20150212-GPIL-SMS- SOP - Final (2)

7/25/2019 20150212-GPIL-SMS- SOP - Final (2)

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SUMMARY REPORT FOR

Godawari Power & Ispat Limited, Raipur

PROJECT UDAAN

By

Renoir Consulting (India) Pvt Ltd

Project Team:

Nilutpol Borah, Operations Manager

Ajay Vaze, Project Manager

Aashish Kr. Singh, Sr. Consultant

Ashish Vashisth, Consultant

Arpit Banga, Consultant

Project Start: August 4, 2014

Project Completion: February 28, 2015

Duration: 30 weeks

GPIL, Raipur, Confdential Page 1


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Executive Summary

Background

Godawari Power & Ispat Ltd. (GPIL) a public Ltd. Co., formally Ispat Godawari Ltd

(IGL), a pioneer constituent belonging to HIRA Group of Industries, Raipur, C.G. was

incorporated in 1999 to set up an integrated steel plant with captive power

generation.GPIL is a flagship Company of Raipur-based Hira Group of Industries

having dominant presence in the long product segment of the Steel industry, mainly

into mild steel wire. Today, GPIL is an end-to-end manufacturer of mild steel wires. In

the process, the company manufactures sponge iron, billets, Ferro alloys, captive

power, wires rods (through subsidiary company), steel wires, Oxygen gas, fly ash

bricks.

GPIL has come a long way since it started its operation in Raipur, Chhattisgarh as a

sponge iron manufacturer in the year 2001. Over the last few years, the company

has scaled up its capacity five-fold and has become one of the largest players in the

mild steel wires segment. Consistency has been a hallmark of GPILs product and in

Steel Melting Shop convert the dream into reality by producing one of the finest

quality of BILEETS in the Industry. This ranges from customized size of 110 x 110

which confirms to BIS standards 2830 & 2831 to the extended range of 200 x 250

thereby any size and composition with ease and balance.

Billets are produced out of pellets based sponge Iron resulting significantly positive

impact on re-rolling process due to its surface finish and chemical property which

holds good at testing parameters. It surpasses any criticality and complexity of the

rolling mills with extended competitive edge in such process integration.

Billets meant for re-rolling of strips, wire, bar, hexagons and profiles, available in

variety of sizes.

In Aug 2014, GPILs management engaged Renoir Consulting for an Operational

Excellence Programme christenedUdaanwith a focus to improve the output by



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improving the efficiency and utilisation. The duration of the project was decided as 30

calendar weeks to identify opportunities, design the solutions, implement the same

and ensure sustainability. A taskforce was formed consisting of GPIL employees who

worked with Renoir Consulting to identify the opportunities and implement the

solutions concurrently in the three areas namely Process, Maintenance and Quality.

Department wise MATs were created which were chaired by the MAT chairman. MAT

members having the desired skills, knowledge and experience were chosen to

validate the studies and solutions to ensure not only the quality but also the

acceptability of the solution.

In SMS MAT, below are some of the issues identified and systems implemented to

resolve them, so that the department and the company can achieve the desired

KPIs.



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Management

Action Team

(MAT) Area

Key Issues Systems Implemented

Process

Process

Linkage of Monthly

production plan with

shift wise schedule

Daily Production Planning

Production Deviation report

KPI Dashboard

Lack of structured

review mechanism

KPI Tree

KPI Dashboard

Shift handover

Daily Review Meeting

Weekly Review Meeting Monthly Review Meeting

Comprehensive Production logsheet

This mentions relevant standards

which are to be followed such as Tap

temperature, empty ladle temperature,

pitside temperature, Monitoring of load

ramp up

RACI matrix for all implemented

systems

KWH/MT

Cycle Time

Key Process

Parameter variations

Empty ladle temperature

Tap temperature

Pit side temperature

Purging time

Temperature at CCM

Carbon level in bath sample

Specific solutions themes to control the

variations (short term and long term)

Productivity

Absence of information

for evaluation of

Critical Equipment listing

Bad Actors identification

Maintenance MIS (frequency, MTTR



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Management

Action Team

(MAT) Area

Key Issues Systems Implemented

Maintenance

Maintenance

Maintenance

Performance

etc.)

Reliability Centred Maintenance

Approach

Lack of structured

Maintenance systems

Breakdown Management System

PM Schedule

Equipment History and criticality list

Shift handover system

Line Walk

RCA Policy and RCA (corrective and

preventive actions

FGDs (Purchase)

Lack of Review

Mechanism


Weekly Review Meetting

Monthly Review meeting

Quality

Non conformance in

the quality standards

Sponge pellet requirement Vs

fulfilment

Quality checklist in production

Ineffective Shift

Handovers

Shift handover system comprising of

all departments such as production,

quality , maintenance, RM, CCM

RCAs and

enhancement of

current systems

RCA for quality issues

Macro test

In order to drive the implementation, weekly MAT meetings and fortnightly Steering

Committee Meetings were conducted. The purpose of these meetings was to

eliminate any impediments that the Project Team may face during implementation.

The actions derived from these meetings were communicated to all concerned and



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they were directed to initiate actions, track the same and review periodically for

achieving the desired benefits.

Major activities carried out by the Project Udaan team were:

1.Value Drivers mapping for key performance improvements for each plant

2.Standard operating procedure prepared and same has been mentioned in the

production logsheet, which is referred by the melter and shift in charge

3.Implementation of Reliability Centred Maintenance Approach across all plants

4.Improved daily review meeting and analysis of issues through root cause

analysis and implementation of CAPA

5.Interface improvements between the Power Plant and consumer departments

for reduction in export of power

6.Optimum utilization of resources to achieve desired level of targets

Some of the areas, where the actions need to be fast-tracked are:

1.Actual weighment of molten metal and charge mix added in each heat

2.Resolution of issues in Furnace no 06

3.Resolution of shortage and fluctuation in power supply to SMS

Having said this, to ensure sustained implementation of above systems, a structured

three-stage audit mechanism was implemented (Compliance, Understanding and

Usage). The results are as of week 26

MAT Compliance (%) Understanding (%) Usage (%)

SMS 93% 96% 84%

The below mentioned table enumerates the results that were achieved by the

Management Action Teams for the period of implementation. The following were the

results achieved as comparison between Baseline and Actuals:



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Target and baseline was revised considering managements decision to run only 3

furnaces 8-10 till week 26. From week 27 onwards target and baseline were further

revised considering operation of furnace 6-10 and 3-5(depending on power

availability)

Considering Revision 2 : Furnace 8-10 Week 16 to week 26

Sr.

No. Description

Dec13 to

May14

(Baseline

period)

Improvement

Target

(Actuals)

Annualized benefit

based on

comparison with

Baseline and

agreed evaluation

methodology

1.

Production -

Average

production

MT / day

252 290 275 8370

2. KWH/MT 925.3 87154,29,176 units

saved

Conclusion

The improvement program needs to be continued with full compliance to ensure that

the benefits are reaped on a sustainable basis. The necessitated major cultural shift

in the way of functioning of the organization should be sustained.

The management should drive the initiatives inspite of challenges of this industry

such as raw material unavailability, consistency of raw material grade, changing

market conditions (prices, demand) etc.


880


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Standard Operating ProceProduction and Specifc Po!er Conu"ption

Project UdaanGodawari Power and Ispat Limited

It is desirable that the management takes decisive actions in a timely manner to

improve the operations in the plant, as this will go a long way in improving the

efficiency and utilization of SMS Plant.

GPIL, Raipur, Confdential Page #


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Godawari Power and Ispat Limited

Siltara, Raipur

Project Udaan: Operational Excellence Manual

Title: Standard Operating Procedure Production and Specific

Power consumption

Revision Number: 000

Issue Date:

Effective Date:

This Copy Printed :

Pages: !Document Reference"#i$e: %tandard &perating Procedures ' Production and %pecific Po(erconsumption

)ocation:

Issued by: Contro$$er to be determined by *PI)

+pproved by: +uditor to be determined by *PI)

GPIL, Raipur, Confdential Page $


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Master Revision Table

For ISO 9001 purposes records of previous revisions are to be recorded here. The issuer of

this document should be contacted for verification of the latest release version. All earlier

release versions must be destroyed.

Revision Number: Issue Date: Effective Date: Issued by: +pproved by:

%ummary of Changes:


%ummary of Changes:


%ummary of Changes:


%ummary of Changes:

Disclaimer

This is a reference manual for Production and Management control systems and processes

designed and installed in Godawari Power and Ispat Limited, Siltara, Raipur.

These systems have been implemented after discussion and approval from the Steel Melting

Shop Management Action Team (MAT).

This document is a ready reckoner for all existing employees and new joinees to get a good

view of the systems and processes used by Production team.

GPIL, Raipur, Confdential Page 1%


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Table of Contents

E,ecutive summary-------------------------------../

ac1ground---------------------------------./

Conc$usion................................................................................................................ ...

2aster Revision Tab$e................................................................................................................

ac1ground...............................................................................................................................

Pro3ect &b3ectives......................................................................................................................Pro3ect +pproach.......................................................................................................................

Pro3ect %tructure........................................................................................................................

#ocus Process...........................................................................................................................

Design and Deve$opment...........................................................................................................

%o$ution Deve$opment +pproach............................................................................................

Imp$ementation and %ustainabi$ity.............................................................................................

Imp$ementation ' Production and P$anning %ystems.................................................................

%hift 4andover--------------------------------.5!Dai$y Revie( 2eeting.............................................................................................................

6ee1$y Revie( 2eeting.........................................................................................................

Purchase #ocus *roup Discussion........................................................................................

+nnua$ Preventive 2aintenance Program..............................................................................

rea1do(n %$ip......................................................................................................................

rea1do(n 2anagement %ystem...........................................................................................

)ine 6a$1...............................................................................................................................

Root Cause +na$ysis..............................................................................................................

Production Deviation sheet....................................................................................................

efore casting chec1$ist..........................................................................................................

Comprehensive Production )ogsheet....................................................................................

E7uipment Critica$ity Ran1ing................................................................................................

ua$ity Chec1$ist9ua$ity gate...............................................................................................

C chec1$ist in production......................................................................................................

%e7uencing bet(een CC2 and furnace.................................................................................

%ponge pe$$et and ore re7uirement ;s #u$fi$ment...................................................................

&perationa$ enefit Trac1er and


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Dai$y caster 2aintenance Chec1$ist----------------------....==

Process 7ua$ity chec1s----------------------------..=

Inventory Trac1ing------------------------------..85

Too$ o, standardi>ation and +udit-----------------------.85

ad +ctor )ist---------------------------------..8?

%ustainabi$ity phase...................................................................................................................

%tep by %tep Instruction-----------------------------.88

+ppropriate 2anagement sty$e--------------------------.0

Responsibi$ity and #re7uency--------------------------..0



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Background

In /0!5@ *PI) p$anned to ta1e the ne,t $eap in throughput improvement by imp$ementingrobust systems (ith the he$p of Renoir Consu$ting. Renoir undertoo1 a dip stic1 study toidentify areas of potentia$ improvement. The ma3or areas of opportunity (ere improvement inp$ant uti$i>ation@ efficiency@ and systems for production and p$anning@ maintenance@communication and training.

Project Objectives

The main ob3ective (as to faci$itate an increase in production by dep$oyment of 2anagementContro$ %ystems.

To achieve this@ a pro3ect team (as set up (hich consisted of a Pro3ect 2anager and t(oconsu$tants under the guidance of an &perations 2anager. + separate 2anagement +ctionTeam 92+T for Production and P$anning (as insta$$ed to identify gaps in the Production andP$anning areas and drive systemic changes in this function to improve the Production. The 52+T teams (ere (e$$ supported by A tas1force members (ho (ere pic1ed from therespective sections of *PI). The Pro3ect structure comprised of one 2+T at each forProduction and P$anning@ 2aintenance and Communication and Training. The 2+T (or1(as revie(ed by company $eve$ %teering Committees headed by the 2anaging Director.

6ithin %2% 2+T the primary ob3ective (as to: Improve Production through Bti$i>ation and Efficiency

Reduction in the %pecific Po(er consumption



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Project Approac

Carry out series of studies

Identify the gaps in performance

uantify main areas of opportunities

Deve$op detai$ed approach on de$ivering the resu$ts

Identify resources@ time and cost of moving to pro3ect phase

%et up 2anagement +ction Team for each function. %e$ect $eader for each function.

Define ob3ective for each Team.

Empo(er each 2+T member to $ead an ob3ective

Define "acceptance of ro$es and responsibi$ities of each member.

Carry out detai$ed study together (ith company staff members to ensure

understanding on issues and opportunities of improvements

Deve$op %o$utions to areas identified during focus process

Prioriti>e the imp$ementation and ma1e imp$ementation p$an.

Dry run and (et run of so$utions to be carried out

Insta$$ so$utions in a$$ the areas

Provide training to a$$ the emp$oyees (ith regards to the approach of so$utions

To sustain resu$t@ conduct audit to monitor the comp$iance of ne( system 2onitor the resu$ts to see the benefits accrued



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Project Structure


Consu$tant

+rpit anga

Pro3ect 2anager: +3ay ;a>e@ &peration 2anager: Ni$utpo$ orah

2+T Chairman:

2r. Raveendra

2+T Chairman:

2r. .


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Steering !ommittee

The steering committee comprised of ED 2r. +bhishe1 +gra(a$@ and a$$ 2+Ts Chairman.During the %C2 meeting@ 2+Ts chairman updated the %C2 about the progress of their2+Ts as against the 2anagement +ction P$ans 9as fina$i>ed after the #ocus ProcessT2 .

Management Action Teams

The management action teams 92+Ts comprised of a 2+T Chairman 2r. * % ansa$@ ;iceChairman 2r. %an3ay 2undada and ? other team members. The primary ob3ective of the2+T (as to identify the opportunities for improvement@ design so$utions to fi$$ those gaps andimp$ement the same. The ro$e of 2+Ts a$so inc$udes coaching and mentoring the otherconcerned peop$e in the p$ant about ne( insta$$ed systems " processes.



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"ocus Process

During the initia$ phase studies (ere conducted by the pro3ect team and the 2anagement+ction team to identify@ areas for improvement@ ne( systems " processes. 6e first $oo1edinto the capacity uti$i>ation. 6e ca$cu$ated the capacity of the p$ant based on the 7uarti$e ' 5

methodo$ogy and mapped the production (hich (as achieved by the p$ant. *aps (erecategori>ed under fo$$o(ing categories :

!. rea1do(n )osses/. %hutdo(n $osses5. Performance $osses

;a$ue driver tree (as envisaged to map the 3ourney to financia$ benefit. The root of the treegerminated from profitabi$ity. Three area (ere contemp$ated through (hich (e can attainbenefit as sho(n in the chart be$o( :

In order to va$idate the gaps or opportunities (e focused on fo$$o(ing parameters:


Illustrative


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! Data analysis (plants capacity utilization, breakup of % downtime loss, %

performance loss, key process parameters variation analysis)

2)Observational Studies to map the effectiveness of practices followed in the

plant3)MCS (Management Control System) to map the effectiveness of managing the

business by managing the activities, information and people

4)Issue tree and probable cause analysis

Breakdo#n $osses

2aintenance %ystem '

rea1do(n and shutdo(n $osses (as ana$ysed for the base$ine period and it (as found thatsame constituted to of the idea$ capacity 9ca$cu$ated on the basis of 7uarti$e F5 of theactua$ production

GPIL, Raipur, Confdential Page 1#


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&

5%,%%%

1%%,%%%

15%,%%%

2%%,%%%

25%,%%%

121,212

4,386 1,058

12,$64

102,805

SMS Plant - Capacity Utilization - Dec' 13 - May'14

To find the gap (e mapped the +s Is system of maintenance management as sho(n in thechart given be$o(:

It can be seen that maintenance system (as very (ea1 and fo$$o(ing opportunities (ereevident:

!. )ac1 of Preventive maintenancea )ac1 of effective P2 P$anb )ac1 of system for handing over of e7uipment during P2c )ac1 of standard chec1$ist

GPIL, Raipur, Confdential Page 1$

Illustrative

Illustrative


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%ame (as va$idated through data ana$ysis and issue tree.

68% 32% 1%%'

Baseline - Electrical and Mechanical Breakdown

Mechanical Electrical

ISSUE TREE - Electrical Breakdown - Furnaces

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

Electrical

Breakdown

in furnaces

Bus Bar

cooling

tube

leakage

Sparkin

g in

Busbar

Due to dust

accumulation on busbar

Panel is not dust

proof

Due to rupture of

cooling pipe which

results in leakage of

water

Loosing of clamp Poor maintenance

Wear and tear in

pipe

Lack of periodic

checks

Loosening of busbar

bolts

Due to frequent

cooling heating of

busbars

Lack of periodic

checks for tightening

Temperature of busbar

should be below 65

degree C.

DM water inlet

temperature should

be less than 32degree

Cooling tower is not

efficient, which

resulted in poor heatexchange and

higher DM water

temperature

Brazing

opens

Sparking in busbar Due to dust

accumulation on

busbar

Panel is not dust

proof

Due to rupture of

cooling pipe which

results in leakage of

water

Loosing of clamp Poor

maintenance

Wear and tear in

pipe

Lack of periodic

checks

Increase in busbar


IllustrativeIllustrative

E$ectrica$ brea1do(ns constituted A8 (hich is 7uite high. &ver a$$ uptime of furnace(as = .

Illustrative

Illustrative


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temp. Temperature of

busbar should be

below 65 degree C.

DM water temp inc.

beyond 38 degree,

which should be

below 32 degree.

Cooling tower is

not efficient,

which resulted in

poor heat

exchange and

higher DM water

temperatureDue to loose nut

bolts

Due to frequent

cooling heating of

busbars

Lack of periodic

checks

2ain issues (hich resu$ted in e$ectrica$ brea1do(n (ere as fo$$o(ing:

!. )ac1 of preventive maintenance/. )ac1 of standard chec1$ist5. In effective coo$ing due to inefficient coo$ing to(er

Per%ormance $oss& Productivity $oss 'Performance $oss (as ana$ysed for the base$ine period and it (as found that sameconstituted to of the idea$ capacity 9ca$cu$ated on the basis of 7uarti$e F5 of the actua$production

&

5%,%%%

1%%,%%%

15%,%%%

2%%,%%%

25%,%%%

121,212

4,386 1,058

12,$64

102,805

SMS Plant - Capacity Utilization - Dec' 13 - May'14

To find out the reason for the gap bet(een capacity and actua$ production (e mappedproduction management system 2C% on a bro(n paper. The 2anagement Contro$ %ystem92C% is a uni7ue 1ind of business management too$. 6hereas a norma$ process mapcata$ogues events in a chrono$ogica$ order and uncovers operationa$ inefficiency@ a 2C%cata$ogues the data f$o( of a$$ the concurrent events and identifies if the appropriateinformation is avai$ab$e to ma1e appropriate and correct business decisions.


Illustrative


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It is a t(o a,is diagram@ one a,is being a chrono$ogica$ sca$e of systems e$ements under theco$umn headings of:

#orecast

This is forecasting e,penses re$ated to production 9production budget

P$an

This invo$ves defining month$y " 7uarter$y e,penses p$an re$ated to production

Contro$

Coordination bet(een p$ant head@ shift managers@ production heads and operators

Report

o Providing numerous va$uab$e point of information in a structured manner

o Ro$$ up operationa$ activities through (ee1$y operationa$ and month$y ba$anced

scorecards

The other a,is is a fre7uency sca$e of e$ements at (hich the above activities of #orecast@P$an@ Contro$ and Report shou$d be performed. The +s ' Is 2C% for Production andP$anning is depicted be$o(:

+s ' Is 2anagement Contro$ %ystem



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+s Is process (as mapped and criti7uing (as done to find gaps in the present productionsystem.

#o$$o(ing (ere critica$ points

!. )ac1 of effective production p$an/. )ac1 of standard parameters5. )ac1 of understanding among (or1men about %&P

As()s Management !ontrol System !riti*ues !lassi%ication( Steel Melting Sop

Sr Critique Related to which

MCS Element?

Leads to

(Impact)

Category Priority for

Implementat

Approach

Just

Do

Rea

Stat

Sys

1 Maintenance of caster

is to be done on daily

basis and hence

schedule is needed

Control Loss in

productivity

System High 1

2 Caster PM checklist to

be revisited.

Control Production

loss due to

equipment

unavailability

System High 1 1

3 Role of Quality

department to freeze

standards and ensure

compliance.

Control Rejection,

increase cycle

time

System High 1

4 There is no system of

generating Bad Actor

list

Report Less

opportunity to

review

breakdown

reasons

System Medium 1

5 Interface with Power

department for

availability of power

Control Production

loss due to

unavailability

of required

power

Medium 1

6 Critical equipment list

needs be refined

(basis history of

breakdowns, MTTR,

MTBF, PM non

compliance etc.)

Plan Ineffective PM,

repeated

failures

System High 1

7 Yearly shutdown plan

for caster to be made

Plan Ineffective PM,

repeated

failures

High 1


Criti7ues c$assification '

!. %ystem G ?A/. Process G ??5. ehaviour G 8

Criti7ues formed the base$ine for theformu$ation of the so$utions and fi$$the gap of +s Is 2C%

Illustrative

Illustrative


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8 Strict supervision

required at caster and

furnace to ensure

adherence to SOPs.

Control Production

loss due to

non

compliance of

SOP

High 1

9 SOPs to be refined Control Impact on

effectivenessof jobs

performed

Process Medium 1

ott$enec1 ana$ysis (as done to estimate the capacity of the process

Through capacity estimation it (as found that furnaces are the bott$enec1 and caster need to

subordinate furnace.


Illustrative

Illustrative


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#urther to this@ issues pertaining to caster@ (hich resu$ted in tonnage $oss@ (ere ana$ysed.2ain reason for the same (ere as fo$$o(ing:

!. )oss due to chemistry issue/. )oss due to non F adherence to the standard parameters5. %e7uencing issues

. )ac1 of short interva$ contro$?. )ac1 of 7ua$ity gate

Po#er Saving ' +,-&MT

%pecific po(er consumption (as ana$ysed in the base$ine period and regression ana$ysis(as done to predict the specific po(er consumption at target production. *aps (ereana$ysed (hich cou$d resu$t in reduction in po(er consumption.

!. Improvement in the productivity of furnace/. &peration of furnace at fu$$ capacity5. +dherence to standard parameters such as Tap temperature@ $ad$e preheat@ $oad

rampup@

. &ptimi>ed charge mi,?. %hort Interva$ Contro$A. Effective p$anning=. Revie( mechanism8. Effective se7uencing bet(een furnace and CC2

Data ana$ysis (as done to va$idate the hypothesis. In data ana$ysis productivity of furnaces(as mapped.

9 HH ase$ine ' Dec!5 ' 2ay!



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Furnace 08 Furnace 09 Furnace100

2

4

6

8

10

12

14

16

11

12.4 12.512

15 15

Productivity - MT/Heat

Baseline Standard

MT/heat

There (as shortage of != in furnace and !0 and 8 in furnace 08. %imi$ar e,ercise (asdone for a$$ furnaces to estimate the potentia$ improvement in the po(er consumption.

Regression ana$ysis (as done on e,isting


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%o$ution (as designed to strengthen the preventive maintenance system. #o$$o(ing systems(ere insta$$ed :

!. Preventive maintenance system/. rea1do(n management system5. Root cause ana$ysis and C+P+. E7uipment critica$ity ran1ing?. 2onth$y bad actor $istA. )ine 6a$1


Illustrative


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Re$iabi$ity Centred 2aintenance Phi$osophy

Illustrative

O/T!OME O/T!OME

IllustrativeIllustrative

ase$ine ' Dec!5 ' 2ay!

Illustrative


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.esign and .evelopment

Project team started to thrash out issues identified during focus process and

channelize substantial improvement. Steering committee was formed to guide the

overall implementation plan. A dedicated team, comprising the task force and crossfunctional Management Action Teams', was appointed for the design and

implementation of systems.

The MATs started working on design and implementation as per the Management

Action Plan. Gaps in the MCS were plugged in and new systems mapped to increase

the effectiveness. Their progress was monitored in the Steering Committee Meeting

every alternative week. Various systems and process changes were implemented.

The new systems implemented have been added here as a procedure manual to

help as future reference or training guide for new employees.

To be MCS

Performance )oss '

%o$ution tree (as envisaged for reduction in the performance and boost productivity of thep$ant. This so$ution tree (as originated from the va$ue drivers



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Solution Tree ' Productivity 1 Per%ormance $oss

Illustrative

Approac %or )mprovement


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As - I sM a p p i n g

( Pro duct io n

) C S * + r o ! np a p e r ( P ro c e

) a p p i n g*- ig- l e. e l /u+ le. e l

Oppo r t un i ty

I d en t i f ca t io n

( 0 r e a , 0 c t i. i t1a n a l 1 i ,C r i t 2 u eo n + r o ! n p a p e r) C S

( I d e n t i f c a t io n o 34 e 1 c o n t r i + u t o r i n . a r i a n c e 5

( ) e a u r i n g 4 e 1p r o c e i n d i c a t o r *S P C

( I n t e r . i e ! in g ,+ r a in t o r " in g ,RC 0

( P ro c e ) a t u r it 1/ S 1 t e "6 7 e c t i . e n e t u d ie

To -e!"o l u t i o n# e s i g n i n g

$( R e f n e 8 9 e . e l

o p S t a n d a r d / :P I ;

( < - i t e Pa p e rP ro duct io n) C S

( 9 r1 ru n( 9 e . e l o p

=er" o 3Re 3e rence ,a g e n d a e t c 5

3 o r re. ie!" e e t i n g

I m p l em e nta t i on

( R u n t ra i ni n g

! o r 4 - o p ( In ta l l a t i o no 3 ) C S a n dre. i edp r o c e e

( I" p le " e n ta n d c a c a d ein i t ia t i.e

( P r o d u c t i o nr e . i e !" e e t i n g

( Re. i eS O P ; , S = S

" y s t emAud i t

( S 1 te " a n de 7 e c t i . e" e e t i n ga ud i t

inc lud ingn o n &c o " p l i a n c erepo r t ing

( 0na l1 i o 3a ud i t co re

)mplementation Pase

KPI based operational scorecard for each MAT will ensure continuous improvement

in operational Performance for the entire business.

Standard Operating Procedures (SOPs) detailing new systems and streamlined

processes are handed over to respective process owners to ensure sustainability.

The audit system procedure has been developed to ensure the system elements.


Illustrative


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33/101

Standard Operating Procedures Process, Maintenance and Quality

Shift Handover Report

Objective

Ste"atic -ando.er o !or reponi+ilit +et!een t!o -it in c-argeto enure proper coordination +et!een inco"ing and outgoing -it inc-arge

Responsibility

Annotated "ormat RA!) ' Si%t -andover

Frequency

Every Shift changeover

Procedure

Below is the diagrammatic representation of shift handover process



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Annotated Process "lo# ' Si%t -andover Report

Shift Handover Report (Format)

Common Shift Handover has been implemented in SMS, wherein shift in charge ofproduction, maintenance, CCM, quality and RM will meet and carry out handover take over

process

Shift Handover Report



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Shift Details:

A. Mention Plan vs Actual Production and actual KWH/MT

B. Mention % scrap added

C. Mention % PI added

D. Any deviation in carbon bath sample and corrective action taken

E. Any major issues in the shift pertaining to furnace, CCM or safety

F. PM done or to be done in next shift

G. Signature of incoming Shift in charge

H. Any critical observation related to quality, Raw material or communication to incoming

shift in charge

I. Any breakdown or breakout issues in CCM and corrective action taken

J. Status of daily PM of CCM

K. Signature of Out going Shift in charge



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Implementation Production and Planning Systems


Objective

Proper co-ordination between individual department (Mechanical, Electrical, Process, &

Quality), Improve Productivity, Establish Standards, Reducing Shutdown and breakdown, &

Improving Yield

Responsibility

RACI

Annotated Format RACI Review Meeting

Frequency

Every Day

Procedure

Explanation and Information flow. Kind of a process flow diagram.



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HOD Operation


4&D F %2%

ua$ity2aintenanceE$ectrica$&peration4ead

Corrective+ction+ction )ogPreparation of+ction )og


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Annotated Process Flow Daily Review Meeting

Annotated Terms of Reference Daily Review Meeting

Terms of Reference

Daily Production and Maintenance Review Meeting SMS

Time: 11:00 AM to 11:30 AM

Duration: 30 minutes

Location: Office of Sr. Vice President

Frequency: Daily

Objective:

Improve Productivity

Reduce Shutdown and breakdown

Reduce Power consumption per Metric Ton

Improve Quality

Attendees:

Operations Head Furnace



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Operations Head - Caster

Electrical Maintenance Head

Mechanical Maintenance Head

Manager and Deputy Manager - Production

Quality Head

Agenda:

Review of previous action logs and taking corrective action for deviations

Plan Vs actual Production and Productivity

Raw material consumption for charge Mix

Power consumption per Ton

Daily production and plan

Allotment of RCA for major loss, breakdown and quality deviation

PM plan Vs Actual

Availability of raw material

Releasing equipments for PM

Specific consumption

Inputs:

Production Plan Compliance

Production Deviation Report

Charge Mix Report

Quality Checklist Report

Down Time Reports

Daily Raw Material Report

Breakdown management system

RCA Policy

PM Plan

Outputs:

Action Log



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Terms of Reference

Weekly Production and Maintenance Review Meeting SMS

Time: 3:00 PM to 4:00 PM

Duration: 1 Hour


Frequency: Weekly

Objective:



Reduce Power consumption per Metric Ton

Improve Quality

Attendees:






Quality Head

Agenda:

Review of previous action logs

Plan Vs actual Production and Productivity. Corrective action for any deviation

Raw material consumption for charge Mix


Daily production and plan

Allotment of RCA for major loss, breakdown and quality deviation

PM plan Vs Actual




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Breakdown and uptime of equipments

Conversion cost, Actual Vs Plan

Inputs:



Charge Mix Report


Down Time Reports

Daily Raw Material Report

Breakdown management system

RCA Policy

PM Plan

Outputs:

Action Log

Terms of Reference

Monthly Production and Maintenance Review Meeting SMS

Time: 3:00 PM to 4:00 PM

Duration: 1 hour


Frequency: Monthly

Objective:



Improve Power consumption per Metric Ton



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Improve Quality

Attendees:






Quality Head

Agenda:


Plan Vs actual Production and Productivity Raw material consumption for charge Mix


Monthly PM compliance and plan for next month

Breakdown review, RCA and CAPA status

Monthly breakdown management system and Bad actor list


Safety Review - CAPA on near miss and incident

Quality deviations

Udaan system compliance

Conversion cost

Inputs:



Charge Mix Report


Down Time Reports

Daily Raw Material Report Breakdown management system

RCA Policy

PM Plan

Outputs:

Action Log

Annotated Process Flow Daily Review Meeting



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Purchase Focus Group Discussion

Objective:

Proper co-ordination of Purchase Department & SMS Department to ensure that the critical

spares and production consumables are available in time. Discussions between Purchase

and SMS Department also ensures that the other issues are surfaced and thereby resolved.

It also ensures that the SMS team plans for the spares in a proper timely and a phased

manner.

Responsibility:

Representatives from SMS Team and Purchase Team

Terms of Reference

Purchase Focus Group Discussion SMS

Terms of Reference

Time: 03:00 PM to 03:30 PM

Day: Saturday

Duration: 30 minutes


Frequency: Weekly

Objective:

Streamline Purchase activities

Reduce instances of material stock out situation

Reduce slow moving inventory

Improve Quality of material purchased

Attendees:



Electrical Maintenance Head Mechanical Maintenance Head



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Quality Head

Purchase Manager

Purchase - HOD

Agenda:


Review status of open POs and PRs

Review vendor performance

Concern pertaining to quality of material

Inputs:

Details of POs and PRs

Material quality report

Vendor list

Outputs:

Action Log

Annotated Terms of Reference Weekly Purchase meeting

Frequency:

Weekly once

Procedure:


%2%Chairman


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Annotated Process Flow Production Loss Book

Annual Preventive Maintenance Program Review

It is a tool to assess the adequacy of existing maintenance program, incorporate new

machines and lesson learnt,

Objective:

To optimize the maintenance program with available resource and downtime target.

Responsibility:


#o$$o( up ofcritica$ items

+ction )ogPreparation of+ction )og

"pares


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Annotated Format RACI - Preventive Maintenance Program Review

Frequency:

Preventive maintenance program is reviewed every year in the month of March

Procedure:

Annotated process flow: Procedure for Preventive Maintenance Program Review



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An annotated format for equipment criticality ranking is outlined below

A.Enter the serial number

B.Enter the name of the equipment e. g. Furnace 15 T, 5.5 MW



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C.Enter the weighted average score from the equipment criticality ranking review

D.Write whether PM exists, Yes/No

E.Write PM frequency in months

F.State whether we have checklist for PM, Yes/No

G.State whether we are doing maintenance as per checklist, Yes/No

H.State whether we are doing maintenance as per checklist, Yes/No

I. Remarks, if any

J.List down the actions identified to close the gaps

K.Name of the person who is responsible to close the actions

L.Date by which actions should be completed. This date must be agreed with the person

responsible

Annual Preventive Maintenance Schedule

A structured approach to prepare and track the preventive maintenance of each equipment.Objective:

To ensure timely completion of planned maintenance

This also serves as master list of equipment under maintenance

This also gives the visibility of maintenance due in future so that advance planning and

preparation can be done to execute the due maintenance jobs on time

Responsibility:

Annotated Format RACI - Preventive Maintenance Schedule

Frequency:

Daily, Weekly, Monthly, Quarterly and yearly



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Procedure:

Annotated process flow : Procedure for Preventive Maintenance Schedule



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Standard Checklists



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Breakdown Slip

Objective:

1.This is the first document generated for any breakdown observed in operation. It will

initiate the corrective action from maintenance/operation department to rectify the

problem at the earliest.

2.The work against breakdown slip will be carried out by technician or can be outsourced

to the contractor. The data in the breakdown slip will form the primary information for

breakdown management system. This document registers and communicates

breakdowns occurring in machines.

Frequency: Annotated Format RACI Breakdown slip

As and when the breakdown happens

Procedure:

1.Breakdown of the equipment occurs on site

2.Once the breakdown occurs, shift engineer (operations) informs the shift engineer

(mechanical and electrical maintenance)

3.He fills the relevant entries in the breakdown slip (before attending the breakdown)

such as breakdown start time, machine on which the breakdown has occurred and

problem description, section, date, shift etc.

4.The maintenance team arrives at the site and discuss regarding the issue

5.Details during the breakdown are written in the slip by the maintenance team (job

start time, response time, root cause for breakdown etc.)



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6.Repair or replacement job is complete and plant starts

7.Operation & responsible department having breakdown meets and fills the remaining

details of the breakdown slip (after attending the breakdown) such as job end time,

equipment handover condition etc.

8.Respective section heads (operations and maintenance) review and sign thebreakdown slip

9.Breakdown slip is sent to the IT person and details are entered in Breakdown register



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Annotated Process Flow Breakdown Slip

Breakdown Slip (Format)



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0

>

C

9

?

Annotated Format Breakdown

Slip

A.Basic Details: Mention the basic details such as section, date, shift

B.Before attending the breakdown: Mention the details such as breakdown start time,machine on which breakdown has occurred, problem description

C.During Breakdown: Mention the activities done during the process of resolving the

breakdown (job start time, response time, reason for delays, team attending the

breakdown, root cause of the breakdown)

D.After attending the breakdown: Mention the details of activities post repair or replacement

by the maintenance team (job end time, equipment handover condition, details of the job

done on the equipment, spares used.

E.Remarks: Enter remarks, if any

F.Signoff: Sign-off by the staff and section heads (maintenance and operations team)

Breakdown Management System

Objective:

1.Enter the details of the breakdown slip in soft form. Conduct analysis of the data

weekly and monthly and send across to the concerned stakeholders for review and

action

2.Review frequency of equipments, mean time taken to repair, cases of feed loss

3.To provide relevant information related to bad actors so that the list can be looked into

and revised, if needed



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0 > C 9

Responsibility:

Procedure

Breakdown Management System (Format):

Annotated Format Breakdown Management System

A.Basic Details: Mention the basic details such as section, date, shift, slip no



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B.Before attending the breakdown: Mention the details such as breakdown start time,

machine on which breakdown has occurred, problem description, breakdown category

C.During Breakdown: Mention the activities done during the process of resolving the

breakdown (job start time, response time, reason for delays, team attending the

breakdown, root cause of the breakdown)D.After attending the breakdown: Mention the details of activities post repair or replacement

by the maintenance team (job end time, equipment handover condition, details of the job

done on the equipment, spares used.

E.Remarks: Enter remarks, if any

1.Production shift in charge will call maintenance staff to attend the breakdown

2.Maintenance staff will assess the situation and inform the production shift in charge

about the expected time to repair the machinery

3.In case repair time is more than 15 minutes, production personnel will raisebreakdown slip

4.On repair maintenance staff will fill the necessary details on the breakdown slip

5.Production personnel verify the repair work and acknowledge same by counter

signing on the slip

6.Manager Maintenance will review the slip on the next day

7.Manager Maintenance captures the details from slip to excel sheet.

8.Manager maintenance to carry out analysis of MTTR, % uptime from the excel sheet

9.In case breakdown does not lead to production loss or equipment belongs to utility,

maintenance personnel will raise and close the breakdown ensuring all details are

captured in the slip.

Explanation and Information flow. Kind of a process flow diagram.



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GPIL, Raipur, Confdential Page 5#%eport analysed

& correctiveaction to 'e

Analysis o) MTT% &MT*+ , Uptime

done 'y -ngineer

.O# %eview & doanalysis

rea(down slipentered in P/

/losing'rea(down sli

Jes

No

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Production shiftin charge

%aise t0e'rea(down in t0e

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Is brea1do(n resu$ted inproduction $oss

2aintenanceshift in charge


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Below is sample analysis

1$5

12%

7%

6%

Breakdown(Min.) - Crane 06

CT Motor Fault CT Power contactor issue Magnet cable cut

LT Wheel problem

%1%%2%%3%%4%%5%%6%%7%%#%%$%%

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Breakdown Analysis - Dec'14

> rea do! n t i" e* )in, '

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675

1154%2%

Breakdown (Min.) - Furnace 10

>u +ar pared SCR ?ault

Po!er ca+le leaage Sparing

7%5

5545 3%

Breakdown(Min.) - Crane 05

Load gear shaft damaged Contactor broken Magnet cable cut Master controler lock broken



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Line Walk

Objective:

1.Line walk is a systematic way to identify abnormalities through observations (LLF: Look,

Listen, Feel) through a daily walk in the plant area. First-hand information/observation

provides great insights into the current state of various equipment and the plant

environment.

2.This system can potentially improve the plant reliability as it reduces the forced

deterioration of the equipments which are major causes of failures. The abnormalities

found can be rectified immediately by the observer or can be forwarded to maintenance

planner for further planning.

3.Line walk summary sheet is used to register observations during a line walk on the shop

floor. Line walk sheet is divided into CBM (Condition based maintenance), 5S and Safety

NMS.

Responsibility:

Frequency:

As per the line walk schedule

Procedure:

Below is the diagrammatic representation of Line Walk system and how it is followed:



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Annotated Process Flow Line Walk

Line Walk: Format

Below is the line walk format and its description



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A.Basic Details: Mention the basic details such as line walker name, date and designation

B.Department and Section: Mention the department name and section

C.Equipment Name: Please mention the equipment name on which line walk was doneD.Code: It is essentially the category code (under which category it lies) such as 5S, safety,

condition based monitoring, spillages/leakages etc.

E.Observations: Mention the observation of the line walker

F.Priority Level: Please mention the priority level (low/medium/high)

G.Actions Required: Mention the desired actions that need to be taken

H.Responsibility: Person responsible for taking the action

I. Target Date: Target date by when the action needs to be completed

J.Status: Updated status of the activity (delayed, in progress, completed, to be taken in

shutdown)

Root Cause Analysis

Objective:

1.The purpose of Why Why Analysis/ (Root Cause Analysis) (RCA) is to identify reasons

why reactive maintenance is occurring and to instigate appropriate steps to eliminate the

root causes. The fundamental message is that: If a business does not have a Root



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Cause Analysis (RCA) methodology, the business will remain in a fire fighting (reactive)

mode.

2.This will be conducted as a tool to arrive at a root cause in a cross functional

(Maintenance and Production) manner as and when a breakdown occurs. The action

plan will be made for correcting the problem identified which will have both a short term

and a long term plan. The action plan will be reviewed in the weekly meeting for

correctness and horizontal deployment.

Responsibility:

Below is the snapshot of RCA policy which should be followed for conducting a RCA. It gives

the information on the team representation for RCA, criteria for conducting the RCA, owner

of the RCA, lead time in hrs for first draft of RCA preparation

Frequency:

As per the RCA policy

Procedure:

Below is the diagrammatic representation of the process flow for carrying out a RCA.



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RCA Template (Format):

Below is the format for the RCA (root cause analysis)



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A.Problem Statement: Mention the problem statement on which RCA needs to be done.

B.1stWhy: Mention the first element of the root cause which could have led to the problem.

C.2ndWhy: Mention the second element (2

ndwhy) that led to occurrence of 1

stWhy.

D.3rdWhy: Mention the third element (3

rdwhy) that led to the occurrence of 2

ndWhy. Follow

the steps along with findings/data to eliminate the probable causes and arrive at a rootcause



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E.Actions taken / identified: Actions taken in the form of corrective and preventive actions.

While mentioning the CAPA, please make sure that the expected date of completion for

corrective and preventive action is mentioned

F.Members name: Mention the name of the members doing the RCA and sign off

Production Deviation sheet

It is a tool to capture actual production and highlight deviation against the target. Further to

this, losses are categorized under various heads such as production loss, loss due to power

shortage, loss due to breakdown loss.

Objective:

Tool to provide details of deviation against target production and category of losses

Responsibility:

Annotated Format RACI Production Deviation sheet

Frequency:

Daily

Procedure:



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Format 1: Procedure for completing the document

An annotated format for Production deviation sheet is outlined below


MIS Manager will

collect documents

such as production

logsheet,

MIS Manager

enters the

details in the

HODs

review for

corrective

PRODUCTION DEVIATION SHEET


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A : Mention plan for power availability

B: Mention actual Heat achieved, total production of furnace 1-10, total power consumption

by furnace only and specific power consumption without auxiliary

C: Mention actual power consumed, Power export and specific power consumption with

auxiliary. Particular cell will be highlighted red if SPC is greater than target value and green if

SPC is lesser than target value

D: Mention following details for furnace 6 -10

i) Target productionii) Target KWH/MT

iii) Target heat

iv) Actual heat achieved

v) Actual production

vi) Actual Power consumed

vii) Actual KWH/MT

E: Mention Losses such as loss due to furnace /crane breakdown, loss due to CCM. Loss

due to shortage of power and hidden loss will be calculated on its own

F: Mention charge mix i.e. Scrap and PI



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G: Mention chemistry of ore, pellet and Mix

H: Mention monthly PM of furnace and cranes

Before casting checklist

Objective

To standardi>e the chec1s done before carrying out casting on CC2. +$so this (ou$d ensurethat a$$ CC2 is in desired condition to carry out casting of one campaign (ithout any issue

Responsibility

As per RACI

Frequency

Before casting

Checklist



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Implementation Production and Planning Systems

Comprehensive Production Log sheet

Objective

To provide standard values of parameters required to be followed in a recipe for producing

molten metal

To capture actual parameters and charge mix added in the recipe

Responsibility



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RACI

Annotated Format RACI Production log sheet

Frequency

Every Day

Procedure

Production log sheet has standard values of the parameters, which are must to be followed

during melting process.



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** Post installation of liquid metal weight measurement system, actual figure of

production per heat to be noted in the log sheet.

Melter will refer to these values while preparing recipe in a furnace.

A: Mention the plan for number of heat, production, PI and scrap

B: Mention pan for Simn, KWH/MT, coke and ladle preheat temperature

C: Mention standard value of furnace temperature, Pit side temperature of transfer ladle

and slide gate ladle, CCM temperature

D: Mention furnace life and its condition

E: Mention start and end time of heat

F: Mention actual consumption of scrap and PI

G: Mention actual temperature of empty ladle, furnace temperature and filled ladle

temperature

H: Mention actual value of frequency and voltage

I: Mention load ramp up values at 30 minutes, 1.5 hours and 2.5 hours

J: Mention production data. After installation of molten metal weighing system actualvalue of production to be mentioned

K: Mention actual KWH and KWH/MT

L: Name and signature of shift manager

M: Signature of melter and in remark column any special communication which led to

deviation from standard values

Steps to be followed:



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1.Melter will charge scrap into furnace as per the plan mentioned in the log sheet.

Melter will also mention whether he has used charge basket for charging. Melter will

also mention the start time of the furnace

2.Melter then add PI and DRI as per the plan given by the production planner

3.Melter then follow the process of adding DRI and remove slag subsequently.4.Melter will write power ramp up value of furnace at 30 minutes and he will repeat

same exercise after 1.5 hour and 2.5 hour.

5.Melter will provide details of furnace frequency, voltage in the log sheet

6.Melter will also mention amount of SiMn added in the recipe. For this he will refer to

the standard value given at the top of the log sheet. For any deviation he will consult

shift in charge and mention in remark column

7.Melter then mention empty ladle temperature taken through temperature gun and

ensure same is as per the standard value mentioned in the log sheet.

8.Melter will then take the furnace temperature and if same is in the standard range, he

will tap it into the ladle

9.Melter will then monitor fill ladle temperature (pit side) and same must adhere to the

standard. In case of any issue with the temperature he will consult shift supervisor

and CCM in charge and take necessary action and mention same in the remark

column.

10.At the end he will mention end time of the process and production as per reading

shown by load cell in the crane and mention unit of power consumed.

11.Melter then signs against his column.

Later in a shift, shift supervisor and manager will check the log sheet for any deviation.

Necessary action to correct issues like high KWH/MT, cycle time, Si-Mn, load ramp up will betaken and they signed against their name.

Same process to be followed in the next shift.

Next day Production AGM and GM production will analyse the sheet for any deviation

against the target and initiate corrective and preventive action.

Equipment Criticality Ranking

Objective:

1.To rank the equipments in order of the criticality.

2.Based on the criticality of the equipments, maintenance planning (PM, line walk) can be

modified to suit the equipments (highly critical to be given more importance and

attention)

3.Also, based on the criticality, critical spares can be identified and min-max levels along

with consumption planning can be done accordingly.

Responsibility:



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Below is the RACI for preparation and review of Equipment Criticality Ranking

Annotated Format RACI Equipment Criticality List

Frequency:

Prepared once and reviewed yearly or in case of installation of new equipment

Procedure:



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Equipment Criticality Ranking (Template):

Below is the sample snapshot for equipment criticality ranking sheet



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** All pressure and temperature gauges to be calibrated once in a year or on need basis.

However critical gauges to be calibrated once in six month

A.Plant: Plant in which these equipments and sub-equipment are installed

B.Equipment Tag No. : Equipment tag number to be mentioned

C.Description: Equipment description such as name, make and rating to be mentioned

D.Maintenance interval to be maintenance such as yearly, monthly

E.Criticality Criteria: Rankings has to be done from (0-5, 5 being the highest and 0 being

the lowest). Rankings have to be given by operations, maintenance, quality and spares

availability)

F.Overall Weightage: 25% weightage is given to all the four departments rankings

(operations, maintenance, quality, safety). Based on the weighted average, one score is

calculated

G.Sections ranking: Based on the overall weightage, section ranking is calculated

Quality Checklist - Quality Gate

Objective

Quality gate is a system which is aimed at identifying problem and stopping at that at the

stage of identification so that it does not lead to bigger problem at later stage of a process.

Based on this philosophy we designed quality gate templet for the molten metal by checking

quality parameters of batch sample of a heat.

Responsibility



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Format :

Procedure:

1.Once first batch pool is ready, melter will send the sample to quality lab. Quality lab

person then checks the sample for carbon value and mention same on the sheet

along with the standard range.

2.Helper carries this sheet back to melter, who will check the sheet for carbon value. In

case carbon value is not in the standard value, he will consult shift supervisor to

lower the carbon and keep it within range

3.Melter will again send second bath sample to quality along with the quality checklist.



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4.Melter will refer to the standard values against each bath sample and correct the

value before sending the molten metal to CCM

QC Checklist in Production

Objective:

1.To capture the actual heat parameters

2.To review these parameters against the standard and take necessary corrective action

Responsibility:

Below is the RACI for the same

Frequency: Daily

Format:

Sequencing between furnace and caster

Objective:

1.To have effective sequencing plan, which would result in subordination of CCM to

furnace

2.To have sufficient time between campaign for daily caster maintenance

3.Utilization of CCM and associated consumables at fullest to ensure reduction in cost



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Responsibility:

Below is the RACI for the same

Sequencing Plan:

Sponge Pellet and ore Re*uirement 2s "ul%ilment

Objective3!. To stream$ine p$anning of pe$$et and ore re7uirement

GPIL, Raipur, Confdential Page #%


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/. To estab$ish service $eve$ agreement bet(een %ID and %2% departments

Responsibility3

R+CI for the same is as be$o( :

Format

A: Date to be mentioned

: Pe$$et chemistry and 7uantity to be mentioned

C: #ines chemistry and 7uantity to be mentioned

D: Iron ore chemistry and 7uantity to be mentioned

E: Remar1 for any deviation

#: This to be fi$$ed by %ID

Operational Benefit Tracker and KPI Dashboard

Objective:

GPIL, Raipur, Confdential Page #1


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3.To review plan vs actual KPI achievement daily and week on week basis

4.To ensure that the gaps in achieving the target production are reviewed stringently and

action are taken to resolve the issues preventing the plant to achieve the desired KPI

Responsibility:

Below is the RACI for operational benefit tracker and KPI Dashboard

RACI-Operational Benefit tracker and KPI Dashboard

Frequency:

Data Updation: Daily

KPI dashboard generation and performance review: Weekly

Procedure:

Below is the process flow for Operational Benefit tracker and KPI dashboard



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O p era t o ns t e a m t opro v ide

dai lypro duct io

na c 0 i e v e d

a n dr e a s o n s)o r ) eedloss + i )

a n y

M a i n t e n a nc e t e a m t o

pro v idein )o o n

)eed lo ssd u e t o

' r e a ( d o wns + ac t io n

ta(en +% / A e t c 1

2ua l i tyt e a m t opro v ided a t a w r t3ua l i ty

p a r a m e t e rs s u c 0 a s*e!t $ + LOI

!,$ +' la ine e tc 1

% e c o r dt 0 e d a t a

in t0etem pla te +p o p u l a t et 0 e 4 P I

d a s 0 ' o a r d

% ev ewt 0 e 4 P I

d a s 0 ' o a r dwee(ly +

ta(eac t io ns

a n ds i g n o 5

t 0 eo pera t io na l ' e n e f t

t rac(er

Operational Benefit tracker and KPI Dashboard (Template):

First Sheet:Below is the snapshot of the first sheet of the template. Same template is

followed for both the Pellet Plants (0.6 MTPA and 1.5 MTPA)

A.Project Week: Mention the project week

B.Date: Mention the date for which production is being tracked

C.Baseline and target production: The cells refer to the baseline production, avg. ball mill

feed % Fe(t) during the baseline period and target production

D.Actual production details: Mention the actual ball mill feed Fe(t) %, baseline LOI %,actual LOI % and reported production

E.Production improvement: Tracks the target incremental daily tonnage against the actual

achieved incremental daily tonnage

Second Sheet:Below is the snapshot of the second sheet of the template (weekly tracker)



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A.KPI: Mention the KPI being tracked

B.KPI details: For each day, baseline production, target production, actual production,

operational benefit, remarks for exclusion if any are being tracker

C.Week no and its details: Mention the week no and the dates in the particular week

D.Cumulative data for the week: Mention the cumulative production for the week afterexclusions

E.Remarks: Mention the details of the exclusion because of which the day is not taken in

the operational tracker

F.Exclusion: Mention the exclusion code because of which the day is not taken in the

operational tracker such as Planned shutdown, forced shutdown, issues faced in other

departments hampering SMS Plants production, power supply failure etc.

Third Sheet:Below is the snapshot of the third sheet of the template (overall weekly tracker)

Fourth Sheet:Below is the snapshot of the KPI dashboard



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KPI dashboard contains:

1)Production Furnace 6-10 and furnace 1-5. Red bar shows that production is below

target and green shows production above the target value

2)KWH/MT Furnace 6-10 and furnace 1-5. Red bar shows that KWH/MT is above

target and green shows below the target

3)Loss due to power, breakdown and production inefficiency

4)Productivity MT/Heat

5)Percentage heat achieved

Process Standard operating procedure (SOP)

Objective:



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To standardize the process i.e melting process, casting process, ladle preparation

Responsibility:

RACI has been defined in the SOP and same to be followed

SOPs :

1.SOP for Ladle

2.SOP for melting process

3.SOP for quality

4.SOP for tundish

5.SOP for CCM6.SOP for coil insulation

7.SOP for attaining higher life of Ladle

Daily Caster Maintenance Checklist

Objective

1.To standardize the checks on Caster

2.To avoid breakdown in caster

Responsibility:

Below is the RACI for daily caster maintenance checklist



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Format :



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A : Mention date and shift in which checks were carried out

: Chec1s@ (hich are to be referred

C: %tandard parameters against (hich chec1s to be mapped

D: %tatus of the e7uipment to be mentioned

E: Remar1 to be mentione din case of any deviation

#: Concerned person needs to sign on the sheet

Process *uality cecks

Objective3

!. To meet 7ua$ity parameters as per I%

Responsibility3

R+CI for the same is as be$o(:

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Format :

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Procedure3

+: 2ention heat number

: 2ention campaign number

C: 2ention furnace number

D: 2ention tapping time

E: CC2 on (hich casting done

#: 2ention chemistry in terms of Carbon@ 2n@ %i@ %u$phur and Phosphorous

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Inventory Tracking

Objective3

!. To ensure smooth supp$y of ra( materia$ and avoid stoc1 out situation

Responsibility3

e$o( is the R+CI for the inventory trac1ing

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Format

Tool Box standardization and Audit

Objective3

!. To ensure right too$s are avai$ab$e and to avoid time (astage in searching too$s

Responsibility3



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R+CI for the Too$ o, standardi>ation and audit



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Format

Bad Actor list

Objective:

1.To identify the bad actors affecting production (feed loss or plant hold) with frequent

breakdowns/failures

2.To take actions on the bad actors and do probable cause analysis to resolve the issues3.Reduction in failures of major equipments would reduce spares consumption/MT



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Responsibility:

Below is the RACI for Bad Actor list preparation and probable cause analysis

Frequency:

Breakdown management system analysis: weekly and monthly

Bad actor list review: Monthly

Bad Actor List (Snapshots):

Procedure:



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P e r ) o r m r e a ( d o w

nM a n a g e m

e n ts y s t e m

a n a l y s i s

P r e p a r a t i on o ) a da c to r l is t' a s e d o n

t 0 e r e a ( d o w

nm a n a g e m

e n ts y s t e m

a n a l y s i s

% e v i e wa n d

a p p r o v et 0 e ' a d

a c to r l is t

Ta (ea c t io n s o n

t 0 e ' a da c t o r s o rc o n d u c t% / A o r

p r o ' a ' l ec a u s e

a n a l y s i s

% e v i e wa n d

u p d a t et 0 e ' a da c t o r s

m o n t 0 onm o n t 0

Below is the procedure for Bad Actor list preparation

Sustainability Pase

The System Audit is a tool to verify that all the appropriate system elements are

being installed and to check that they continue to be pursued.

For the purpose of the audit, every single component of a system is listed three times

and is interrogated in different ways to assess the overall status of implementation.

The four states that are taken into account are:

S1 Compliance

S2 Understanding

S3 Usage

S4 Culture

Only the first three states of this model are measured since the Culture state

already represents full ownership of the system.

S1: Compliance. The system element has been introduced and it is being used by

ensuring compliance. Direct supervision is required. After a few weeks no element

should have a pending S1 status unless a very good reason is available.



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S2: Understanding. The system element is being used, but people in question do

not see yet the whole benefit of using the element. If the review process was taken

away system elements usage would probably stop. Short interval controls and

review process are vital to ensure continuous compliance through proactive

coaching.

S3: Usage. People now realize the whole benefits of the system and how to use it to

improve their performances. But they still see it as a new system and need support.

S4: Culture. Having complied with and understood the purpose of the systems,

people now own it. The full benefits are derived and modifications / improvements

may also be volunteered. It can be assumed that the system element will continue tobe used. At this stage the management can begin to rely on delegation of system

elements rather than any direct review or supervision. In this manner the risk of

having elements dropped out is minimized as the ownership will not be lost or would

be tackled at an inappropriate management level.

Step by Step Instructions

Please find below following key guidelines:

Audited by the name of the manager who conducted the latest audit.

A position that is being audited should be captured as appropriate.

Status and Score the sheet is divided into 3 status sections. The scoring method is

also indicated here.

Audit Level Number S1, S2, S3

System Element each system element is listed out under each section.

Target the person/position to which the auditor should focus their investigation

Engineer, Sr. Engineer, Manager, Sr. Manager, AGM, DGM

Section In charge

Shift In charge

Supervisor

Questions Questions that need to be asked to audit the behavioural changes.

Score under each status the score, 0, 1 or 3 is indicated:



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S1: Use score 0 for not installed, not correct. Use score 1 for installed and partially

correct. Use score 3 for installed or completely correct.

S2 and S3: Use score 0 for not correct. Use score 1 for partially correct. Use score 3

for completely correct.

These cells auto-format red for score 0, yellow for score 1, green for score 3.

P.S: If a category is not applicable then leave the cell blank so it will not be counted

as 0.

Weekly scores would be measured. For the system elements the audit is conducted

on Daily basis, the Weekly Score will be the arithmetic average of Daily Scores

Total Score the total score divided by the maximum possible score expressed as a

percentage.

Question for S2 and S3 in place of actions the audit questions should be closed

ended questions.

These questions should be updated on Quarterly basis in order to ensure overall

system adoption.

Annotated "ormat3 Audit Template

Annotated "ormat3 Audit Result

The audit scores must be reviewed on a weekly basis until a performance of S1

ninety percent (90%) S2 eighty percent (80%) and S3 seventy percent (70%) are

achieved. Until these performance levels are attained, the system is not fully installed

and or in use. It is the responsibility of the associated Management Action Team

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(MAT) to identify any relevant problems/issues and initiate actions to resolve this as

quickly as possible.

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Appropriate Management Styles

In line with the Leader Behaviour Analysis Model, the outcome of the audit helps

dictate the kind of actions that are required see table 1 for details.

Table 1: Appropriate Management Styles

%tate

%ystem+doption

%tate of 2ind+ppropriate2anagement%ty$e

Re7uired Contact Time

%! Comp$ianceBna(are andunab$e

Direct#u$$ time or very high ' increaseattention if score is $o( or fa$$sbac1.

%/Bnderstanding

+(are and unab$e Coach%ignificant time ' focus onassurance and positive feedbac1.

%5 Bsage +(are and ab$e %upport2oderate ' as %! and %/ scoresstabi$i>e step bac1 from directinvo$vement as much as possib$e.

% Cu$tureBna(are and ab$e9ta1en forgranted

De$egate 2inima$

All action logs should contain the appropriate type of activities to ensure that the

issues faced with any one particular element are addressed. Examples:

If a previously installed element has completed dropped from usage, people need to

be told exactly why this is wrong and what they must do (directive).

If an installed element is not being filled out correctly, you should get the appropriate

owner to go and invest significant time and detail in understanding why it was not

filled out and making sure that the user understands how to use it correctly (coach).

If the actions coming out of a meeting are not as good as they should be then the

appropriate area owners need encouragement and support to build on the current

status.If the system is not throwing out any concerns under S1, S2 and S3 then the results

should be coming through. In this case the amount of time invested in the review

process can be lessened.

Responsibility and Frequency

The Audit must be conducted on all MCS elements at least once a week. In the initial

stages of roll-out audits will be conducted once per week by the consultants as wellas the taskforce members assigned and results will be forwarded to the MAT for

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review. In later stages the Team Leaders will be responsible for conducting the audit

for their Team on all the MCS elements and forward it to their Department Head as

well as to an auditor outside the concerned Department. Results will be reviewed

both at the MAT meeting and Steering Committee.

20150212-GPIL-SMS- SOP - Final (2)

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