1. Thabo
Dibocho’s
Resume
Summary
I obtained a National Higher Diploma in Extraction Metallurgy from Technikon Witwatersrand
in 1998. Since then, I have been employed in various positions in the mining environment
starting from Coal Beneficiation, Industrial Minerals Processing, Base Metal Smelting and
Refining through to PGM’s Smelting and refining Operations. I bring with me a wide range of
experience, abilities and skills in Health and Safety Management, Production Management,
Process Engineering, People Management, Leadership, Change Management, Project
Management, Lean and Six Sigma methodologies. I am currently employed as a Continuous
Improvement Engineer at Foskor (Ltd, Pty), and am a strong process analyst, innovator and a
change agent with a strong passion for people development and involvement. I believe that a
real, practical and sustainable change can only be achieved through people with the right
attitude, skill, involvement and good leadership qualities.
12/1/2014

2. Professional Profile
Thabo Lawrence Dibocho
308 Starling Avenue, Eldoraigne Extension 2, Centurion, 0157 • 082 554 8036 •
dibochot@gmail.com
Background
Operations/Project Management: More than 10 years of experience in Mining
projects and operations. Focused problem solver who identifies organizational needs
and delivers effective solutions on time and under budget in all business
environments using Lean and Six Sigma Technologies.
Human Resources/Training: More than 7 years of experience in mentoring and
supervising staff in the delivery of quality work performance. Facilitation of staff
development needs, conducting leadership training and other business improvement
workshops. Adept at fostering cooperation and building successful cross-functional
team relationships at all levels in multicultural environments.
Implementation and Management of the Business Improvement Strategy: More
than 6 years of experience in analysing the business in totality, formulating and
implementing the Business Change Management Strategy, driving the improvement
strategy through Lean and Six Sigma programmes. Training personnel and
management to utilise improvement tools on their daily work problems. Providing
leadership in generating, implementing and managing business improvement ideas.
Education
NHD Extractive Metallurgy (Wits Technikon), Engineering Management Certificate
(PTA University), Management Advancement Programme Certificate (Wits Business
School), Business Finance Certificate (UNISA)
Other Training
Certified Six Sigma Black Belt and Lean Specialist (CS International Consulting),
Certified Business Improvement Specialists (PIP & Proudfoot Consulting)
Certified Facilitator ( Primeserve HR Services Consulting )
Certified and registered Assessor ( Prisma Training Consulting )
Certified Moderator ( SKU Consulting )
Computers
Microsoft Office: Advance Excel, Word, Power Point, Internet Browser, e-mail, MS
Projects. Other Software: Minitab, JDE, MES, E-Track , Modular Mining, Power Play
Languages
Languages: English, South Sotho, Zulu, Setswana, North Sotho, Xhosa, Afrikaans

3. Achievements
Developed a model to reduce Flotation reagents consumption by 11% with an
annual estimated cost savings of R17 m (Foskor Ltd ).
Implemented a contract for the management of the Pit water & cable services
with savings on operational downtime amounting to R15.7 m locked in. (Foskor
(Ltd))
Implemented an AWOL management system which saved the company R5.6m
per annum locked in. (Foskor Ltd )
Developed a model to calculate the Economic Cut- off grade of ore from the
different mine streams with annual savings of up to R 100 000 000. (Foskor Ltd).
Implemented a project that reduced the consumption of refractories in the
Converters by 40% and saved R 8m per annum on furnace relining costs.
(Lonmin Platinum )
Implemented a Matte Quality Improvement Project with an estimated savings of
R40m per annum locked in. (Lonmin Platinum)
I implemented a cycle time reducing project on the Converters at Phalaborwa
Mining Company, which had a saving of R6m per annum locked in. (Phalaborwa
Mining Company)
References:
Name Relationship Office number
Margie Masipa Former manager 015 295 1842
Anton Nienaber Former manager 021 521 9449
Solomon Mashaba Former co worker 017 614 3812

4. Business Improvement Experience
Independent Contractor/Consultant (2011-2012)
Consult with companies to provide expertise in the areas of strategic planning,
training and development, operations, customer service. Major Engagements:
Partners in Performance International: An intervention by Partners in
Performance Consulting to improve production at Foskor Mining introduced me
to the following experience and training:
. Introduction to improvement team roles, overview of the process for continuous
improvement, and understanding things that delay execution. Meeting senior
management, drawing effective Value Driver trees and how to use them
effectively. Establishing a baseline from historical operational data and
conducting idea implementation reviews. Data analysis, Accountability, and
influencing through the line management. Root cause problem solving,
prioritisation of ideas and effort. Idea generation sessions, selecting KPI's and
target setting. Spin cycle behavioural change. Idea tracking, gaining agreement
and approval for ideas. Coaching, short interval control, opportunity cost and the
value of marginal tonne. Action tracker, critical paths and critical path reduction.
Idea cash flow validation, Locked in validation, implementation and facilitation.
Independent Contractor/Consultant (2009-2010)
Proudfoot Consulting International: An intervention by Proudfoot Consulting to
improve Mining production at the Lonmin Marikana Operations introduced me to
the following experience and training:
Introduction to improvement team roles, overview of the process for continuous
improvement, and understanding things that delay execution. Meeting senior
management, drawing effective Value Driver trees and how to use them
effectively. Establishing a baseline from historical operational data and
conducting idea implementation reviews. Data analysis, Accountability, and
influencing through the line management. Root cause problem solving,
prioritisation of ideas and effort. Idea generation sessions, selecting KPI's and
target setting. Spin cycle behavioural change. Idea tracking, gaining agreement
and approval for ideas. Coaching, short interval control, opportunity cost and the
value of marginal tonne. Action tracker, critical paths and critical path reduction.
Idea cash flow validation, Locked in validation, implementation and facilitation.

5. Operations and Project Management Experience
aCI Engineer (Foskor (Ltd)) June 2011 – Current: Responsibilities
included:
Identification of initiatives to improve productivity and profit margins. Ensure
implementation of improvement initiatives and make sure that initiative
benefits are tracked and locked in. Manage and interpreting production and
financial statistics and to initiate cost reduction initiative. Ensure continuous
process optimisation and provide input on improvement of operational
management. Conduct production stock forecast, compile and managed
budget. Manage the process of generating ideas and the implementation
thereof. Provide training to managers and all personnel on the utilisation of
Continuous Improvement tools.
Six Sigma Black Belt (Lonmin Platinum) January 2006 – September 2010
Responsibilities included:
Identification of initiatives to improve productivity and profit margins. Ensure
implementation of improvement initiatives and make sure that initiative
benefits are tracked and locked in. Manage and interpreting production and
financial statistics and to initiate cost reduction initiative. Ensure continuous
process optimisation and provide input on improvement of operational
management. Conduct production stock forecast, compile and managed
budget. Manage the process of generating ideas and the implementation
thereof. Provide training to managers and all personnel on the utilisation of
Continuous Improvement tools. Managing strategic projects and giving
strategic advice to senior managers. Responsible for the training and
development of Green Belts and Yellow Belts. Responsible for the
deployment of Six Sigma methodology throughout the business.
Production Superintendent (Lonmin Platinum) June 2003 – December
2005: Responsibilities included:
Managing 60 people on shift to run a 28 MW submerged arc furnace smelting
Platinum concentrate. Making sure that production targets are met safely and
cost effectively through proper planning and proper utilisation of resources.
Training, coaching and the development of personnel on a continuous basis
to sustain quality performance. Responsible for the Health and Safety of all
personnel and machinery. Liaising with maintenance personnel on
maintenance related issues. Reporting daily, weekly and monthly to the
Smelter manager. Managing and directing process improvement initiatives.
Production Metallurgist (Phalaborwa Mining Company) April 2000 – June
2003: Responsibilities included:
Making sure that production targets are met safely and cost effectively
through proper planning and proper utilisation of resources. Training,
coaching and the development of personnel on a continuous basis to sustain
quality performance. Responsible for the Health and Safety of all personnel
and machinery. Liaising with maintenance personnel on maintenance related
issues. Reporting daily, weekly and monthly to the technical superintendent.

6. Implementing and managing process improvement initiatives. Relieving in the
position of technical superintendent in his absence.
Project Technician (Iscor Heavy Minerals Project) January 1998 – April
2000: Responsibilities included:
Senior Project Technician responsible for the Design, Erection,
Commissioning and the Operation of the Wet Pilot Plant. Checking all P&ID
and Flow Diagrams for the main Plant for correctness, compiling training
manuals for the wet Plant, tender evaluations, benchmarking the equipment
designs against currently operating equipment at other existing operations
and documenting project information. Reporting weekly and monthly
progress to the Business Unit Manager for the Wet Plant.
Process Development Technician (Iscor Coal Mining Operations)
January 1994 – December 1997: Responsibilities included:
Process Development Technician responsible for the efficient operation of all
the Coal Beneficiation Circuits. Identifying, motivating, executing and
implementing improvement projects throughout the process. Reporting daily,
weekly and monthly to the Senior Process Development Engineer.
Trainee Metallurgist (Iscor Mineral Research and Development Centre)
January 1991 – December 1993: Responsibilities included:
Trainee Metallurgist at the Iscor Pretoria Research Centre responsible for the
running of Pilot scale projects on various Ore Minerals. The Metallurgist was
primarily responsible for organizing all the resources required for the
successful completion of the project, Analysis and interpretation of results,
and compiling a project report for the Manager.