BUA GRADUATE TECHNICAL TRAINEE PROGRAM 2023

PLANT VISIT 1 REPORT

NAME: OLUWASEUN ADEBAYO ADEBOGUN

GROUP: DELTA ( TSD2 UTILITIES AND MAINTENANCE DEPARTMENT)

SAP NO: 6655

DATE: November 24, 2023.

PLANT OVERVIEW

The BUA Sugar refinery at Tin – Can, Industrial Island Port, Apapa, Lagos is an ultra-modern and
automated mega raw sugar processing plant with an installed refining capacity of about 730,000
metric tonnes powered by a 10MW turbine with a gas boiler. The refining process is designed to
remove impurities, color, and undesirable flavors from raw(brown) sugar, resulting in a higher-
quality and more refined white sugar which are sealed in 50kg bags of vitamin A fortified and
non-fortified sugar.

OCCUPATIONAL HEALTH AND SAFETY(OSH)

The plant visit started with a comprehensive training on Health, safety and hazards associated
with refineries.
occupational health deals with all aspects of health and safety in the workplace and has a strong
focus on primary prevention of hazards. Health has been defined as a state of complete physical,
mental and social well-being and not merely the absence of disease or infirmity. Occupational
health is a multidisciplinary field of healthcare concerned with enabling an individual to
undertake their occupation, in the way that causes least harm to their health. It aligns with the
promotion of health and safety at work, which is concerned with preventing harm from hazards
in the workplace.

UTILITY DEPARTMENT

The utilities department of BUA sugar Apapa is in charge of safe operation and day to day
maintenance of the steam boilers, steam turbine, air compressors, air conditioners and other
related equipments. The department comprises of highly skilled Enginneers, Supervisors,
Technicians and workmen who all contribute immensely to the success of the department.
Before proceeding to learn about the department’s activities, we were taught the sugar refining
process by the shift Enginner.

RAW SUGAR PROCESSING

Raw sugar processing involves the transformation of raw sugarcane juice into raw sugar through
a series of steps that include extraction, clarification, evaporation, crystallization, centrifugation,
and drying. The process begins with the cultivation and harvesting of sugarcane, followed by
milling and processing activities to produce raw sugar, which can further undergo refining to
produce white sugar or other sugar products.

Raw sugar arrives: The raw sugar that arrives at the refinery has already been through the first
stage of purification at a mill. It has been crushed, soaked, boiled, and spun, but still contains
lots of impurities. Sugar at this stage is not food grade as it still consists of impure sucrose
crystals and molasses. The raw sugar being sourced from Brazil and shipped down to Nigeria, at
the port, it is loaded into dump tracks and moved to the saur area of the refinery wher it Is
stored in a 40,000 metric tonnes capacity dome silo by the means of belt conveyors and bucket
elevator.

Melting: The first process the raw sugar undergoes is melting. The sugar is stirred and dissolved
in hot water to the right concentration, whilst brushes and strainers remove impurities and
coloration. The resulting product is sugar syrup.

Carbonation: Calcium hydroxide, called milk of lime, is added to the liquid sugar mixture and
heated to boiling point in carbonators. The vessel, which is designed for the purpose, bubbles
carbon dioxide through the mixture. The gas reacts with the lime to form fine crystalline
particles of calcium carbonate, which occludes – or shuts out – organic impurities, such as amino
acids, wax, and gums.

Filtration and clarification: The mixture, which is now a brown or honey-coloured liquid, is
filtered using a vibrating screen machine to become bright or pale yellow in colour. The
suspended calcium carbonate, along with additional impurities, are removed by 3 stage
clarifiers. The by-product of press-cake with a low sugar content is formed at this time, while the
filtrate (sweet water) continues on to the next stage of refinement.

Evaporation: The liquid now flows into 5 vacuum pans of 50T capacity for concentration and
crystallization. It is pumped through a series of evaporators to achieve a state of
supersaturation. Fine seed crystals are added to initiate the crystallization process, which is
carried out in three stages. When the crystals reach the desired size, the process is stopped. The
first crystallization, called A strike, produces crystallized sugar and a residual mother liquid,
referred to as A molasses. This is concentrated even more to yield a B strike and a corresponding
B grade molasses. This is repeated to create a C grade sugar and a final molasses, known as
black-strap. This is a heavy and dark liquid from which can no further be crystallized
economically by the usual methods.

Recovery House: The lower quality liquors and materials that have been extracted during the
refining process are collected and re-processed to recover the maximum amount of sugar
possible.

Crystallization: Crystals and mother liquid are separated in basket-type centrifuges at high
speeds. The liquid is spun off the crystals and they are washed by water jets. The mother syrup is
then filtered out and used to produce Golden Syrup and other lower grade sugar products.

Drying, Screening and Conditioning: The wet sugar is dried with a blast of hot and cold air in a
granulator. This is a long and rotating cylindrical machine and forces the sugars to tumble
through a continuous draft of hot air to dry and cold air to cool. The dry sugars are weighed and
sorted by size through vibrating screens and placed into storage holds and any dust that has
been produced is removed using a vacuum. They are kept here to allow the residual moisture in
the sugar crystals to come to equilibrium with the humidity in the surrounding air, and this
prevents it from becoming lumpy. This process is known as curing.

Packaging: The sugar is packaged in 50kg bags of vitamin A fortified and Non-fortified white
sugar fit for consumption

STEAM BOILER SECTION

The boiler and turbine department is saddled with the responsibility of overseeing the smooth
operation and maintenance of the boilers, turbine, compressors and all their fitted accessories.
They interact with all other necessary departments to ensure overall plant efficiency.
A steam boiler is a device used to create steam by heating water at very high pressure and
temperature. The Steam generated is used for power generation, heating, and industrial
processes. The BUA refinery has 3 gas powered water tube boilers; 2 units 75T/hr and one unit
100T/hr steam generating capacity
The key components of a steam boiler includes:

1. Boiler Shell: The boiler shell is the outer vessel that contains the downcomer and riser
tubes. It provides a protective enclosure for the boiler components.

2. Water Feed: Permeate Water is fed into the boiler through the feed water pump which is
connected to the deaerator tank. The level of water in the boiler is crucial for its safe and
efficient operation.

3. Swailer: The swailer acts as a burner and is responsible for heating the water in the boiler
tubes even to the end of furnace chamber. Natural gas is the fuel used to produce the
necessary heat.

4. Combustion Chamber: The combustion chamber is where the fuel and air mix and ignite,
generating heat. The heat is transferred to the water to produce steam.

5. Heat Exchanger: The heat exchanger is a crucial component that transfers heat from the
combustion gases to the water. It can consist of tubes or coils through which the hot gases
pass, transferring their heat to the water.

6. Steam Drum:In the water tube boiler, steam drum is used to separate steam from water.
The steam rises to the top of the drum, and the water remains at the bottom.

7. Superheater: the superheater is a section in the boiler where saturated steam is heated to a
higher temperature to make it dry steam which increases its energy and improve efficiency.

8. Safety Valves: Safety valves are installed to release excess pressure in the boiler to prevent
explosions. They are a crucial safety feature.

9. Control valves: Pneumatic control valves regulates various aspects of the boiler, such as fuel
input, water level, and steam pressure, to ensure safe and efficient operation.
10. Blowdown System: The blow-down system is used to remove impurities and prevent the
buildup of sediment in the boiler by periodically draining a portion of the water.

STEAM TURBINE SECTION

A steam turbine is a device that converts thermal energy from pressurized steam into
mechanical work, which can then be used to generate electricity or perform other types of
mechanical work.The plant has a main steam turbine of 10MW capacity and a standby turbine of
5MW.
Here is an overview of how a steam turbine works and its key components:

Steam Generation: The process begins with the generation of steam. This is done in a boiler
where water is heated to produce high-pressure steam.

Turbine Blades:The steam is directed onto blades mounted on a shaft within the turbine. These
blades are designed to efficiently extract energy from the high-velocity steam.

Expansion of Steam: As the high-pressure steam flows over the turbine blades, it expands,
causing the blades to rotate. This rotation is due to the change in momentum and pressure of
the steam.

Rotor and Shaft: The rotating blades are attached to a rotor, and as they spin, they turn the
rotor. The rotor is connected to a shaft, and the rotational motion of the shaft represents the
conversion of thermal energy from steam into mechanical energy.

Generator: the shaft of the turbine is connected to a generator. The mechanical energy from the
turbine is used to rotate the generator, which, in turn, generates electrical power.

Condenser: After passing through the turbine, the steam is condensed back into water in a
condenser. This is usually done by cooling the steam with water or air. Condensing the steam
allows for more efficient operation of the turbine.

Cooling System: Steam turbines often require cooling systems to maintain optimal operating
temperatures. Water from the cooling tower is used to extract heat from the turbine.

Governor and Control System: The speed of a steam turbine needs to be controlled to maintain
a stable and efficient power output. Governors and control systems are used to regulate the flow
of steam and maintain a constant speed.

Lubrication System: Oil is Continuously circulated in the Bearings and other moving parts in the
turbine to enhance proper lubrication to reduce friction and wear.

COMPRESSORS

An air compressor is a machine that takes ambient air from the surroundings and discharges it at
a higher pressure. It is an application of a gas compressor and a pneumatic device that converts
mechanical power from an electric motor, diesel or gasoline engine, etc.) into potential energy
stored in compressed air, which has many uses. A common application is to compress air into a
storage tank, for immediate or later use. When the delivery pressure reaches its set upper limit,
the compressor is shut off, or the excess air is released through an overpressure valve. The
compressed air is stored in the tank until it is needed. The pressure energy provided by the
compressed air can be used for a variety of applications such as pneumatic tools as it is released.
When tank pressure reaches its lower limit, the air compressor turns on again and re-pressurizes
the tank.
The plant has 1 unit 8.5bar, 2 unit 6bar, 1 unit 7.5bar screw compressors which produces
compressed air used to drive pneumatic valves and actuators.

MECHANICAL MAINTENANCE

The maintenance department consists of teams of Engineers, technicians, machine specialists

and artisans. The department is saddled with the responsibility of ensuring smooth running of all
machines and equipment in the refinery by carrying out regular and periodic plant maintenance
and repair of equipment, materials, and systems.
The major maintenance operation often carried out is lubrication of bearings, gearbox and other
moving machine parts. Some of the frequently used lubricants include;
General purpose grease (EP2 and EP3), Lithium Grease for special purpose high speed machines,
Moledium sulphide for high temperature turbine and centrifuge, Mobil tac for dryer chain,
Graphite solution.
BUA GRADUATE TECHNICAL TRAINEE PROGRAM 2023

WEEKLY TRAINING REPORT

NAME: OLUWASEUN ADEBAYO ADEBOGUN

SAP NO: 6655

DATE: December 21, 2023.

MODULE 8

TOPIC: TOTAL QUALITY MANAGEMENT (TQM)

Total Quality Management (TQM) is a management philosophy and approach that focuses on
continuous improvement of processes, products, and services to achieve customer satisfaction
and organizational success. TQM is a company-wide approach that makes sure everyone in the
company is focused on providing what the consumer wants. It can also help improve a
company's effectiveness and efficiency.
Keywords commonly used in TQM includes;

Quality: The totality of features and characteristics of a product or service that bears on its
ability to satisfy given needs.
Customer: Anyone who is impacted by the product or process delivered by an organization.
External customer: The end user as well as intermediate processors. Other external customers
may not be purchasers but may have some connection with the product.
Internal customer: Other divisions of the company that receive the processed product.
Product: The output of the process carried out by the organization. It may be goods (e.g.
automobiles, missile), software (e.g. a computer code, a report) or service (e.g. banking,
insurance).
Quality management systems: is a formal system that helps a company co-ordinate, implement,
document and continually improve it's activities so that it's not only achieving it's quality
objectives but continually improving on them, making them more effective and efficient.

QUALITY CONTROL (QC)

is a process within the broader framework of quality management that focuses on ensuring the
quality of products or services by systematically monitoring and inspecting various aspects of the
production process. The goal of quality control is to identify and rectify defects or deviations
from desired standards before the final product reaches the customer.

QUALITY ASSURANCE (QA)

This is a systematic process and set of activities that ensure the quality of products or services
throughout their entire life cycle. Unlike quality control, which focuses on detecting and
correcting defects, quality assurance is a proactive approach that emphasizes preventing defects
from occurring in the first place.
8 PRINCIPLES OF TOTAL QUALITY MANAGEMENT

1. Customer focus: understand what your customer wants or needs, and figure out how to get
the right materials, people, and processes in place to meet and exceed their expectations.

2. Total employee commitment: employees need to understand the vision and goals that have
been communicated. They must be sufficiently trained and given the proper resources to
complete tasks in order to be committed to reaching goals on time.

3. Process approach: Processes ensure that the proper steps are taken at the right time to
ensure consistency and speed up production.

4. Integrated system: In an integrated system, everybody in every department should have a

thorough understanding of policies, standards, objectives, and processes. Integrated
systems help the company to look for continual improvement in order to achieve an edge
over the competition.

5. Strategic and systematic approach: Multiple processes within a development or production

cycle are managed as a system of processes in an effort to increase efficiency.

6. Continual improvement: business should continually find ways to improve processes and
adapt your products and services as customer needs shift.

7. Fact-based decision-making: Analysis and data gathering lead to better decisions based on
the available information. Making informed decisions leads to a better understanding of
customers and your market.

8. Communications: Everybody in your organization needs to be aware of plans, strategies,

and methods that will be used to achieve goals. There is a greater risk of failure if you don’t
have a good communication plan.

EFFECTIVE TOOLS AND TECHNIQUES IN TQM

Effective tools and practices in quality management are essential to ensure the regular provision
of high-quality offerings. key TQM tools and techniques are listed below, each with a brief
description.

I. Six Sigma: is a thorough and data-driven approach that strives to boost process efficiency by
alleviating errors and variances. A defect prevalence of 3.4 parts per million (PPM) or less is
normally the aim, with the emphasis being on obtaining a high level of process capability.

II. Pareto Analysis: The Pareto principle, frequently referred to as the 80/20 rule, asserts that a
sizable fraction of issues are frequently brought on by a small number of underlying factors.
A Pareto chart, which graphically displays the frequency or impact of numerous issues in
descending order, is created as part of the Pareto analysis process.

III. Root Cause Analysis (RCA): RCA is a methodical process for uncovering the root causes of
issues or flaws. It entails continually asking “why” to find the root of crises. Organizations
 can prevent reoccurring issues and improve the product’s quality and process productivity
by targeting fundamental roots rather than merely symptoms. Techniques, including the 5
Whys, Fishbone Diagrams, and Fault Tree Analysis, are examples of RCA approaches.

IV. Kaizen: The Japanese concept of kaizen emphasizes the ongoing development of systems,
goods, and services. It encourages employees across all ranks to routinely find and put into
practice minor incremental modifications.

V. Fishbone Diagram (Ishikawa Diagram): This is a visual tool for investigating probable factors
that could potentially be driving a particular issue or effect. The illustration mimics the
skeleton of a fish, with the “head” standing in for the problem and the “bones” standing in
for other groups of probable causes, including people, processes, tools, the environment,
and materials.

IMPORTANCE OF TQM

1. Ensures superior quality products and services

2. Essential for customer satisfaction which eventually leads to customer loyalty.

3. Helps an organization to design and create a product which the customer actually wants.

4. Ensures increased revenues and higher productivity for the organization.

5. Helps organization to reduce waste and inventory

6. Inculcates a strong feeling of team work.

7. Ensures close co-ordination between employees of an organization.

8. Reduced risks

9. Keep up with the competition.

CONCLUSION

By implementing Total Quality Management, organizations aspire to develop a culture of

excellence, improve customer satisfaction, bring defects and wastage to zero or minimum level,
and achieve continuous success in a competitive environment. A successful implementation of
Total Quality Management depends on a change in culture within an organization and
commitment at all levels of management and staff. With proper implementation, TQM can result
in higher customer satisfaction, improved operational performance, as well as a more desirable
position.
 MODULE 9

TOPIC: GENERAL MAINTENANCE MANAGEMENT

EXCELLENCE IN ASSET CARE TECHNOLOGY (EXACT)

Maintenance management is the structured process put in place to ensure assets and resources
are functioning efficiently and effectively to keep overall equipment effectiveness (OEE) high and
to utilize resources effectively.
The 5 M’s of Management are; Money, Men, Materials, Methods, Machines.

OBJECTIVES OF MAINTENANCE MANAGEMENT

 Improved asset performance.

 Increase efficiency and productivity.

 Uncover maintenance trends and understand equipment performance.

 Ensure high quality throughout.

 Improve safety and meet compliance standards.

 Reduce maintenance costs.

TYPES OF MAINTENANCE STRATEGIES

1. Reactive maintenance: Also called “run-to-failure,” refers to maintenance tasks performed

after an asset has broken down. The focus is on restoring assets to operating conditions as
quickly as possible.

2. Preventive maintenance: It is a proactive method of preventing the damage of any

equipment, by replacing the part periodically based on time of use and conducting minor
maintenance and inspections in order to find out the present condition of the equipment.
Examples of preventive maintenance include; Cleaning, checking, lubricating, bolt
tightening, Periodic inspection, Periodic and small overhaul restorations.
Sub-divisions of Preventive maintenance include;

a. Time-based preventive maintenance: This maintenance can be scheduled daily, weekly,

monthly, biyearly, yearly, etc. based on the need of each asset. A semi-annual HVAC unit
check is an example of a time-based preventive maintenance task.

b. Meter-based preventive maintenance: This is based on meter readings. Maintenance tasks

are performed after an asset runs for so many hours, drives for so many miles, or produces
so many widgets. Fleet maintenance often operates under this maintenance style. For
instance, changing a truck’s oil every 5,000 miles is an example of meterbased preventive
maintenance.
c. Condition-based maintenance: Is a maintenance management strategy that monitors each
asset and its performance to determine when maintenance needs to be performed. It will
prompt you to tend to the asset when efficiency and performance are decreasing, or signs of
possible failure are occurring. CBM maintenance is performed after one or more indicators
show that equipment is going to fail or that equipment performance is deteriorating.

3. Predictive maintenance: Predictive maintenance relies heavily on technology and software,

particularly the integration of IoT, artificial intelligence, and integrated systems. These
systems connect various assets, enabling data sharing, analysis, and actionable insights.
Information is gathered through sensors, industrial controls, and business software like EAM
and ERP. This data is then processed to pinpoint areas needing attention, with techniques
such as vibration analysis, oil analysis, thermal imaging, and equipment observation serving
as examples.

4. Reliability-centred maintenance: Reliability-centred maintenance is a strategy in which

each asset is evaluated individually to determine which maintenance should be performed
and when. The goal of this strategy is to keep your assets running as efficiently as possible to
produce at maximum capacity.

5. Run-to-failure maintenance: is an unplanned, reactive type of maintenance that's usually a

deliberate strategy designed to minimize costs. This strategy is used for machines with
disposable parts meant to be swapped out rather than repaired, non-critical assets like
tools, assets that aren't subject to wear and are unlikely to fail under normal operating
conditions, or assets that show random failure patterns that can't be predicted.

WORK PLANNING AND SCHEDULING

Maintenance Planning: This is the development of a detailed program to complete a

maintenance repair or rebuild. It entails deciding on what maintenance activities need to be
done, how and how long they are expected to take.

Maintenance Coordination: This comes between planning and scheduling and it encompasses
the logistical efforts of assembling all necessary resources so the job is ready to be scheduled.

Maintenance Scheduling: is the written process whereby labour resources and support
equipment are allocated to specific jobs at a fixed time when Operations can make the
associated equipment or job site accessible. Scheduling involves deciding when to do the job and
who does the job.

CONCLUSION

Giving each asset the right maintenance management strategy it needs and appropriately
planning, coordinating and scheduling these maintenance operations will optimize maintenance
in the long run, leading to minimized Unscheduled Downtime, reduced Maintenance Costs,
increased mean time between failures and improved overall plant efficiency.
 MODULE 11

TOPIC: OPERATIONAL EXCELLENCE

Operational excellence refers to the ongoing effort by an organization to improve its operations,
processes, systems, and performance continually to achieve superior results, competitive
advantage, customer satisfaction, and sustainable growth. It involves a systematic approach to
optimizing efficiency, effectiveness, quality, productivity, innovation, agility, and value creation
across all aspects of the organization.

UNDERSTANDING PRODUCTION STRATEGIES

Seven Wastes:

Wastes are defined as unnecessary resource that is required to produce a quality product as
defined by the customer. The most important concept in lean manufacturing is the distinction of
the 7 major wastes which are:

 Overproduction: This is when a Company is Producing more product than necessary. It is

seen as a waste because it creates excessive lead times, Increases storage cost, and makes it
Difficult to find defects.

 Down Time: amount of time a factory experiences stoppage during production that leads to
loss of revenue.

 Transportation: efficient factory layout ensures the Closeness of raw materials store to the
factory to cut down on extra transportation costs within the factory as this adds no value to
production but instead gives opportunity for damage.

 Inappropriate Processing: this refers to practices, techniques, procedures, operations, or

strategies that are inefficient, ineffective, or counterproductive in production
environments.

 Unnecessary Inventory: represents inventory levels that exceed the immediate

demand, or optimal levels for an organization. Excess inventory ties up capital,
occupies valuable storage space, increases carrying costs, leads to obsolescence risks,
reduces cash flow, and impacts profitability. Managing and reducing unnecessary
inventory is essential for optimizing operations, improving efficiency, minimizing
costs, enhancing responsiveness, and maximizing value creation.

 Unnecessary Motions: Keep ergonomics in mind to avoid searching for materials and
Misplaced tools.

 Defects: Defects are goods of low quality. They are wasted material, time and money which
should be prevented. As product moves down the supply chain, the cost associated with the
defect rises.
THE KAIZEN TECHNIQUE

The Kaizen technique, rooted in Japanese management philosophy and principles, emphasizes
continuous improvement, incremental progress, waste elimination, efficiency enhancement, and
employee empowerment to achieve operational excellence, quality excellence, and
organizational excellence. Kaizen, which translates to "change for better" or "continuous
improvement" in English, focuses on making small, incremental, and sustainable improvements
in processes, systems, workflows, practices, behaviors, and outcomes over time.

Kaizen Strategies/Goals

 Elimination of the seven wastes

 Teamwork based - Train all employees on kaizen and problem solving

 Communicate ideas up and down company hierarchy; every one is encouraged to seek out
and exploit new opportunities

 Define clear leadership initiatives

 Prioritizing problems

 Create a culture where Perfection is perpetually chased.

Kaizen Implementation

Practices exist for the successful implementation of Kaizen, which include:

- Value Stream Mapping

- The 5 Whys
- PDCA (Plan, Do, Check, Act)
- 5-S.

5-S PRINCIPLE

The 5S principle is a methodology rooted in Japanese management practices that aims to

improve workplace organization, efficiency, productivity, safety, quality, and employee
satisfaction by creating a clean, organized, standardized, and efficient work environment. The
5S's stand for Sort, Set in Order, Shine, Standardize, and Sustain.

CONCLUSION

operational excellence is a holistic, integrated, and continuous journey towards achieving

superior performance, efficiency, customer satisfaction, innovation, resilience, competitiveness,
and sustainability. It involves aligning people, processes, systems and strategies to create a high-
performing organization that delivers outstanding results, adapts to change, responds to
challenges, and thrives in today's evolving marketplace.
 MODULE 12

TOPIC: FOUNDATION IN MANAGEMENT 1

MANAGERS

A manager is an individual responsible for overseeing and directing the work of a group of
people or a department with the aim of achieving set goals and objective. The role of managers
is centered around their ability to lead, analyze, plan, execute, measure and create alliances.

MISSION, VISION AND VALUES

A mission statement is a statement which is used to communicate the purpose of the

organization, “why we exist”. It is a written declaration of an organization’s core purpose and
focus. The core duty of managers is to coordinate the men and resources in their department to
achieve the mission of the organization which will help to secure the future of the organization
and her employees.

A vision statement describes what a company desires to achieve in the long-run, generally in a
time frame of five to ten years. It depicts a vision of what the company will look like in the future
and sets a defined direction for the planning and execution of corporate-level strategies.

Values are the things that the Organization/ We believe are important in the way we live or
work. They determine our priorities and are needed to propel us to our destination.

MISSION STATEMENT FOR BUA GROUP:

Mission: To Provide high quality products and services with a focus on total quality
management.

Vision: To be a world class conglomerate, spreading across Africa and beyond.

MISSION STATEMENT FOR BUA FOODS

Mission: To provide high quality foods with a focus on creating long term values for all
stakeholders.

CORE VALUES FOR BUA GROUP:

Respect, Innovation, Commitment, Excellence.

ROLE OF THE MANAGER

 LEADING
A leader can be defined in various ways depending on the context, but generally, a leader is
someone who influences, guides, and inspires others to achieve a common goal or vision.
Leadership involves more than just holding a position of authority; it involves demonstrating
qualities and behaviors that motivate and empower others.

SITUATIONAL LEADERSHIP
Study results have shown that there is not one single leadership style. Therefore, the Leader
must adapt his behaviour based on the Follower and the Task. leaders should adapt their
leadership style based on the readiness or maturity level of their followers and the specific
circumstances they face.

The situational Leadership Model identifies four primary leadership styles and emphasizes the
importance of flexibility and adaptability:

I. Directing: In situations where followers have Low Ability, Low Motivation but high
commitment, leaders should provide clear instructions, closely supervise tasks, and make
decisions for the team.

II. Coaching: When followers have some competence but low commitment, leaders should
provide guidance, support, and feedback to help individuals develop their skills and increase
their commitment.

III. Supporting: When followers have moderate to high competence but variable commitment,
leaders should provide support, encouragement, and involve team members in decision-
making processes.

IV. Delegating: In situations where followers have high competence and high commitment,
leaders can delegate tasks, provide autonomy, and trust team members to take
responsibility for their work.

Effective leaders must have the following abilities:

Analysis: Assess the task specific ability and motivation of the follower

Flexibility: Ability and motivation to use the different styles

Adaptation: Ability and motivation to adjust your Leadership style to the Readiness level of the
follower

 ANALYSING

Managers are often required to make informed decisions and manage organizational activities to
do this effectively they need management information.
Management information refers to the process of collecting relevant data( trends, KBIs,
performance reviews) from various sources within and outside the organization, related to
various aspects of an organization (including operations, finance, human resources, marketing,
sales, and strategic planning), analyzing, organizing, and transforming them into meaningful
information.
Management information systems (MIS) are also employed to generate reports that provide
managers with insights into organizational performance, trends, opportunities, and challenges.

 PLANNING (Time management)

Time management refers to the process of planning, organizing, prioritizing, and controlling how
you spend your time to achieve specific goals and objectives, both personally and professionally.
Effective time management allows individuals to work more efficiently, reduce stress, achieve
work-life balance, and accomplish tasks and projects effectively and on time.
Here are some key principles and strategies for effective time management:

 Establish how your time is spent.

 Identify your problem areas.

 Clarify your objectives and priorities.

 Tackle the enemy within

- Plan (make your time plan efficient but realistic)

- Prioritize tasks based on their urgency and importance.
- Delegate tasks that can be performed by others.
- Review how you work

 Make time to play, overwork is counter productive.

 EXECUTION ( Problem solving and Decision making)

Problem Solving is a deviation from the norm. A discrepancy between an existing and a desired
state of affairs (with the path to the desired state blocked with known and unknown obstacles).

Problem solving process

 Fact finding
- picking out and pointing up the problem.
- Gather and analyze pertinent data.

 Idea finding
- Thinking up ideas and possible leads.
- Select, add and reprocess ideas.

 Solution finding
- Verifying tentative solutions
- Deciding and implementing final solution.

Decision making is a selection process where one or two or more possible solutions are chosen
to reach a desired goal or state. The key to the process of making decisions is generating the
alternatives and then knowing how to select, or eliminate them from the list.
There are 3 major factors to consider in choosing a decision making procedure:

- Need for expertise, - Need for acceptance, - Time Available.

 MEASURING (Performance Management)

Performance Management is the on-going process for assessing the overall performance of
Human Capital (Employees) in the context of the individual job description; and making plans for
individual’s future development in the context of the company’s goals and objectives. It is
designed to define, measure, review and reward employees performance.

Objectives of the Performance Management are:

 High Performance – Create a high performance culture at all levels that enable achievement
of company’s goals and objectives.

 People Development – Clearly communicate expectations, build and enhance employees

performance and development.

 Uniformity and fairness – A common appraisal system for all employees consistently applies
across the company and deliver accurate and fair measurement and performance
assessment.

An Effective manager has the knowledge, skill and ability to analyze objectively the performance
of each team member and ensure that each individual achieves their maximum potential
through the most appropriate means of development.

 CREATING ALLIANCES (Influencing and Teamwork)

Influencing in management refers to the ability of managers to persuade, motivate, and guide
individuals or teams to achieve organizational goals and objectives effectively. Influencing is a
fundamental aspect of managerial roles and involves various interpersonal skills, communication
techniques, and leadership qualities.

INFLUENCING MODEL: PHISICS

 Preparation (audience type, appropriate method & strategies)

 Hold the meeting

 Identify audience type (Is it as previously identified?)

 Select strategy (best strategy and supporting actions)

 Implement strategy
 Conflict resolution (resistance identified and overcome)

 Summarize (gain and confirm agreement and close)

TEAMWORK

A team is an energetic group of people (not just a collection of individuals) who are committed
to achieving common objectives, who work well together and enjoy doing so, and who produce
high quality results.

CHARACTERISTICS OF EFFECTIVE TEAMS:

 Competence – everyone brings something that the team needs

 A clear and compelling goals/purpose (Team Mission)

 Commitment to the common goal

 Every member contributes; every member benefits

 A supportive environment

 Alignment (Coordination of plans, efforts and rewards with the goals of the organization).

BENEFITS OF TEAM WORK:

some of the benefits of teamwork include:

Collaboration, Communication, Efficient use of resources, “Best” decisions and solutions
Empowerment (collective strength), Commitment Quality results (High Quality
Decisions)Management of complexity (synergy effect)Rapid response High motivation.

CREATING A TEAM CHARTER

It is a good idea to articulate the purpose of the team, duration, roles and other elements of
team operations within a written charter, the charter should specify:

The Team’s executive sponsor

A concise description of team goals (deliverables)

Leadership role

Measures of success and

Resources available to the team.

CONCLUSION

This course has imparted me with the required managerial skills to analyze, plan, execute,
measure, lead and create alliances. These skill set will boost my effectiveness, performance,
productivity and be more result oriented.

MODULE 13

TOPIC: BASIC PROCESS CONTROL

CONTROL IN PROCESS PLANT

Process control refers to the methods, techniques, systems, and practices used to monitor,
regulate, and optimize industrial processes, manufacturing operations, and production systems
to ensure consistent quality, efficiency, safety, and performance. Process control systems are
essential in various industries, including manufacturing, chemical processing, oil and gas, food
and beverage, pharmaceuticals, and utilities.

INSTRUMENTATION

Instrumentation is the art or technology of arranging tools and devices to measure, indicate,
transmit, record and control physical and chemical process variables. he process variables used
in industries are Level, Pressure, Temperature, Flow, etc.

OBJECTIVES OF INSTRUMENTATION AND CONTROL

 Efficient operation of the plant (increases efficiency)

 Economic operation of the plant (Reduces variability)

 Safe operation of the plant (Ensures safety)

 Pollution control.

PROCESS CONTROL TERMS

 PROCESS VARIABLE: is the specific quantity we are measuring in a process. Common process
variable include: Pressure, flow, Level, Temperature, Mass, pH, Conductivity.

 measured variable is the condition of the process fluid that must be kept at the designated
set point. in most instances, the measured variable is also the process variable. However,
sometimes the measured variable is not the same as process variable. For example, a
manufacturer may measure flow into and out of a storage tank to determine tank level in
this scenario, flow is the measured variable, and the fluid level is the process variable.

 SET-POINT: The set-point is a value for a process variable that is desired to be maintained.
For example, if a process temperature needs to be kept within 50c of 1000c, then the set-
point is 1000c. A temperature sensor can be used to maintain the temperature at set-point.
 ERROR: Is the difference between the measured variable and the set-point and can be either
positive or negative.

 OFFSET: Is a sustained deviation of the process variable from the set-point.

 LOAD DISTURBANCE: undesirable change in one of the factors affecting the process variable.

THE CONTROL LOOP

A Control loop consist of Sensors for Measurements; Controller hardware such as PLCs;
Actuators such as control valves, breakers, switches and motors; and the Communication of
Variables. The basic elements of a control loop are:

 Measuring device - Senses

 Controller - decides

 Final control device - Influences

 The process - Reacts.

CLOSED AND OPEN CONTROL LOOP

 A closed control loop exist where a process variable is measured, compared to a set-point,
and action is taken to correct any deviation from set-point.

 An open control loop exists where the process variable is not compared and action is taken
not in response to feedback on the condition of the process variable, but is instead taken
without regard to process variable condition.

THE PROCESS CONTROL

In the process industry, the three task associated with any control loop are:

1. Measurement - Sensor and Transducers

Primary sensing elements (PSE) are devices directly measuring the process variable and
translating that sensed quality into an analog representation. In many instances, Sensors are
used to transform a physical stimulus into an electrical signal that may be analyzed by the
manufacturing system and used for making decisions about the operation being conducted.
Example of PSE include; thermocouples, thermistors, bourdon gauge, microphone,
potentiometer, electro-chemical cell, magnetic flow tubes, orifice plates, etc.

2. Comparison - Transmitters and Controllers

A Transmitter Is a device that translates the signal produced by a primary sensing elements(PSE)
into a standardized instrumentation signals - such as 3-15 PSI air pressure, 4-20mA DC electric
current, field-bus digital signal packets, etc. which may then be conveyed to an indicating device,
a control device or both. Examples of transmitters commonly used in the process industries are:
Pressure-transmitter, Temperature-transmitters, Flow-transmitters, Level-transmitter, Analytic-
transmitter:- Oxygen, pH, Co(Carbon monoxide, etc.
A controller is a device that receives data from a measurement instrument, through a
transmitter and compares that data to a programmed set-point, and, if necessary signals a final
control element to take corrective actions. Controllers provide electronic commands that
converts an electrical signal into a mechanical actions. Controllers are computers of some type
that receive information from Sensors and from internal programming and use this information
to operate the manufacturing equipment (to the extent available depending on the degree of
Automation and control). Examples of controllers ranges from switches and relays to
programmable logic controllers (PLCs), distributed control systems (DCS), supervisory control
and data acquisition (SCADA) systems.

3. Adjustment - Final Control Instruments (Actuators)

An Actuator is the part of a Final Control Device that causes a physical change in the Final
Control Device when signaled to do so. The common actuation systems are: Pneumatics,
Hydraulics, Electrical and Valves. The most common example of an actuator is a Valve Actuator,
which opens or closes a valve in response to control signals from a Controller. Diaphragms,
Bellows, Springs, Gears, Hydraulic Pilot Valves, Pistons, or Electric Motors are often parts of an
actuation system.
An Electric Motor is often used as an Actuator/Discrete Control Element in a Control System if
driving a Pump, Conveyor belt, or other machines for the transportation of a process substance.
Of all the available electric motor types, the most commonly found in Industrial applications (by
far) is the Three-Phase AC Induction Motor. The basic principle of an AC Induction Motor is that
one or more out-of-phase AC (sinusoidal) currents energize sets of electromagnet (called Stator
coils or winding arranged around the circumference of a circle.

CONTROL SIGNALLING & COMMUNICATION

There are three kinds of signals that exist in the Process Industries for transmitting the Process
variable measurement from the instrument to a centralised control system. They are:

 Analogue Signals: While electricity is commonly used as a medium for transferring energy
across long distances, it is also used in instrumentation to transfer information. This is
Analogue signalling e.g. 4-20 mA DC current.

 Pneumatic Signals: Air pressure may be used as an alternative signaling medium to

electricity. This is Pneumatic signalling and the most commonly used pneumatic signal is 3-
15 PSI.

 Digital Signals: Another method of transferring information from one point to another in
process plant is via Digital Fieldbus Network, that requires Standardised network protocols
for data communication. Examples of digital signals are; Profibus, EtherNet I/P, DeviceNet.

CONCLUSION

Process instrumentation and control (also known as Process Measurement and Control, Process
Automation or just Instrumentation) is needed in modern industrial processes for a business to
remain profitable. It improves product quality, reduces plant emissions, minimizes human error
and reduces operating cost among many other capabilities and benefits.

Submitted by :
Oluwaseun Adebayo Adebogun