20150212-GPIL-SMS - SOP - Final

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, Confidential
Page 1
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 christened Udaan with a focus to improve the output by
Page 2
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.
Page 3
Management
Action Team
Key Issues
Systems Implemented
(MAT) Area
Linkage
of
Monthly
production plan with

shift wise schedule
Process
Daily Production Planning

Production Deviation report
KPI Dashboard
KPI Tree
KPI Dashboard
Shift handover
Daily Review Meeting
Weekly Review Meeting
Monthly Review Meeting
Comprehensive Production logsheet
This mentions relevant standards
Lack of structured
which are to be followed such as Tap
review mechanism
temperature, empty ladle temperature,

pitside temperature, Monitoring of load
Key Process
Parameter variations
Process
Absence of information
for evaluation of
Page 4
ramp up
RACI matrix
systems
KWH/MT
Cycle Time
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
Critical Equipment listing
Bad Actors identification
Maintenance MIS (frequency, MTTR
for
all
implemented
Management
Action Team
Key Issues
Systems Implemented
(MAT) Area
Maintenance
etc.)
Reliability Centred Maintenance
Approach
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)

Weekly Review Meetting
Monthly Review meeting
Sponge pellet requirement Vs
fulfilment
Quality checklist in production
Shift handover system comprising of
Performance
Maintenance
Lack of structured
Maintenance systems
Lack of Review
Maintenance
Mechanism
Non conformance in
the quality standards
Quality
Ineffective Shift
all departments such as production,
Handovers
quality , maintenance, RM, CCM
RCAs and
enhancement of
RCA for quality issues

Macro test
current systems
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
Page 5
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
SMS
Compliance (%)
93%
Understanding (%)
96%
Usage (%)
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:
Page 6
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
Annualized benefit
Dec13
Sr.
No.
Description
May14
to
based
Improvement
Target
(Baseline
(Actuals)
on
comparison
with
Baseline
and
agreed evaluation
period)
methodology
Production 1.
Average
production
252
290
275
8370
MT / day
2.
KWH/MT
925.3
880
871
54,29,176 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.
Page 7
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.
Standard Operating Proced

Production and Specific Power Consumption
Project Udaan
GPIL, Raipur, ConfidentialGodawari
Page 8Power
and Ispat Limited
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: 91
Document Reference/File: Standard Operating Procedures Production and Specific Power
consumption
Location:
Issued by: Controller to be determined by GPIL
Approved by: Auditor to be determined by GPIL
Page 9
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:
Approved by:
Effective Date:
Issued by:
Approved by:
Effective Date:
Issued by:
Approved by:
Effective Date:
Issued by:
Approved by:
Summary of Changes:
Revision Number:
Issue Date:
Summary of Changes:
Revision Number:
Issue Date:
Summary of Changes:
Revision Number:
Issue Date:
Summary 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.
Page 10
Table of Contents
Executive summary..2
Background.2
Conclusion...................................................................................................................
Master Revision Table................................................................................................................
Background...............................................................................................................................
Project Objectives......................................................................................................................
Project Approach.......................................................................................................................
Project Structure........................................................................................................................
Focus Process...........................................................................................................................
Design and Development...........................................................................................................
Solution Development Approach............................................................................................
Implementation and Sustainability.............................................................................................
Implementation Production and Planning Systems.................................................................
Shift Handover.31
Daily Review Meeting.............................................................................................................
Weekly Review Meeting.........................................................................................................
Purchase Focus Group Discussion........................................................................................
Annual Preventive Maintenance Program..............................................................................
Breakdown Slip......................................................................................................................
Breakdown Management System...........................................................................................
Line Walk...............................................................................................................................
Root Cause Analysis..............................................................................................................
Production Deviation sheet....................................................................................................
Before casting checklist..........................................................................................................
Comprehensive Production Logsheet....................................................................................
Equipment Criticality Ranking................................................................................................
Quality Checklist(Quality gate)...............................................................................................
QC checklist in production......................................................................................................
Sequencing between CCM and furnace.................................................................................
Sponge pellet and ore requirement Vs Fulfilment...................................................................
Operational Benefit Tracker and KPI Dashboard..73
Standard Operating Procedure77
Page 11
Daily caster Maintenance Checklist....77

Process quality checks..79
Inventory Tracking..83
Tool Box standardization and Audit.83
Bad Actor List..85
Sustainability phase...................................................................................................................
Step by Step Instruction.88
Appropriate Management style.90
Responsibility and Frequency..90
Page 12
Background
In 2013, GPIL planned to take the next leap in throughput improvement by implementing
robust systems with the help of Renoir Consulting. Renoir undertook a dip stick study to
identify areas of potential improvement. The major areas of opportunity were improvement in
plant utilization, efficiency, and systems for production and planning, maintenance,
communication and training.
Project Objectives
The main objective was to facilitate an increase in production by deployment of Management
Control Systems.
To achieve this, a project team was set up which consisted of a Project Manager and two
consultants under the guidance of an Operations Manager. A separate Management Action
Team (MAT) for Production and Planning was installed to identify gaps in the Production and
Planning areas and drive systemic changes in this function to improve the Production. The 3
MAT teams were well supported by 6 taskforce members who were picked from the
respective sections of GPIL. The Project structure comprised of one MAT at each for
Production and Planning, Maintenance and Communication and Training. The MAT work
was reviewed by company level Steering Committees headed by the Managing Director.
Within SMS MAT the primary objective was to:
Improve Production through Utilization and Efficiency
Reduction in the Specific Power consumption
Page 13
Project Approach
Carry out series of studies
Identify the gaps in performance
Quantify main areas of opportunities
Develop detailed approach on delivering the results
Identify resources, time and cost of moving to project phase
Set up Management Action Team for each function. Select leader for each function.
Define objective for each Team.
Empower each MAT member to lead an objective
Define /acceptance of roles and responsibilities of each member.
Carry out detailed study together with company staff members to ensure
understanding on issues and opportunities of improvements
Develop Solutions to areas identified during focus process
Prioritize the implementation and make implementation plan.
Dry run and wet run of solutions to be carried out
Install solutions in all the areas
Provide training to all the employees with regards to the approach of solutions
To sustain result, conduct audit to monitor the compliance of new system
Monitor the results to see the benefits accrued
Page 14
Project Structure
Chairman: Mr. Abhishek
Agrawal
Vice Chairman: Mr. Vivek
Agrawal / Mr. S.K. Mishra
Steering Committee
Pellet MAT
SID MAT
Power MAT
SMS MAT
MAT Chairman:
MAT Chairman:
MAT Chairman:
MAT Chairman:
Mr. Raveendra
Mr. J.K. Sahu
Mr. Shandilia
Mr. Bansal
Taskforce
Taskforce
Taskforce
Taskforce
Aditya P. Singh
Hari Shankar
Manish Mandal
Sabyasachi
ShashiKant
Sharma
Bhanu P Singh
Umesh Shukla
Consultant
Consultant
Consultant
Consultant
Arpit Banga
Ashish Vashisth
Ashish Vashisth
Aashish Singh
Page 15
Project Manager: Ajay Vaze, Operation Manager: Nilutpol Borah
Evaluation MAT
Steering Committee
The steering committee comprised of ED Mr. Abhishek Agrawal, and all MATs Chairman.
During the SCM meeting, MATs chairman updated the SCM about the progress of their
MATs as against the Management Action Plans (as finalized after the Focus ProcessTM ).
Management Action Teams
The management action teams (MATs) comprised of a MAT Chairman Mr. G S Bansal, Vice
Chairman Mr. Sanjay Mundada and 5 other team members. The primary objective of the
MAT was to identify the opportunities for improvement, design solutions to fill those gaps and
implement the same. The role of MATs also includes coaching and mentoring the other
concerned people in the plant about new installed systems / processes.
Page 16
Focus Process
During the initial phase studies were conducted by the project team and the Management
Action team to identify, areas for improvement, new systems / processes. We first looked
into the capacity utilization. We calculated the capacity of the plant based on the quartile 3
methodology and mapped the production which was achieved by the plant. Gaps were
categorized under following categories :
1. Breakdown Losses
2. Shutdown losses
3. Performance losses
Value driver tree was envisaged to map the journey to financial benefit. The root of the tree
germinated from profitability. Three area were contemplated through which we can attain
benefit as shown in the chart below :
Illustrative
In order to validate the gaps or opportunities we focused on following parameters:
Page 17
1) 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
plant
3) 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
Breakdown Losses
Maintenance System
Breakdown and shutdown losses was analysed for the baseline period and it was found that
same constituted to 4 % of the ideal capacity (calculated on the basis of quartile -3 of the
actual production)
Page 18
SMS Plant - Capacity Utilization - Dec' 13 - May'14

250,000
200,000
150,000
121,212
4,386
100,000
50,000
1,058
Illustrative
102,805
12,964
To find the gap we mapped the As Is system of maintenance management as shown in the
chart given below:
Illustrative
It can be seen that maintenance system was very weak and following opportunities were
evident:
1. Lack of Preventive maintenance
a) Lack of effective PM Plan
b) Lack of system for handing over of equipment during PM
c) Lack of standard checklist
Page 19
Same was validated through data analysis and issue tree.
Illustrative
Illustrative
Baseline - Electrical and Mechanical Breakdown
Illustrative
Mechanical
68%
32%
Electrical
100%
Electrical breakdowns constituted 68 % which is quite high. Over all % uptime of furnace
was 97 %.
ISSUE TREE - Electrical Breakdown - Furnaces

Level 1
Level 2
Level 3
Level 4
Level 5
Bus Bar
cooling
tube
leakage
Sparkin
g in
Busbar
Due to dust
accumulation on busbar
Due to rupture of
cooling pipe which
results in leakage of
water
Loosening of busbar
bolts
Panel is not dust

proof
Loosing of clamp
Poor maintenance
Wear and tear in

pipe
Lack of periodic
checks
Due to frequent
cooling heating of
busbars
DM water inlet
temperature should
be less than 32
degree
Lack of periodic
checks for tightening
Illustrative
Electrical
Breakdown
in furnaces
Brazing
opens
Temperature of busbar
should be below 65
degree C.
Sparking in busbar
Increase in busbar
Page 20
Due to dust
accumulation on
busbar
Due to rupture of
cooling pipe which
results in leakage of
water
Level 6
Cooling tower is not

efficient, which
resulted in poor heat
exchange and
higher DM water
temperature
Panel is not dust
proof
Loosing of clamp
Poor
maintenance
Wear and tear in

pipe
Lack of periodic
checks
temp.
Temperature of
busbar should be
below 65 degree C.
DM water temp inc.

beyond 38 degree,
which should be
below 32 degree.
Due to loose nut

bolts
Due to frequent
cooling heating of
busbars
Cooling tower is
not efficient,
which resulted in
poor heat
exchange and
higher DM water
temperature
Lack of periodic
checks
Main issues which resulted in electrical breakdown were as following:

1. Lack of preventive maintenance
2. Lack of standard checklist
3. In effective cooling due to inefficient cooling tower
Performance Loss/ Productivity Loss
Performance loss was analysed for the baseline period and it was found that same
constituted to 4 % of the ideal capacity (calculated on the basis of quartile -3 of the actual
production)
SMS Plant - Capacity Utilization - Dec' 13 - May'14

250,000
200,000
150,000
121,212
100,000
4,386
1,058
102,805
50,000
12,964
Illustrative
To find out the reason for the gap between capacity and actual production we mapped
production management system MCS on a brown paper. The Management Control System
(MCS) is a unique kind of business management tool. Whereas a normal process map
catalogues events in a chronological order and uncovers operational inefficiency, a MCS
catalogues the data flow of all the concurrent events and identifies if the appropriate
information is available to make appropriate and correct business decisions.
Page 21
It is a two axis diagram, one axis being a chronological scale of systems elements under the
column headings of:
Forecast
This is forecasting expenses related to production (production budget)
Plan
This involves defining monthly / quarterly expenses plan related to production
Control
Coordination between plant head, shift managers, production heads and operators
Report
o
Providing numerous valuable point of information in a structured manner
o
Roll up operational activities through weekly operational and monthly balanced
scorecards
The other axis is a frequency scale of elements at which the above activities of Forecast,
Plan, Control and Report should be performed. The As Is MCS for Production and
Planning is depicted below:
As Is Management Control System
Page 22
Critiques classification
1. System = 56
2. Process = 55
3. Behaviour = 8
Illustrative
Critiques formed the baseline for the

formulation of the solutions and fill
the gap of As Is MCS
As Is process was mapped and critiquing was done to find gaps in the present production
system.
Following were critical points
1. Lack of effective production plan
2. Lack of standard parameters
3. Lack of understanding among workmen about SOP
As-Is Management Control System Critiques Classification- Steel Melting Shop
Category
Loss in
productivity
System
Priority for
Implementat
ion
High
Control
Production
loss due to
equipment
unavailability
Rejection,
increase cycle
time
System
High
System
High
Less
opportunity to
review
breakdown
reasons
Production
loss due to
unavailability
of required
power
Ineffective PM,
repeated
failures
System
Medium
Control
Interface with Power

department for
availability of power
Control
Critical equipment list

needs be refined
(basis history of
breakdowns, MTTR,
MTBF, PM non
compliance etc.)
Yearly shutdown plan
for caster to be made
Plan
Illustrative
Role of Quality
department to freeze
standards and ensure
compliance.
There is no system of
generating Bad Actor
list
Approach
temSys
Leads to
(Impact)
isticStat
Maintenance of caster
is to be done on daily
basis and hence
schedule is needed
Caster PM checklist to
be revisited.
Related to which
MCS Element?
(Forecast/Plan/Co
Control
soniRea
N
1
Critique
ItJust
Do
Sr
Report
Plan
Ineffective PM,
repeated
failures
Page 23
Medium
System
High
High
Strict supervision
required at caster and
furnace to ensure
adherence to SOPs.
Control
SOPs to be refined
Control
Production
loss due to
non
compliance of
SOP
Impact on
effectiveness
of jobs
performed
High
Process
Medium
Bottleneck analysis was done to estimate the capacity of the process
Illustrative
Illustrative
Through capacity estimation it was found that furnaces are the bottleneck and caster need to
subordinate furnace.
Page 24
Further to this, issues pertaining to caster, which resulted in tonnage loss, were analysed.
Main reason for the same were as following:
1.
2.
3.
4.
5.
Loss due to chemistry issue

Loss due to non - adherence to the standard parameters
Sequencing issues
Lack of short interval control
Lack of quality gate
Power Saving KWH/MT

Specific power consumption was analysed in the baseline period and regression analysis
was done to predict the specific power consumption at target production. Gaps were
analysed which could result in reduction in power consumption.
1. Improvement in the productivity of furnace
2. Operation of furnace at full capacity
3. Adherence to standard parameters such as Tap temperature, ladle preheat, load
rampup,
4. Optimized charge mix
5. Short Interval Control
6. Effective planning
7. Review mechanism
8. Effective sequencing between furnace and CCM
Data analysis was done to validate the hypothesis. In data analysis productivity of furnaces
was mapped.
( ** Baseline Dec13 May14)
Page 25
Illustrative
16
Productivity - MT/Heat
15
14
12
12.4
12
15
12.5
11
10
MT/heat
8
6
4
2
0
Furnace 08
Furnace 09
Baseline
Furnace10
Standard
There was shortage of 17% in furnace 9 and 10 and 8 % in furnace 08. Similar exercise was
done for all furnaces to estimate the potential improvement in the power consumption.
Regression analysis was done on existing KWh/MT data to establish ideal KWH/MT
Design and development SOLUTIONS

Breakdown Losses
Page 26
Illustrative
Solution was designed to strengthen the preventive maintenance system. Following systems
were installed :
1.
2.
3.
4.
5.
6.
Preventive maintenance system

Breakdown management system
Root cause analysis and CAPA
Equipment criticality ranking
Monthly bad actor list
Line Walk
Page 27
Reliability Centred Maintenance Philosophy
Illustrative
OUTCOME
Illustrative
OUTCOME
Illustrative
Baseline Dec13 May14
Illustrative
Page 28
Design and Development

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 cross
functional 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 Loss
Solution tree was envisaged for reduction in the performance and boost productivity of the
plant. This solution tree was originated from the value drivers
Page 29
Solution Tree Productivity & Performance Loss
Illustrative
Approach for Improvement
Page 30
Im p le m e n
t a t io n
Illustrative
To - B e
(S o lu tio n
D e s ig n in g
)
O p p o rt u n it
y
I d e n t ifi c a t i
on
A s -Is
M a p p in g
P ro d u c t io n
M C S (b ro w n
p a p e r)
P ro c e s s
M a p p in g
( h ig h le v e l &
s u b le v e l)
A re a , A c t iv it y
a n a ly s is ,C r it q u e
o n b ro w n p a p e r
M CS
Id e n t ifi c a t io n o f
k e y c o n t rib u t o r s
in v a r ia n c e .
M e a s u r in g k e y
p ro c e s s
in d ic a t o r s ( S P C )
In t e r v ie w in g ,
b ra in s t o rm in g ,
RCA
P ro c e s s M a t u r it y
& S y s te m
E ff e c t iv e n e s s
s t u d ie s
R e fi n e /D e v e l
o p S t a n d a rd s
& K P Is
W h it e P a p e r
P ro d u c t io n
MCS
D ry ru n
D e v e lo p
Te r m s o f
R e f e re n c e ,
a g e n d a e tc .
fo r re v ie w
m e e t in g s
R u n t r a in in g
w o rk sh o p s
In s t a lla t io n
of M CS and
re v is e d
p ro c e s s e s
Im p le m e n t
and cascade
in itia t iv e s
P ro d u c tio n
re v ie w
m e e t in g s
R e v is e
S O P s , S T S
S y ste m
A u d it
S y s te m a n d
e ff e c tiv e
m e e tin g
a u d its
in c lu d in g
nonc o m p lia n c e
re p o r t in g
A n a ly s is o f
a u d it s c o re s
Implementation Phase
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.
Page 31
Page 32
Standard Operating Procedures Process, Maintenance and Quality

Shift Handover Report
Objective
Systematic handover of work responsibility between two shifts in charges

to ensure proper coordination between incoming and outgoing shift in
charge
Responsibility
Annotated Format RACI Shift Handover
Frequency
Every Shift changeover
Procedure
Below is the diagrammatic representation of shift handover process
Page 33
Annotated Process Flow Shift Handover Report
Shift Handover Report (Format)

Common Shift Handover has been implemented in SMS, wherein shift in charge of
production, maintenance, CCM, quality and RM will meet and carry out handover take over
process
Shift Handover Report
Page 34
A
B
H
C
I
E
J
F
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
Page 35
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.
Page 36
HOD - SMS
HOD
Operation
Operation
Head
Electrical
Head
Preparation of
Action Log
Maintenance
Head
Action Log
Page 37
Quality
Head
Corrective
Action
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
Page 38
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
RCA Policy
PM Plan
Outputs:
Action Log
Page 39
Terms of Reference
Weekly Production and Maintenance Review Meeting SMS
Time:
3:00 PM to 4:00 PM
Duration:
1 Hour
Location:
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
Daily production and plan
Allotment of RCA for major loss, breakdown and quality deviation
PM plan Vs Actual
Page 40
Breakdown and uptime of equipments

Conversion cost, Actual Vs Plan
Inputs:

Charge Mix Report
Down Time Reports
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
Location:
Frequency: Monthly
Objective:
Improve Power consumption per Metric Ton
Page 41
Improve Quality
Attendees:

Quality Head
Agenda:

Plan Vs actual Production and Productivity
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
RCA Policy
PM Plan
Outputs:
Action Log
Annotated Process Flow Daily Review Meeting
Page 42
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
Location:
Frequency: Weekly
Objective:
Streamline Purchase activities

Reduce instances of material stock out situation
Reduce slow moving inventory
Improve Quality of material purchased
Attendees:

Page 43

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:
SMS
Chairman
Page 44
Action Log
Preparation of
Action Log
Follow up of
critical items
Spares
Received
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:
Page 45
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
Page 46
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
Page 47
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
Page 48
Procedure:
Annotated process flow : Procedure for Preventive Maintenance Schedule
Page 49
Standard Checklists
Page 50
Page 51
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.)
Page 52
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 the
breakdown slip
9. Breakdown slip is sent to the IT person and details are entered in Breakdown register
Page 53
Annotated Process Flow Breakdown Slip
Breakdown Slip (Format)
Page 54
C
B
E
F
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
Page 55
Responsibility:
Procedure
Breakdown Management System (Format):
D
E
Annotated Format Breakdown Management System
A. Basic Details: Mention the basic details such as section, date, shift, slip no
Page 56
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 raise
breakdown 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.
Page 57
Is breakdown resulted in
production loss
Maintenance
shift in charge
No
Raise the
breakdown in the
slip
Yes
Production shift
in charge
Raise the
breakdown in
the slip
Resolving
Breakdown
Breakdown slip
GPIL, Raipur,
Confidential
entered in
PC
Page 58
Report of
analysed&
Analysis
HOD
ReviewMTTR
& do
& corrective
MTBF,
%
Uptime
analysis
Closing
action
to be
done
by Engineer
breakdown
slip
Page 59
Below is sample analysis

Breakdown Analysis - Dec'14
Breakdown(Min.) - Crane 06
CT Motor Fault
CT Power contac tor is sue

60
70
Magnet cable cut
Min.
195
900
800
700
600
500
400
300
200
100
0
850
835
120%
100%
79%
475
68%
360
53%
220
27%
80%
60%
205
170
70
40%
20%
0%
120
LT W heel problem
Breakdow n time(Min.)
Break down (Min.) - Furnac e 10
115
4020
675
Bus bar sparked
SCR Fault
Pow er cable leakage
Sparking
Breakdown(Min.) - Crane 05
55
Load gear shaft damaged
45
30
Contactor broken
Magnet cable cut
705
Page 60
Master controler lock broken
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:
Page 61
Annotated Process Flow Line Walk
Line Walk: Format
Below is the line walk format and its description
Page 62
B
C
E
D
A
A.
B.
C.
D.
E.
F.
G.
H.
I.
J.
Basic Details: Mention the basic details such as line walker name, date and designation
Department and Section: Mention the department name and section
Equipment Name: Please mention the equipment name on which line walk was done
Code: It is essentially the category code (under which category it lies) such as 5S, safety,
condition based monitoring, spillages/leakages etc.
Observations: Mention the observation of the line walker
Priority Level: Please mention the priority level (low/medium/high)
Actions Required: Mention the desired actions that need to be taken
Responsibility: Person responsible for taking the action
Target Date: Target date by when the action needs to be completed
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
Page 63
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.
Page 64
RCA Template (Format):

Below is the format for the RCA (root cause analysis)
Page 65
A.
B.
C.
D.
Problem Statement: Mention the problem statement on which RCA needs to be done.
1st Why: Mention the first element of the root cause which could have led to the problem.
2nd Why: Mention the second element (2nd why) that led to occurrence of 1st Why.
3rd Why: Mention the third element (3rd why) that led to the occurrence of 2nd Why. Follow
the steps along with findings/data to eliminate the probable causes and arrive at a root
cause
Page 66
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:
Page 67
Format 1: Procedure for completing the document
MIS Manager will

collect documents
such as production
log sheet,
MIS Manager
enters the
details in the
deviation sheet
HODs
review for
corrective
action
An annotated format for Production deviation sheet is outlined below
PRODUCTION DEVIATION SHEET
Page 68
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)
ii)
iii)
iv)
v)
vi)
vii)
Target production
Target KWH/MT
Target heat
Actual heat achieved
Actual production
Actual Power consumed
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
Page 69
G: Mention chemistry of ore, pellet and Mix

H: Mention monthly PM of furnace and cranes
Before casting checklist

Objective
To standardize the checks done before carrying out casting on CCM. Also this would ensure
that all CCM is in desired condition to carry out casting of one campaign without any issue
Responsibility
As per RACI
Frequency
Before casting
Checklist
Page 70
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
Page 71
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.
Page 72
** 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 actual
value 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:
Page 73
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 be
taken 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:
Page 74
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:
Page 75
Equipment Criticality Ranking (Template):
Below is the sample snapshot for equipment criticality ranking sheet
Page 76
** 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.
B.
C.
D.
E.
Plant: Plant in which these equipments and sub-equipment are installed

Equipment Tag No. : Equipment tag number to be mentioned
Description: Equipment description such as name, make and rating to be mentioned
Maintenance interval to be maintenance such as yearly, monthly
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
Page 77
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.
Page 78
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
Page 79
Responsibility:
Below is the RACI for the same
Sequencing Plan:
Sponge Pellet and ore Requirement Vs Fulfilment

Objective:
1. To streamline planning of pellet and ore requirement
Page 80
2. To establish service level agreement between SID and SMS departments

Responsibility:
RACI for the same is as below :
Format
A
B
A: Date to be mentioned
B: Pellet chemistry and quantity to be mentioned
C: Fines chemistry and quantity to be mentioned
D: Iron ore chemistry and quantity to be mentioned
E: Remark for any deviation
F: This to be filled by SID
Operational Benefit Tracker and KPI Dashboard

Objective:
Page 81
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
Page 82
OOperation
p e ra tio n
s team
te a m to
to
pprovide
ro v id e
ddaily
a ily
pproductio
ro d u ctio
nn
aachieved
ch ie v e d
aand
nd
re
a so n s
reasons
fo
ed
forr fe
feed
lo
ss,
loss, if
aany
ny
M
a in te n a n
Maintenan
ce
a m to
ce te
team
to
pprovide
ro v id e
in
fo on
on
info
fe
e d lo
ss
feed
loss
ddue
u e to
to
bbreakdow
re a k d o w
nns,
s, aaction
ctio n
ta
ke n ,
taken,
RRCA
C A etc.
e tc.
QQuality
u a lity
tea
m to
to
team
pprovide
ro v id e
ddata
a ta wrt
w rt
qquality
u a lity
pparameter
a ra m e ter
s su
ch as
as
such
Fe
(t), LOI
LO I
Fe(t),
(%
),
(%),
bblaine
la in e etc.
e tc.
RRecord
e co rd
th
a ta
thee ddata
in
th e
in the
te
m p la te ,
template,
ppopulate
o p u la te
th
PI
thee KKPI
ddashboard
a sh b o a rd
RReview
e v ie w
th
PI
thee KKPI
ddashboard
a sh b o a rd
w
e e k ly,
weekly,
ta
ke
take
aactions
ctio n s
aand
nd
sig
n o ff
signoff
th
thee
ooperation
p e ra tio n
aall bbenefit
e n e fi t
tra
cke r
tracker
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)
C
D
B
A
Page 83
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 after
exclusions
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
Page 84
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:
Page 85
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.
2.
3.
4.
5.
6.
7.
SOP for Ladle

SOP for melting process
SOP for quality
SOP for tundish
SOP for CCM
SOP for coil insulation
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
Page 86
Format :
Page 87
A : Mention date and shift in which checks were carried out

B: Checks, which are to be referred
C: Standard parameters against which checks to be mapped
D: Status of the equipment to be mentioned
E: Remark to be mentione din case of any deviation
F: Concerned person needs to sign on the sheet
Process quality checks
Objective:
1. To meet quality parameters as per BIS
Responsibility:
RACI for the same is as below:
Page 88
Format :
Page 89
Procedure:
A: Mention heat number
B: Mention campaign number
C: Mention furnace number
D: Mention tapping time
E: CCM on which casting done
F: Mention chemistry in terms of % Carbon, % Mn, % Si, % Sulphur and % Phosphorous
Page 90
Inventory Tracking
Objective:
1. To ensure smooth supply of raw material and avoid stock out situation
Responsibility:
Below is the RACI for the inventory tracking
Page 91
Format
Tool Box standardization and Audit

Objective:
1. To ensure right tools are available and to avoid time wastage in searching tools
Responsibility:
Page 92
RACI for the Tool Box standardization and audit
Page 93
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 issues
3. Reduction in failures of major equipments would reduce spares consumption/MT
Page 94
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:
Page 95
Below is the procedure for Bad Actor list preparation
PPerform
erfo rm
BBreakdow
re a k d o w
nn
MManagem
a n a g em
eent
nt
sy
ste m
system
aanalysis
n a ly sis
PPreparatio
re p a ra tio
nn of
o f BBad
ad
aactor
cto r list
bbased
a se d oonn
th
thee
BBreakdow
re a k d o w
nn
m
anagem
managem
eent
nt
sy
ste m
system
aanalysis
n a ly sis
RReview
e v iew
aand
nd
aapprove
p p ro v e
th
bad
thee bad
aactor
cto r list
Ta
ke
Take
aactions
ctio n s oonn
th
ad
thee bbad
aactors
cto rs or
or
co
n d u ct
conduct
RRCA
C A oorr
pprobable
ro b a b le
ca
u se
cause
aanalysis
n a ly sis
RReview
e v ie w
aand
nd
uupdate
p d a te
th
ad
thee bbad
aactors
cto rs
m
o n th on
on
month
m
o n th
month
Sustainability Phase
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.
Page 96
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 to
be 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:
Page 97
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 Format: Audit Template

Annotated Format: 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
Page 98
(MAT) to identify any relevant problems/issues and initiate actions to resolve this as
quickly as possible.
Page 99
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
Stat
e
System
Adoption
State of Mind
Appropriate
Management
Style
Required Contact Time
S1
Compliance
Unaware and
unable
Direct
Full time or very high increase

attention if score is low or falls
back.
S2
Understandin
g
Aware and unable
Coach
Significant time focus on

assurance and positive feedback.
S3
Usage
Aware and able
Support
Moderate as S1 and S2 scores

stabilize step back from direct
involvement as much as possible.
S4
Culture
Unaware and able

(taken for
granted)
Delegate
Minimal
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 well
as the taskforce members assigned and results will be forwarded to the MAT for
Page 100
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.
Page 101

20150212-GPIL-SMS - SOP - Final

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

20150212-GPIL-SMS - SOP - Final

Hochgeladen von

Copyright:

Verfügbare Formate

SUMMARY REPORT FOR

Godawari Power & Ispat Limited, Raipur

Renoir Consulting (India) Pvt Ltd

GPIL, Raipur, Confidential

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

GPIL, Raipur, Confidential

GPIL, Raipur, Confidential

production plan with

Daily Production Planning

which are to be followed such as Tap

temperature, empty ladle temperature,

GPIL, Raipur, Confidential

variations (short term and long term)

Daily Review Meeting

Sponge pellet requirement Vs

Shift handover system comprising of

all departments such as production,

quality , maintenance, RM, CCM

RCA for quality issues

GPIL, Raipur, Confidential

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

GPIL, Raipur, Confidential

GPIL, Raipur, Confidential

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

Standard Operating Proced

and Ispat Limited

Godawari Power and Ispat Limited

Project Udaan: Operational Excellence Manual

Title: Standard Operating Procedure Production and Specific

Revision Number: 000

GPIL, Raipur, Confidential

Master Revision Table

GPIL, Raipur, Confidential

Daily caster Maintenance Checklist....77

GPIL, Raipur, Confidential

Improve Production through Utilization and Efficiency

Reduction in the Specific Power consumption

GPIL, Raipur, Confidential

Carry out series of studies

Identify the gaps in performance

Quantify main areas of opportunities

Develop detailed approach on delivering the results

Identify resources, time and cost of moving to project phase

Define objective for each Team.

Empower each MAT member to lead an objective

Define /acceptance of roles and responsibilities of each member.

Develop Solutions to areas identified during focus process

Prioritize the implementation and make implementation plan.

Dry run and wet run of solutions to be carried out

Install solutions in all the areas

To sustain result, conduct audit to monitor the compliance of new system

Monitor the results to see the benefits accrued

GPIL, Raipur, Confidential

Mr. J.K. Sahu

GPIL, Raipur, Confidential

Project Manager: Ajay Vaze, Operation Manager: Nilutpol Borah

GPIL, Raipur, Confidential

In order to validate the gaps or opportunities we focused on following parameters:

GPIL, Raipur, Confidential

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

performance loss, key process parameters variation analysis)

GPIL, Raipur, Confidential

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