance%20Ev
aluation%28Nguyen%20et%20al%29-08.pdf
Dhillon B.S (2002), Dhillon, B.S., Engineering Management, Technomic Publishing Co.,
Lancaster, Pennsylvania.
Heneman, R.L., Ledford, G.E. and Gresham, M.T. (2000).The effects of changes in the nature of
work on compensation. San Francisco CA: Jossey-Bas.
Irani, Z. and Love, P.E.D. (2001) ‘The propagation of technology management taxonomies for
evaluating investments in information systems’, Journal of Management Information
Systems, 17(3), pp.161–177.
Hansson, J, Backlund, F and Lycke, L- (2003) “Managing commitment increasing the odds for
successful implementation of TOM, TPM, or RCM”, International journal of quality and
reliability management, vol. 20, no.9, pp.993-1088
Jerry D. Kahn (2006), Cost Management for Today’s Advanced Manufacturing. Harvard
Business School Press, Cop. Boston Mass, USA.
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Raphael and Chikwendu (2011), Production and material management: an integrated system.
Ambix Printers Nig, NO8 Lagos Street, Owerri. Imo State.
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CHAPTER TWO
The variables that this study covered are be visualized in a model below:
Organizational viability
Maintenance Strategies
Operating cost
Corrective Maintenance
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Maintenance is any activity carried out on an asset in order to ensure that the asset
continues to perform its intended functions. According to Jerry D. Kahn (2006),
maintenance management is the coordination, control, planning, execution, and
monitoring of the right equipment maintenance activities in manufacturing and
facilities operations. In a maintenance repair programme, the maintenance activities
are analyzed to ensure that the correct blend of maintenance strategies is utilized.
Over the past twenty years, maintenance has changed, perhaps more so than any
other management discipline. The changes are due to a huge increase in the number
and variety of physical assets (plant, equipment, and buildings) which must be
maintained throughout the world, much more complex designs, new maintenance
techniques and changing views on maintenance organization and responsibilities.
Maintenance is also responding to changing expectations. These include a rapidly
growing awareness of the extent to which equipment failure affects safety and the
environment, a growing awareness of the connection between maintenance and
product quality, and increasing pressure to achieve high plant availability and to
contain costs (Moubray, 2001).
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as the size of the maintenance activity and group increases, the need for better
management and control become essential.
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Many factors determine the place of maintenance in the plant organization including
size, complexity, and product produced. The four guidelines useful in planning a
maintenance organization are: establish a reasonably clear division of authority with
minimal overlap, optimize the number of persons reporting to an individual, fit the
organization to the personalities involved, and keep vertical lines of authority and
responsibility as short as possible (Raphael & Chikwendu, 2011).
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2) Set maintenance goals: These goals take into consideration existing deficiencies
and identify targets for improvement.
5) Establish short- and long-range plans: The short-range plan focuses on high-
priority goals, usually within a one-year period. The long-range plan is more
strategic in nature and identifies important goals to be reached within three to five
years.
6) Document both long- and short-range plans and forward copies to all concerned
individuals.
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9) Examine progress annually: Review progress at the end of each year with respect
to stated goals. Develop a new short-range plan for the following year by considering
the goals identified in the long-range plan and adjustments made to the previous
year’s planned schedule, resources, costs, and so on.
A. Maintenance Policy
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B. Material Control
Past experience indicates that, on average, material costs account for approximately
30 to 40% of total direct maintenance costs. Efficient utilization of personnel
depends largely on the effectiveness of material coordination. Material problems can
lead to false starts, excess travel time, delays, unmet due dates, etc. Steps such as job
planning, coordinating with purchasing, coordinating with stores, coordination of
issuance of materials, and reviewing the completed job can help reduce material
related problems.
Deciding whether to keep spares in storage is one of the most important problems of
material control.
A work order authorizes and directs an individual or a group to perform a given task.
A well-defined work order system should cover all the maintenance jobs requested
and accomplished, whether repetitive or one-time jobs. The work order system is
useful for management in controlling costs and evaluating job performance.
Although the type and size of the work order can vary from one maintenance
organization to another, a work order should at least contain information such as
requested and planned completion dates, work description and its reasons, planned
start date, labor and material costs, item or items to be affected, work category
(preventive maintenance, repair, installation, etc.), and appropriate approval
signatures.
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D. Equipment Records
Equipment records play a critical role in the effectiveness and efficiency of the
maintenance organization. Usually, equipment records are grouped under four
classifications: maintenance work performed, maintenance cost, inventory, and files.
The maintenance work performed category contains chronological documentation
of all repairs and preventive maintenance (PM) performed during the item’s service
life to date. The maintenance cost category contains historical profiles and
accumulations of labor and material costs by item. Usually, information on inventory
is provided by the stores or accounting department. The inventory category contains
information such as property number, size and type, procurement cost, date
manufactured or acquired, manufacturer, and location of the equipment/item. The
files category includes operating and service manuals, warranties, drawings, and so
on. Equipment records are useful when procuring new items/equipment to determine
operating performance trends, troubleshooting breakdowns, making replacement or
modification decisions, investigating incidents, identifying areas of concern,
performing reliability and maintainability studies, and conducting life-cycle cost and
design studies.
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Recent technological advances in tools for inspection and diagnosis have enabled
even more accurate and effective equipment maintenance. The ideal PM programme
would prevent all equipment failure before it occurs.
There are multiple misconceptions about PM. One such misconception is that PM is
unduly costly. This logic dictates that it would cost more for regularly scheduled
downtime and maintenance than it would normally cost to operate equipment until
a repair is absolutely necessary. This may be true for some components; however,
one should compare not only the costs but the long-term benefits and savings
associated with PM. Without PM, for example, costs for lost production time from
unscheduled equipment breakdown will be incurred. Also, PM will result in savings
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There are seven elements of PM as shown in Fig. 2.1. Each element is discussed
below (Dhillo, 2002).
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Testing
Installatio
n
Adjustme
nt
Alignment
Elements of Preventive
maintenance
Servicin
Inspectio g
n
S
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Chiaka Okereke. E: Equipment Maintenance Strategies & Organizational Viability, 2019
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a. Identify and choose the areas: Identity and selection of one or two important
areas to concentrate the initial PM effort. These areas should be crucial to the
success of overall plant operations and may be experiencing a high degree of
maintenance actions. The main objective of this step is to obtain immediate results
in highly visible areas, as well as to win concerned management support.
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d. Prepare the PM assignment: Daily and periodic assignments are identified and
described in detail, then submitted for approval.
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Corrective maintenance may be classified into five major categories as shown in Fig.
2.4. They are: fail-repair, salvage, rebuild, overhaul, and service. These categories
are described below (Dhillo, 2002).
Fail-repair
Salvage
Corrective
maintenance Overhaul
types
Servicing Rebuild
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The major corrective maintenance downtime components are active repair time,
administrative and logistic time, and delay time. The active repair time is made up
of the following subcomponents:
a. Preparation time
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f. Checkout time
III. Redundancy: This is concerned with designing in redundant parts that can be
switched in at the moment of need so the equipment/system continues to operate
while the faulty part is being repaired. In this case, the overall maintenance workload
may not be reduced, but the equipment/system downtime could be impacted
significantly.
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IV. Effective accessibility: Often a significant amount of time is spent accessing the
failed part. Proper attention to accessibility during design can help reduce part
accessibility time and, in turn, the corrective maintenance time.
This is a reactive type of maintenance strategy which implies that equipment must
be down before it could be fixed. Meaning that maintenance of equipment is after it
must have failed. This strategy is often adopted when repairing is relatively straight
forward (so the consequences of failure are small), where regular maintenance is
very costly (making preventive maintenance expensive) or where failure is not all
predictable.
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Preventive monitoring is used where the cost of unplanned failure is high (because
of disruption to normal operations) and where failure is not totally random (so the
maintenance time can be scheduled) before failure becomes very likely. Condition-
based-maintenance is used where the maintenance activity is expensive, either
because of the cost of providing the maintenance itself or because of the disruption
which the maintenance activity causes to the operation.
Because of the nature of equipment which has different characteristics, real minded
organizations resort to mixed/integrated maintenance strategy by adopting a mixture
of these strategies.
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Equipment maintenance management over the decades has played a significant role
in achieving long-term profitability of an organization. This profitability and
survival cannot be achieved without sustained product quality. Product quality is
what gives an organization a competitive advantage over its rivals and it enhances
its long-term survival and profitability. This is because lack of maintenance of
equipment will lead to constant breakdown which will result to defect of products.
When an organization fails to adopt an appropriate maintenance strategy(is), its
production process will be out of control which is tantamount to producing product
defects which will increase its operating cost, thereby affecting its profitability. Once
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The ability of the organization to achieve a competitive edge over its rivals is subject
to its ability to tightening-up its cost control, achieves economies of scale and
minimizes the cost associated with its support activities.
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The reliability school covers a multitude of approaches that define the process for
developing maintenance strategies based on an analysis of the maintenance causing
items of a facility. The reliability school is less concerned with the use of failure data
and more concerned with prior (before the event) analysis and with mandatory or
economic failure avoidance depending on perceived failure consequences.One of the
better-known examples of the reliability school is Reliability Centered Maintenance
(RCM).
Maintenance
Corrective Maintenance
Proactive Maintenance Preventive Maintenance
MM
-Training
-Improvement
-Optimizing
Calendar limit, Comparison with
acceptable criteria
Cycle numbers Failure
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Corrective
maintenance
Root Scheduled maintenance
-Restoration
Cause -Restoration
-Overhaul
Failure Over hand
-Replacement
Analyses -Replacement
Source: R. Mobley (2000)
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cost analysis. Finally, the economic evaluation of the filtered factors was
performed to show the benefits associated with implementing maintenance.
2. In another empirical study on the Evaluation of maintenance management
through benchmarking in geothermal power plants by Mulugeta (2009),
according to the study, many power plants are increasing their
competitiveness by adopting new operating and maintenance philosophies to
reduce their Operation and Maintenance (O&M) costs. According to studying,
comparing performance among geothermal plants is difficult, as each power
plant works within a unique context of resource, physical plant settings, and
organizational goals. However, benchmarking provides indicators that were
used to examine individual circumstances and performances within groups of
similarly-sized power plants. As geothermal power plants are base- load
stations, the study x-ray the role of maintenance management in improving
equipment reliability and plant availability. In recent practice, power plants
have started using benchmarking to identify the best practices for enhancing
their maintenance management. The research involved using benchmarking
for maintenance management of geothermal power plants and developing a
comprehensive model which can help to compare maintenance performance.
The model helped in the search for optimum methods of maintenance
management practices in order to improve the overall effectiveness of
operation and maintenance. Appropriately, by adopting the best practices,
benchmarking could help geothermal plants to become more cost-effective in
maintenance. The study concluded that Benchmarking is a very useful tool.
Properly applied, you can gain great insight into the processes that yield the
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Summary
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Reference
Al-Najjar B. (2007). The lack of maintenance and not maintenance which cost: A
Al-Najjar, B., Alsyouf, I., Salgado, E., Khoshaba, S. & Faagorg, K. (2001). The
Dhillon, B.S. and Singh, C. (2002), Engineering Reliability: New Techniques and
Applications, John Wiley & Sons, New York, 1981.
Dhillon, B.S. (2002), Reliability Engineering in Systems Design and Operation,
Van Nostrand Reinhold Co., New York, 1983.
IAEA, (2007), Policies Governing Maintenance Engineering within the
Department of Defense, Department of Defense, Washington, D.C.
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CHAPTER THREE
RESEARCH METHODOLOGY
In this chapter of the research, the researcher x-rayed the research procedures. The
chapter shows the Research design, Population of the study, Sample size
determination, Sampling techniques, Sources of data, Validation, and Reliability of
sampling Instrument, and Method of the data analysis.
The research design is useful in research because it helped the researcher to develop
a mental image of the structure for gathering the data and the analysis that would
follow. Anyanwu (2016) believes that research design has to do with the
development of strategies for finding out something. The researcher adopted the
survey method of research, precisely personal interviews, and questionnaire. The
researcher’s decision to use the survey as its research design is based on the fact that
surveys are capable of obtaining information from large samples of the population.
It is also suitable for gathering demographic data that describe the composition of
the sample (McIntyre, 2003).
The population of this study comprised of the management of Nigeria Bottling PLC,
Owerri and that of Nigeria Breweries Aba, Abia State. According to the Human
Resource Department of Nigeria Bottling PLC, Owerri, the branch has a population
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of two hundred and seventy (270) while that of Nigeria Breweries Aba has two
hundred and six workers (206).
The two firms have various units like top management, marketing, customer service,
accounting/finance, human resources, and maintenance units and these unite were
surveyed by the researcher.
The researcher determined the sample size by using the Yaro Yamani formula as
quoted by Alugbuo (2002). He states the formula as:
n = N
1 + N (e)2
Where n is the sample size. The researcher will use 5% to represent the level of
significance.
Therefore, n can be determined thus:
n1 = ___ 270 __
1 + 270(0.05)2
n1 ___270___
1 + 270(0.0025)
n1 ___270___
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1.675
n1 =161.2
Nigeria Breweries
n2 = ___206___
1 + 206 (0.05)2
n2 = ___206___
1 + 206 (0.0025)
n2 = ___206___
1 + 0.515
n2 = ___206___
1.515
n2 = 135.97
n2 = 136
n1 + n2 = 161+136=297
The researcher used the non-probability sampling method which Anyanwu (2016)
has defined as a nonrandom process by which the researcher selects his sample on
the basis of understanding of the universe, its components and the nature of this
research objective. Anyanwu (2016) maintains that nonprobability sampling
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represents a group of sampling techniques that help the researcher to select units
from a population that they are interested in studying.
The researcher used both primary and secondary source of data collection. This
helped to beef up the content of the work. The primary source of data collection
includes the questionnaire and oral interview. The secondary data were gotten from
published journals.
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Simple percentage method was used in presenting and analyzing the questionnaires
while Regression analysis was used in testing the formulated via SPSS.
Y= a+ bx1+bx2+e
Whereby;
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References
Chionali (2001) Research method in the social sciences, SAGE Publications inc.,
London.
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CHAPTER FOUR
This chapter discusses the interpretation and presentation of the findings. This
chapter presents an analysis of the data on the effect of equipment maintenance
strategy on the viability of organizations using Nigeria breweries and Nigeria
bottling company here in the South-East region of Nigeria as a case study. The
chapter also provides the major findings and results of the study.
From the table above, the study targeted sample size of 297 respondents from which
140 questionnaires were adequately filled and returned making a response rate of
47.1%. The reason for the 47.1% response was due to the fact that the study targeted
only key informant of the companies.
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Maintenance 15
Production 50
Purchase 30
Top MGT 25
Finance 10
Others 10
Total 140
Female 20 14.2
The workforce of both firms is made of 120 males representing 85.7% and 20
females representing 14.2%. Though the gap is much, it is traceable to the nature of
the job.
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1-5yrs 50 35.7
From the table, that 35.7 % represents those who have worked for their various firms
between 1-5yrs and 57.1% have worked above 5yrs. It signifies that the employees
have gained enough experience from their job and therefore, can give out valid
information as it regards to equipment maintenance.
The study sought to find out the extent of agreement on the impact of various types
of equipment maintenance strategies on the viability of both firms (NB & NBC).
The findings are as shown in Table 4.3.
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Others 15 10.7
From the response above, preventive and corrective strategies are been adopted by
both firms. The response rate which is 46.4% and 42.8% respectively shows that
equipment maintenance is a source of competitive edge and it drives strategy. Other
strategies identified as being adopted by both firms’ are Mixed/Integrated
Maintenance, Equipment tracking and run-to breakdown which has a response rate
of 10.7%.
Below the table, 50% representing 70 responses and 42.8% representing 60 agreed
that preventive maintenance is essential in improving product quality which is what
every business entity strives at. It shows that with PMS enhances product quality by
preventing equipment failure before it actually occurs. The numbers that disagreed
are really insignificant, so it can be concluded that PMS improves product quality.
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Agreed 70 50
Undecided 3 2.1
Disagreed 3 2.1
Agreed 55 39.2
Undecided 2 1.4
Disagreed 2 1.4
The study went further and investigated whether PMS reduces the operating cost of
an organization. The findings revealed that the operating cost of the organization
have been minimized due to the fact that the MGT has adopted a maintenance
strategy. The claim was validated with the response gotten from the respondent in
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which 80 (57.1%) strongly agreed to the assertion, 55 (39.2%) agreed while 1.4%
neither agreed nor disagreed, 0.7% and 1.4% disagreed.
Agreed 50 35.7
Undecided 10 7.1
Disagreed 7 5
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Agreed 60 42.8
Undecided 7 3.5
Disagreed 4 2.8
Agreed 30 21.4
Undecided 7 5
Disagreed 4 2.8
Table 4.7 shows the response of equipment efficiency been improved with the help
of PMS. The validity of the claim is based on the responses gotten from the
respondents which show the extent of the agreement. A good of a number of
response which agreed to the assertion is 95 (67.8%) and 30 (21.4%) while the
insignificant number of responses of 4 (2.8%) and 4 (2.8%) disagreed.
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Agreed 65 46.4
Undecided 2 1.4
Disagreed 3 2.1
Table 4.8 shows that 169 (49.2%) and 65 (46.4%) respondents agreed that PMS is a
way of preventing accidents in the factory on the side of the operators. It means that
both firms can save cost as it regards compensation of operators’ who may have lost
their lives due to equipment failure caused by lack of maintenance. Also costs like
hospital bills can be saved if maintenance is properly carried out.
Agreed 40 28.5
Undecided 0 0
Strongly Disagreed 0 0
Disagreed 0 0
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Table 4.9 shows the extent of agreement in which maintenance can be a strategic
means of making a company’s product reliable and available to customers. It shows
that frequent breakdown of equipment could prevent the organization from meeting
the demands and expectations of the customers and the market, thereby making the
firm not be reliable which in turn affects its competitive edge. It also means that the
lack of availability of a company’s product in the market could lead to brand
switching by the customer, especially when the cost of switching is low. 100 (71.4%)
and 40 (28.5%) respondents agreed to the assertion that maintenance strategy
enhances product reliability and availability.
Agreed 45 32.1
Undecided 2 1.4
Disagreed 4 2.8
In table 4.10, the responses show that maintenance strategy has helped in minimizing
waste in the organization. 85 and 45 respondents representing 60.7%and 32.1%
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Responses to questions 5 4 3 2 1
N % N % N % N % N %
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The above table summarizes the findings from respondents based on their extent of
agreement and disagreement to various assertions on the effect of corrective
maintenance strategy on organizational viability. The total of 9 questions designed
in 5 Likert scale shows that the total percentage of those who strongly agreed to the
various assertions is 409.6%. The total respondents who agreed are 349.0%. While
the total percentage of undecided, strongly disagree and disagree are: 34%, 6.12%,
and 44%. Its implication is that the various assertions are true and can be used in
making strategic decisions.
4.2.4 The Extent product quality and operating cost have improved both
firms performance
Table 16: Product Quality and Operating Cost
Responses to questions 5 4 3 2 1
N % N % N % N % N %
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The above table shows analyzed questionnaire from respondents on product quality
and operating cost as indicators of organizational viability. On the aspect of product
quality, the result shows that it is a source of competitive advantage, customers’
satisfaction, enhances sales and improves the organizational image. Its implication
is that product quality is a competitive challenge both firms strive to improve on so
as to retain their loyal customers’. And it can be achieved by having good and well-
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Y= a+ b1X1+b2X2+e
Whereby;
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The hypothesis was tested using the summary scores obtained from various
dependent and independent indicators such as Product quality and Operating cost as
organizational viability indicators. While the Equipment maintenance strategy
indicators are Preventive and Corrective maintenance strategy.
Table 31: Regression Summary for PMS & CMS on the two viability
indicators (product quality and operating cost).
Model R2 Square Adjusted R F Sig Durbin
Square
1. Product Quality .562 .548 4.719 .000 2.274
Two multiple regression analyses were conducted where the first model had product
quality as the dependent variable. Briefly, multiple stepwise regression analyses
indicated that strong relationships between constructs existed for both models. The
first model (Table 31) which highlights the impact of preventive maintenance and
corrective maintenance strategy on product quality, it has a good fit with
significantly values of R2 (56.2%) and with an insignificant F-Value of 4.719. This,
therefore, means the two variables contribute to 54.8% to product quality of both
firms’ Nigeria Breweries and Nigeria Bottling Company, while other factors not
studied in the first model contributes 45.2% to product quality of both firms’.
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The second model (Table 31) which presents the relationship between preventive,
corrective maintenance strategies and operating cost, has a reasonably good fit and
has significant values of R2 (73.2%) and a significant F-Value of 15.8%. The model
suggests that preventive and corrective maintenance strategies are able to explain
almost 69.3% (R2 Adjusted) of the variation in the dependent variable (operating
cost).
The Durbin Watson statistic: from the results computed, the Durbin Watson figure
are 2.274 and 2.254 respectively which are between the critical value of 1.5<d>2.5.
Therefore, we can assume that there is no first order linear autocorrelation in the
data.
4.4: Testing the Individual Regression Coefficients
Table 32ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 434277.114 1 434277.114 904.188 .000a
Residual 1440.886 3 480.295
Total 435718.000 4
a. Predictors: (Constant), PREVENTIVE MAINTENANCE STRATEGY
b. Dependent Variable: PRODUCT QUALITY
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It can be observed from the statistically tested that preventive Maintenance Strategy
has a significant value is 0.0001 at T = 904.188. The p-value is less than the
(P.0001<0.05) level of significance. The result is statistically significant at 5% hence,
it is concluded that preventive Maintenance Strategy has a significant effect on
product quality. Based on the findings, the null hypothesis was rejected and the
alternative was accepted. Hence we conclude that H01: There is a significant
relationship between preventive maintenance strategy and product quality of an
organization.
Table 33 Coefficients
Unstandardized Standardized
Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 1.597 13.952 .114 .916
PREVENTIVE
MAINTENANCE .559 .019 .998 30.070 .000
STRATEGY
a. Dependent Variable: PRODUCT
QUALITY
From table 4.1.3, we find that our linear regression analysis estimates the linear
regression function to be y = 1.597 + .559* x. This means that an increase in one
unit of x results in an increase of .559 units of y. The test of significance of the linear
regression analysis tests the null hypothesis that the estimated coefficient is 0. The
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t--‐test finds that both intercept and variable are highly significant (p < 0.000) and
thus we might say that they are significantly different from zero.
4.4.2 CMS and Operating cost
HO2: There is no significant relationship between corrective maintenance strategy
and organization’s operating cost
Table 34 outputs shows the model summary and overall fit statistics. We find that
the adjusted R² of our model is 0.751 with the R² = .772. This means that the linear
regression explains 77.2% of the variance in the data. The adjusted R² corrects the
R² for the number of independent variables in the analysis, thus it helps detect over-
fitting, because every new independent variable in a regression model always
explains a little additional bit of the variation, which increases the R². The Durbin--
‐Watson d =2.248 is between the two critical values of 1.5 < d < 2.5, therefore we
can assume that there is no first order linear autocorrelation in the data.
Table 35ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 547780.185 1 547780.185 390.359 .000a
Residual 4209.815 3 1403.272
Total 551990.000 4
a. Predictors: (Constant), CORRECTIVE MAINTENANCE STRATEGY
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Table 35ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 547780.185 1 547780.185 390.359 .000a
Residual 4209.815 3 1403.272
Total 551990.000 4
b. Dependent Variable: OPERATING COST
Table 35 is the F--‐test. The linear regression's F--‐test has the null hypothesis that
states that H02: There is no significant relationship between corrective
maintenance strategy and organization’s operating cost (in other words
Significance results in p<0.0001). With F = 390, we therefore reject H0 and accept
the alternative. Hence we conclude that there is a highly significant linear
relationship between corrective maintenance strategy and organization’s
operating cost.
Table 36 Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta T Sig.
1 (Constant) 38.355 23.849 1.608 .206
CORRECTIVE
MAINTENANCE .627 .032 .996 19.758 .000
STRATEGY
a. Dependent Variable: OPERATING COST
From table 36, we find that our linear regression analysis estimates the linear
regression function to be y = 38.355 + .627* x. This means that an increase in one
unit of x results in an increase of .627 units of y. The test of significance of the linear
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regression analysis tests the null hypothesis that the estimated coefficient is 0. The
t-test finds that both intercept and variable are highly significant (p < 0.000) and thus
we might say that they are significantly different from zero.
4.4.3 PMS and Operating Cost
HO3: There is no significant relationship between preventive maintenance strategy
and the organization’s operating cost.
Table 37 outputs shows the model summary and overall fit statistics. We find that
the adjusted R² of our model is 0.65 with the R² = .67. This means that the linear
regression explains 67% of the variance in the data. The adjusted R² corrects the R²
for the number of independent variables in the analysis, thus it helps detect moderate
fit because every new independent variable in a regression model always explains a
little additional bit of the variation, which increases the R². The Durbin--‐Watson d
=2.397 is between the two critical values of 1.5 < d < 2.5, therefore we can assume
that there is no first order linear autocorrelation in the data.
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Table 38ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 486929.998 1 486929.998 507.218 .000a
Residual 2880.002 2 960.001
Total 489810.000 2
a. Predictors: (Constant), PREVENTIVE MAINTENANCE STRATEGY
a. Dependent Variable: OPERATING COST
Table 38 is the F-test. The linear regression's F-test has the null hypothesis that states
that H03: There is no significant relationship between preventive maintenance
strategy and organizational operating cost (in other words Significance results
shows that p<0.0001). With F = 507.218, we, therefore, reject H0 and accept the
alternative. Hence we conclude that there is a highly significant relationship
between preventive maintenance strategy and organizational operating cost.
Table 39 Coefficients
Standardi
zed
Coefficien
Unstandardized Coefficients ts
Model B Std. Error Beta T Sig.
1 (Constant) 32.192 20.141 1.598 .208
PREVENTIVE
MAINTENANCE .919 .041 .997 22.522 .000
STRATEGY
a. Dependent Variable: ORGANIZATIONAL
OPERATING COST
From table 42 we find that our linear regression analysis estimates the linear
regression function to be y = 32.192 + .919* x. This means that an increase in one
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unit of x results in an increase of .919 units of y. The test of significance of the linear
regression analysis tests the null hypothesis that the estimated coefficient is 0. The
t-test finds that both intercept and variable are highly significant (p < 0.000) and thus
we might say that they are significantly different from zero.
4.4.4 CMS and Product Quality
HO4: There is no significant relationship between corrective maintenance strategy
and product quality of an organization.
Table 49 outputs shows the model summary and overall fit statistics. We find that
the adjusted R² of our model is .76 with the R² = .80. This means that the linear
regression explains 80% of the variance in the data. The adjusted R² corrects the R²
for the number of independent variables in the analysis. The Durbin--‐Watson d
=2.415 is between the two critical values of 1.5 < d < 2.5, therefore we can assume
that there is no first order linear autocorrelation in the data.
Table 41 ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 550508.014 1 550508.014 21.114E3 .000a
Residual 1481.986 3 493.995
Total 551990.000 4
a. Predictors: (Constant), CORRECTIVE MAINTENANCE STRATEGY
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Table 41 ANOVAb
Model Sum of Squares Df Mean Square F Sig.
1 Regression 550508.014 1 550508.014 21.114E3 .000a
Residual 1481.986 3 493.995
Total 551990.000 4
b. Dependent Variable: PRODUCT QUALITY
Table 41 is the F-test. The linear regression's F-test has the null hypothesis that states
that H02: There is no significant relationship between corrective maintenance
strategy and product quality (in other words Significance results in p<0.0001). With
F = 21.114, we, therefore, reject H0 and accept the alternative. Hence we conclude
that there is a highly significant relationship between corrective maintenance
strategy and product quality.
Table 42 Coefficientsa
Standardized
Unstandardized Coefficients Coefficients
Model B Std. Error Beta t Sig.
1 (Constant) 53.024 14.448 3.670 .035
CORRECTIVE
MAINTENANCE .977 .029 .999 33.383 .000
STRATEGY
a. Dependent Variable: Product Quality
From table, 45.3we find that our linear regression analysis estimates the linear
regression function to be y = 53.024 + .977* x. This means that an increase in one
unit of x results in an increase of .979 units of y. The test of significance of the linear
regression analysis tests the null hypothesis that the estimated coefficient is 0. The
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t-test finds that both intercept and variable are highly significant (p < 0.000) and thus
we might say that they are significantly different from zero.
The study found out that there are many maintenance approaches to equipment used
by both firms ranging from preventive, corrective, mixed/integrated, and equipment
tracking. The findings are in line with the contingency management theory which
believes that there is no best way of getting things rather depending on the situation.
Both firms use other maintenance approaches such as mixed/integrative
maintenance, run-to-breakdown maintenance etc.
On the findings of PMS and CMS on product quality and operating cost, the findings
reveal that both strategies have a positive effect on; productivity, unnecessary shut-
down, equipment efficiency, operators safety, minimize wastages and product
availability, it was found that the total of 9 questions designed in 5 Likert scale shows
that the total percentage of those who strongly agreed to the various assertions on
the effect of corrective maintenance strategy is 409.6%. The total respondents who
agreed are 349.0%. While the total percentage of undecided, strongly disagree and
disagree are: 34%, 6.12%, and 44%.
From the regression model, the study found out that both preventive (PMS) and
corrective maintenance strategies (CMS) have significantly affected product quality
and operating cost of both firms. The entire four (4) null hypothesess were rejected
on the ground that they were not statistically significant (H0 1 P0.001<0.05, H02
P0.001<0.05, H3 P0.00<0.05, H4 and P0.001<0.05). The study, therefore, concludes that
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there exist significant relation between PMS and product quality, operating cost on
one hand, and CMS and product quality, and operating cost on the other hand.
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in which maintenance is not given attention may easily lead to the system producing
a defective product as a result of machine defect.
The finding is also consistent with another empirical study on the Evaluation of
maintenance management through benchmarking in geothermal power plants by
Mulugeta (2009), According to the study; many power plants are increasing their
competitiveness by adopting new operating and maintenance philosophies to reduce
their Operation and Maintenance (O&M) costs. Still, on the findings, respondent
agreed that product quality is a source of competitive advantage, leads to customers’
satisfaction, enhances sales and portray a good image of the organization. Its
implication is that an organization with poor maintain culture will be unfit to
compete with organizations’ that have a good quality product. So, product quality
depends on the equipment.
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References
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CHAPTER FIVE
5.1 Summary
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5.2 Conclusion
The researcher concludes that maintaining a lead in any industry requires crafting
out a strategy that is fit, enduring and flexible. Any strategy that cannot enhance the
viability of an organization is not fit in this competitive era; thus, equipment
maintenance strategy is a key of unlocking the competitive ability of an organization
in terms of product quality, reduction in operating cost and meeting up production
schedules occasioned by increasing market/customers ‘demands.
From the regression model, it was observed that the two manufacturing strategies
studied (preventive and corrective) were able to explain the two explanatory
variables (product quality and operating cost). Hence, the study concluded that
equipment maintenance strategies have a positive effect on the viability of beverage
firms.
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5.3 Recommendations
This section looks at the recommendations from the study findings, limitations and
suggestions for further research.
There were quite a number of challenges encountered when carrying out the study
and most particularly during the process of data collection. The main challenge was
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The above challenge was overcome through constant visitation and calls for them
complete and returned the filled questionnaires’.
The researcher suggests that further research should be carried out on:
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BIBLIOGRAPHY
Alugbuo, C.C (2002) A practical Guide to project writing Owerri: Credo The lack
of maintenance and not maintenance which cost publications.
Al-Najjar, B., Alsyouf, I., Salgado, E., Khoshaba, S. & Faagorg, K. (2001). The
pg. 94
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Website: www.sj-bss.com Email: editor@sj-bss.com
Dhillon, B.S. and Singh, C. (2002), Engineering Reliability: New Techniques and
Applications, John Wiley & Sons, New York.
Dhillon, B.S. (2002), Reliability Engineering in Systems Design and Operation,
Van Nostrand Reinhold Co., New York.
Hansson, J, Backlund,F and lycke, L- (2003) “Managing commitment increasing
the odds for successful implementation of TOM, TPM, or RCM”,
International journal of quality and reliability management, vol. 20, no.9,
pp.993-1088
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Appendix I
IMO STATE UNIVERSITY OWERRI, IMO STATE
SCHOOL OF BUSINESS
EQUIPMENT MAINTENANCE STRATEGIES SURVEY
QUESTIONNAIRE (Administered to the management of Nigeria Bolting
Company (NBC) and Nigeria Breweries in South-East Nigeria).
This questionnaire is part of a project work required by the Imo State University as
a partial requirement for the award of a Master of Management degree. The
questionnaire is designed to solicit your independent views on “the effect
Equipment Maintenance Strategies on Organizational Viability a study of Nigeria
Bolting Company (NBC) and Nigeria Breweries South-East Nigeria”. All
information provided shall be treated as confidential and used strictly for Academic
purpose. Please answer the following questions freely without indicating your name.
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Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
1. Your Gender?
Male Female
pg. 98
Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
Management
Senior staff
Junior staff
5 4 3 2 1
Please the extent to which you agree with the following as practiced in
your organization……..
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Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
Instruction: For each of the following statements concerning the firm/company’s viability in terms
of product quality and operating cost circle the appropriate code number to indicate the extent to
which you agree or disagree that this has happened over the years (financial years) in your
firm/company. For example, if you strongly agree with the product quality indicator described circle
the number 5. If you agree but less strongly, circle number 4, and so forth.
Product Quality/operating cost as viability indicators 5 4 3 2 1
pg. 100
Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
Append II
COMPANIES’ PROFILE
NIGERIA BREWERY
pg. 101
Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
In 2014, NB got approval from the Securities and Exchange Commission and the
respective shareholders of both Nigerian Breweries Plc and Consolidated Breweries
Plc to merge the operations of both companies. The merger became final on
December 31, 2014. Following the successful merger, NB now has three additional
breweries in Ijebu-Ode, Ogun State, Awo-Omamma in Imo State and Makurdi in
Benue State. The merger also brought an additional seven brands into our portfolio.
Thus, from that humble beginning in 1946, NB has now grown into a Brewing
pg. 102
Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
Company with 11 breweries, 2 malting plants and 26 Sales depots from which our
high-quality products are distributed to all parts of Nigeria. Nigerian Breweries Plc
has a growing export business which covers global sales and marketing of our brands
and dates back to 1986. NB Plc offers sales, logistics and marketing support to make
our brands shelf-ready in international markets, including world-class outlets such
as TESCO and ASDA Stores in the United Kingdom. Our brands are available in
over thirteen countries, across the United Kingdom, South Africa, Middle-East,
West Africa and the United States of America.
2001,
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Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
In 2003 – 2007, NBC launches the Five Alive juice brand in 2003; PET packaging
for its Sparkling Soft Drinks category in 2004; and 33Cl can in 2007. In 2008, NBC
introduces the more environmentally friendly ‘Ultra’ glass packaging for its
Returnable Glass Bottle product segments. Also in the same year;
Coca-Cola HBC was included in the Dow Jones Sustainability Indices for the
first time
Coca acquired the Southern Italy Coca-Cola bottling operations, Socib
Coca launched external stakeholder panel
Coca commits to rolling out further Combined Heat and Power plants which
will reduce the CO2 from our bottling operations by more than 20 percent.
In 2011, in November 2011, NBC becomes the first company in Nigeria to receive
the Food Safety System (FSSC 22000) certification.
In 2011, Coca-Cola celebrates 125 years of refreshing the world. They also
In 2012, Coca-Cola HBC lists among the top three most sustainable Food &
Beverage companies according to the FTSE Group, based on environmental, social
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Strategic Journal of Business and Social Science (SJBSS) Volume 2. Issue 2 Feb, 2019
Website: www.sj-bss.com Email: editor@sj-bss.com
The Group Coca-Cola HBC achieves a premium listing on the London Stock
Exchange. CCHBC completes a share exchange offerCCHBC is listed first in
Europe and second in the world among beverage companies, according to the Dow
Jones Sustainability Indices. In 2016, Nigerian Bottling Company celebrates 65
years of refreshing Nigerians.
Nigerian Bottling Company Ltd (NBC) operates 11 plants in Nigeria. Our bottling
operations are major purchasers of sugar, bottles, labels, marketing materials, and
services.
In checking for the reliability of the study instrument, a pre-test was conducted on a
selected sample in the cross-sectional study to ascertain the reliability of the research
instrument (questionnaire). The reason was to determine whether the responses
would be in line with the required result expected from the instrument. To this end,
Several methods with which reliability can be assessed have been proposed, such as:
Test/Retest, Multiple or Alternate forms, Split-Half Method, and Internal
consistency.
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