Professional Documents
Culture Documents
LIST OF COTETS
DECLARATIO............................................................................................... 7
ACKOWLEDGEMET................................................................................ 8
ABSTRACT....................................................................................................... 9
LIST OF TABLES............................................................................................10
LIST OF FIGURES.......................................................................................13
CHAPTER-1 ITRODUCTIO.....................................................................14
1.1 ABOUT THE IDUSTRY......................................................................................14
1.2 SHORTAGE OF RAW MATERIAL....................................................................16
1.3 PORTER’S FIVE FORCE MODEL FOR COPPER IDUSTRY.....................18
2.2 MISSIO...................................................................................................................19
2.3 STREGTHS...........................................................................................................20
2.4 HISTORY.................................................................................................................20
4.4.2 LOGISTICS.............................................................................................................53
4.4.2.1 TIME CALCULATIOS.......................................................................................53
4.4.2.2 UTILIZATIO OF THE FORKLIFTS................................................................55
4.4.3 CCR..........................................................................................................................57
4.4.3.1 TIME CALCULATIOS......................................................................................59
4.4.3.2 UTILIZATIO OF THE FORKLIFTS...............................................................59
CHAPTER 5 RESULTS AD SUGGESTIOS...........................................61
5.1 TIME EFFICIECY COSOLIDATED STATEMET..................................61
5.2 FOKKLIFT UTILIZATIO COSOLIDATED STATEMET.....................61
5.3 SUGGESTIOS......................................................................................................62
5.3.1 SUGGESTIO 1.....................................................................................................62
5.3.2 SUGGESTIO-2.....................................................................................................64
5.3.3 SUGGESTIO 3.....................................................................................................66
5.3.4 SUGGESTIO 4.....................................................................................................70
COCLUSIO.................................................................................................71
REFERECES.................................................................................................72
………………………
Place: Prof. CKT Chandrashekara
Head of Department
Date: Christ University Institute of
Management
Bangalore
………………………
Place:
MR SUNIL A.K
PROFESSOR
Date:
DECLARATIO
Place: Bangaluru
Date: 18th june 2010 Signature
ACKNOWLEDGEMENT
Signature.
ABSTRACT
LIST OF TABLES
2.1 CURRENT CAPACITY DETAILS OF STERLITE INDUSTRIES (I) LTD 7
4.1 MAJOR AREAS THAT CAUSE THE FUNCTIONING DELAY FOR CSM AND THE
CONSOLIDATED OCCURRENCE FOR THE PERIOD OF NOV’09-MARCH’10
4.2 CONSOLIDATED DELAY DISTRIBUTION OF THE DEPARTMENTS FOR CSM
FROM NOV’09-MARCH’10
4.3 MAJOR AREAS THAT CAUSE THE FUNCTIONING DELAY FOR APM AND THE
CONSOLIDATED OCCURRENCE FOR THE PERIOD OF NOV’09-MARCH’10
4.4 CONSOLIDATED DELAY DISTRIBUTION OF THE DEPARTMENTS FOR APM
FROM NOV’09-MARCH’10
4.5 MAJOR AREAS THAT CAUSE THE FUNCTIONING DELAY FOR ASWM AND
THE CONSOLIDATED OCCURRENCE FOR THE PERIOD OF NOV’09-MARCH’10
4.6 CONSOLIDATED DELAY DISTRIBUTION OF THE DEPARTMENTS FOR ASWM
FROM NOV’09-MARCH’10
4.7 MAJOR DELAYS OCCURRED IN CRANE-1 IN NOV-09 TO MARCH-10
4.8 CONSOLIDATED DELAY DISTRIBUTION OF THE DEPARTMENTS FOR CRANE-
1 FROM NOV’09-MARCH’10
4.9 MAJOR DELAYS OCCURRED IN CRANE-2 IN NOV-09 TO MARCH-10
4.10 CONSOLIDATED DELAY DISTRIBUTION OF THE DEPARTMENTS FROM
NOV’09-MARCH’10
4.11 FORKLIFT TIMING FOR SHIFTING FRESH ANODES FROM CHIPPING YARD
TO DESPATCH YARD
4.12 FORKLIFT TIMING FOR SHIFTING FRESH ANODES FROM DESPATCH YARD
TO ANODE YARD BY 5TON AND 3 TON FORKLIFTS
4.13 FORKLIFT TIMING FOR CARRYING THE SPENT ANODE FROM ANODE YARD
TO SMELTER YARD
4.14 FORKLIFT TIMING FOR CARRYING THE CATHODE FROM THE CSM
MACHINE TO WEIGH SCALE AND FROM THERE TO THE CSM YARD
4.15 UTILIZATION OF 3 TON FORKLIFT DEDICATED TO CSM YSRD
4.16 UTILIZATION OF 3 TON FORKLIFT DEDICATED TO CSM YSRD
CONSIDERING CHANGE OVER N STRIPPING TIME SEPERATELY
4.17 UTILIZATION OF 1-3TON AND 2-5TON FORKLIFT FOR APM YARD
LIST OF FIGURES
1.1 GROWTH OF PRODUCTION IN COPPER FROM THE YEAR 2004 TO 2008
1.2 COPPER INDUSTRY MARKET SHARE
1.3 GLOBAL DEMAND FOR COPPER BY REGION
2.1 PROCESS OF COPPER CATHODES AND RODS PRODUCTION AT SIIL
4.1 FLOW DIAGRAM OF CSM
4.2 PARETO ANALYSIS FOR CSM FOR THE PERIOD OF NOV’09-MARCH’10
4.3 PARETO ANALYSIS FOR CSM (DEPARTMENT VICE) FROM NOV’09-MARCH’10
4.4 FLOW DIAGRAM OF APM
4.5 PARETO ANALYSIS FOR APM FOR THE PERIOD OF NOV’09-MARCH’10
4.6 PARETO ANALYSIS FOR APM (DEPARTMENT VICE) FROM NOV’09-MARCH’10
4.7 PARETO ANALYSIS FOR ASWM FOR THE PERIOD OF NOV’09-MARCH’10
4.8 PARETO ANALYSIS FOR ASWM (DEPARTMENT VICE) FROM NOV’09-
MARCH’10
4.9 PARETO ANALYSIS FOR CRANE-1 FOR THE PERIOD OF NOV’09-MARCH’10
4.10 PARETO ANALYSIS FOR CRANE-1 (DEPARTMENT VICE) FROM NOV’09-
MARCH’10
4.11 PARETO ANALYSIS FOR CRANE-2 FOR THE PERIOD OF NOV’09-MARCH’10
4.12 PARETO ANALYSIS FOR CRANE-2 (DEPARTMENT VICE) FROM NOV’09-
MARCH’10
4.13 FORKLIFT
5.1 DIAGRAM OF AUTO FEEDER
5.2 DIAGRAM OF NEW RAILED CCR
CHAPTER-1
ITRODUCTIO
1.1 ABOUT THE IDUSTRY:
The history of Indian copper industry goes back to 1967 with the incorporation of Hindustan
Copper Ltd (HCL) and thereafter acquisition of mines from the public sector National
Minerals Development Corporation (NMDC). But, the real twist in copper story took with the
opening up this sector for private sector players in 1992 which saw the involvement of Indo
Gulf Corporation (now a part of Hindalco Industries) and Sterlite Industries into copper
smelting and refining through concentrate imports from various mining-rich countries.
Copper is a special metal for industrial applications owing to its properties such as electrical
conductivity, corrosion resistance, ductility, malleability and rigidity. Specific applications
of copper include power cables and wires, jelly filled cables, building wires, air conditioning
and refrigeration tubings. Telecom, power, construction, transportation, handicrafts,
engineering, consumer durable, defence. The Indian Copper Industry was opened for private
Sector investment in 1992. Earlier the industry was dominated by Hindustan Copper Limited
(HCL), a public sector undertaking. The Industry currently has just 3 major players (Sterlite,
Hindalco and Hindustan Copper Ltd.). Jhagaria Copper (erstwhile SWIL Ltd.), which
commissioned its 50,000 tonne plant in Gujarat is reportedly facing acute shortage of raw
material. The company approximately two years before initiated the commercial production
on its plant equipped with the technology to use copper concentrates and scrap as raw
materials. But, of late companied denied procuring scrap from domestic traders and imports
remained scary for various reasons. Other players include around 1000 of SSI units but a
majority of them closed down due to unviability. These units are primarily involved in
converting scrap into ingots. While HCL is the only integrated producer, which mines and
refines copper, Hindalco Industries and Sterlite Industries are secondary producers, who
process both indigenous and imported copper concentrate to produce end products like
copper bars, rods and wires. The fully de-mutualised copper producer is largely managed
mainly by bankers.
tonnes towards the end of the current fiscal year to go up to 947500 tonnes as against the
demand of roughly 5 lakhs tonnes. The demand supply imbalance is unlikely to deteriorate
further, as the ongoing boost in the country's infrastructure is expected to appreciate the
700
600
500
400
300
200
100
0
2004 2005 2006 2007 2008
Fig1.1
47% HINDALCO
STERLITE
HCL
SWIL
46%
Fig1.2
Hindalco and Sterlite accounts for more than 90% of the production.
1.2 SHORTAGE OF RAW MATERIAL:
Indian primary and secondary copper industry has been facing tremendous raw material
shortage for which the smelters have been importing concentrates from the major mining
countries like Peru, Chile, Canada etc and secondary producers have been surviving on low
scrap imports. But, today, global industry is facing raw material supply deficit which is likely
to persist until 2009.
Increase in smelting capacity mainly in India and China and mines facing the problem of low
grade, shortages of equipment and manpower have kept the concentrate market in deficit and
have put further pressure on TcRc. During the first half of 2007, TcRc declined by almost
15%. The concentrate would continue to be short supply upto 2009; this may affect the TcRc,
adversely, in the Spot Market, Debu Bhattacharya, MD, Hindalco Industries believes.
Custom smelters are likely to remain under pressure for until new mines come on stream.
The TcRc charges have been declining during the past few months due to constraints in
concentrate availability. The TcRc charges have in fact declined from 5.64 c/ lb at the
beginning of the financial year FY2004 to 2.56 c/ lb in Q4 FY2004, a drop of about 55% due
to aggressive buying by Asian Smelters. Towards the end of the first quarter of the current
fiscal the TcRc rate further declined to 2.00 c/lb
Copper and copper products can be imported at zero duty from Sri Lanka under the Free
Fig 1.3
Threat of Substitutes
• Plastics and other substitutes being
tried out in some user segments
• No viable substitute in a majority of
usage areas
CHAPTER2
ABOUT THE COMPAY
Sterlite Industries India Ltd. (SLT) is a subsidiary of Vedanta Resources plc, a diversified
and integrated metals and mining group. The company engages primarily in the production
of copper in India. Its products include copper cathodes; and cast copper rods, including
11 mm and 12 mm rods used in the transformer industry, and 8 mm rods used by the wires
and cables industry with applications in housing wires, electrical cables, and telecom cables.
The company also engages in the mining of bauxite, and the production
of aluminium conductors and various aluminium products, as well as in the mining
of zinc ore, and in the manufacture of zinc ingots and lead ingots. In addition, Sterlite
Industries produces various chemical products, such as sulphuric acids, phosphoric acids,
phospho gypsum, hydro fluo silicic acids, and granulated slag. Further, the company involves
in trading gold, as well as in paper business. It markets its copper products directly to original
equipment manufacturers and traders. The company is based in Mumbai, India. The
company’s main operating subsidiaries are Hindustan Zinc Limited for its zinc and lead
operations; Copper Mines of Tasmania Pty Limited for its copper operations in Australia; and
Bharat Aluminium Company Limited for its aluminium operations. The company is entering
into the commercial power generation business by setting up a large scale 2,400 MW coal
based independent thermal power plant in Jharsuguda, Orissa and a wind energy project at
Karnataka, Gujarat and Maharashtra, totalling 110.4 MW. Post completion of these projects,
the company will have a total wind power capacity of 148.8 MW.
2.1 VISIO 2015
To be the world’s leading copper producer delivering sustainable value to all stakeholders by
leveraging technology and best practices.
2.2 MISSIO
• To build a knowledge and process driven organization through TPM
• To create sustainable value through safe, clean and green processes
• To sustain leadership position in domestic and global market through market
development and customer delight.
• To be the best and most respectable corporate citizen
• To leverage technology to its full potential across the business cycle
• To harness the profitable and growing CCR/value added product from 240KMT to
600 KMT per annum.
• To achieve Zero cost and beyond
• To secure raw material through long term contracts and captive mine
2.3 STREGTHS:
Today, our organization is growing by leaps and bounds thanks to our competitive strengths,
which include:
• High quality assets and resources that make us a low-cost producer of copper and zinc.
• Substantial market shares across the copper, zinc and Aluminium metals markets in India.
• Extensive experience in operating and expanding our business in India that allows us to
capitalize on attractive growth opportunities and resource potential in the country.
• Numerous new projects in the pipeline that will enable us to expand our production.
• Experience for entry into commercial power generation business in India with our
operations of captive power plants since 1997.
• Experienced and focused management with strong project execution and acquisition
skills.
• Ability and capacity to finance world-class project
2.4 HISTORY
• 1986- Sterlite Cables Limited, acquires the Shamsher Sterling Corporation, changes the
name to Sterlite Industries (India) Limited.
• 1988- Sterlite Industries makes an initial public offering of its shares on the Indian stock
exchange.
• 1991- Sterlite Industries establishes India’s first continuous copper rod plant.
• 1997- Commissions first privately developed copper smelter in India at Tuticorin in
Tamil Nadu.
• 1999- Acquires Copper Mines of Tasmania Pty Ltd.
o Acquires Thalanga Copper Mines Pty Ltd.
• 2005- Expansion of Tuticorin Smelter to 300,000 TPA and Successful ramp up of ISA
furnace in a record period of 45 days.
• 2006- Expansion on Tuticorin smelter to 400 KTPA through innovative debottlenecking.
• 2007- Sterlite Industries primary listing on NYSE in June 2007
Table2.1
STREGHTS WEAKESS
OPPORTUITIES THREATS
Increasing demand in the domestic market Non- availability of copper concentrate would
could provide benefits in terms of savings on put pressure on TcRc rates and impact
freight cost since billing is based on the landed operating margins
cost of metal prices. Exports currently account
for 56% of its copper sales volume
Fig 2.1
CHAPTER-3
OBJECTIVE, SCOPE AD METHODOLOGY
3.1 OBJECTIVE:
To increase the operational efficiency and profitability of the Export Oriented Unit (EOU) at
Sterlite Industries India Limited, Tuticorin (TN).
To accomplish this objective two major projects undertaken are:
1. Time efficiency and factors influencing time efficiency in refinery unit.
2. Forklift motion study and utilization in EOU.
CHAPTER-4
PROJECT I DETAIL
PROJECT 1: TIME EFFICIECY AD FACTORS IFLUECIG TIME
EFFICIECY
4.1 DEFIITIO: TIME EFFICIECY
It is the percentage of duration by which the CELLHOUSE are in locked in position so as to
deposit copper in cathode plate with respect to the total time available for deposition.
Time Efficiency= Time current is applied *100
Total time available
STANDARD TIME EFFICIENCY IS SUPPOSED TO BE 97.2%
4.2 FACTORS IFLUECIG ACTUAL RUIG HOURS OF CELL HOUSE
Note: * topics are commonly discussed for both changeover and stripping.
Crane places the set cathode plates on the loading beam. Loading wagon picks up a set of
plates and transfers into the wash conveyor. The wash conveyor transports the plates through
the wash chamber, where acid solution and impurities are washed off the cathode surface.
The water temperature is kept high enough to ensure sufficient washing of cathodes. The
wash water returned to circulation tanks.
After completed washing deposited plates moves up to the end of the conveyor
Where transfer device-1 transfers the plate to transverse conveyor. Standing on the transverse
conveyor the plate moves sideways to the flexing device. The flexing device consists of two
hydraulic cylinders, located, one on each side of the transverse conveyor. These cylinders
will one at a time flex the plate sideways & thereby open up the top portion of the deposited
copper on the stainless steel plates.
After completed flexing operation, the plates continue into the chiselling station. The chisels
are moved in to the openings obtained in the flexing operations between the copper plate and
the mother blank. This force the copper plates to fall outward app 15 degrees where the plates
are gripped by grippers mounted in the cathode downender. The down ender tilts the cathode
further 75 degrees and bring into the horizontal position.
Meanwhile the empty mother blanks moves sideways on the transverse conveyor to the
empty station where it can be inspected for any defect init. After this station it reaches
transfer device-2 which transfers the mother blanks on to the discharge conveyor. There after
unloading wagon picks up the half load & transports to the unloading beams.
After down ender has tilted cathodes into the horizontal position the cathodes are dropped on
cathode conveyor. Again down ender returns to vertical position ready to down end new
cathodes.
The cathode conveyor transports the cathodes towards the cathode stacker, during this
transport the cathode plate passes through sampling station &corrugating press. The
corrugating press will press a pattern in the cathodes. The sampling press punches out button
shaped sample for testing.
Fig 4.1
CUMULATIVE
AREAS
TOTAL TIME PERCENTAGE PERCENTAGE
Wagon 2146 17.39341871 17.39341871
downender 2042 16.55049441 33.94391311
edge strip 1716 13.90825093 47.85216405
miscellaneous 1554 12.59523424 60.44739828
Chisel 1512 12.2548225 72.70222078
thin deposit 1147 9.296482412 81.99870319
Bottom envelope 1084 8.785864808 90.784568
transverse conveyor 292 2.36667207 93.15124007
transfer device 286 2.318041822 95.46928189
Cathode conveyor 266 2.155940995 97.62522289
stacker 211 1.710163722 99.33538661
discharge conveyor 42 0.340411736 99.67579835
weigh scale 27 0.218836116 99.89463446
hydraulic pump 13 0.105365537 100
wash conveyor 0 0 100
total delay 12338
Table 4.1
4.2.1.2.4 PARETO AALYSIS:
120
100
80
60
40
20 Series1
0 Series2
Fig 4.2
Major delay factor for CSM is the wagon area. Problems faced in the wagon area are:
1. Unloading wagon station sensor not working.
2. Loading wagon down operation not working
3. Loading wagon hoist gear box shaft pin damaged
4. Loading wagon not working in auto-mode
5. plates were jammed at unloading wagon
6. Loading wagon was not placing the plates at wash conveyor.
Second major delay area is downender. The faults that usually occur in this area are:
1. L D/E 2 gripper hose punctured
2. R D/E2 gripper hose connector broken
3. R D/E2 tilt cylinder oil leakage
Third most significant delay area is edge strip. Major delay factors in edge strip are:
1. plate stucked at chisel
2. plate fallen at chisel
3. Nodule plate jammed in unloading wagon
4. Damaged edge strip plate fallen at chisel
5. more no. of rejects due to damaged edge strip
6. Damaged plates were stucked @ chisel unit
The delay problems are also divided among the departments as mechanical, electrical,
process, instrumentation and cranes. The consolidated delay distribution of the departments
from NOV’09-MARCH’10 is provided below:
TOTAL CUMULATIVE
DEPARTMET TIME PERCENTAGE PERCENTAGE
process 5641 45.72053817 45.72053817
Mechanical 4303 34.87599287 80.59653104
Instrumentation 1371 11.11201167 91.70854271
Electrical 1023 8.291457286 100
Table 4.2
100
80
60
40
20
0 Series1
Mechanical
Electrical
process
Instrumentation
Series2
Fig 4.3
As we see in the Pareto chart, the major delay occurs in the process. Some of the process
delays are:
1. Thin Deposit- multi flexing and chiselling done
2. Edge strip- No of rejects were more
3. Wagon- plates were jammed @ unloading wagon
4. Chisel- plates were jammed
5. Bottom Envelope- fallen at chisel unit
6. Transfer Device- Damaged edge strip stucked at chisel and TD1
The second major cause of delays comes under mechanical. Some of these delays are:
1. Downender- L - D/E 1 gripper in/out cylinder hose got punctured
2. Misc- Strapping tool problem
3. transverse conveyor- L flexing unit hose got puncture
4. Cathode Conveyor- Tension got loose and adjusted
Under mechanical delays, downender is the critical area where most of the problem occurs.
WEGHING UNIT
Fig4.4
4.2.1.3.2 STADARD MACHIE HOURS REQUIRED:
Major areas that cause the functioning delay for APM and the consolidated occurrence for the
period of NOV’09-MARCH’10 is provided below:
CUMULATIVE
AREA TOTLA TIME PERCENTAGE PERCENTAGE
Milling conveyor 830 31.8251534 31.8251534
TD1 458 17.5613497 49.3865031
Lifting conveyor 295 11.3113497 60.6978528
Traverse conveyor 280 10.7361963 71.4340491
TD2 165 6.32668712 77.7607362
Unloading wagon 150 5.75153374 83.5122699
power pack 150 5.75153374 89.2638037
Spacing conveyor 145 5.55981595 94.8236196
reject .conveyor 60 2.3006135 97.1242331
Receiving. Conveyor 40 1.53374233 98.6579755
miscellaneous 35 1.34202454 100
total 2608
Table 4.3
4.2.1.3.3PARETOAALYSIS:
100
90
80
70
60
50
40
30
20
10 Series1
0
Series2
TD1
TD2
Milling conveyor
Spacing conveyor
power pack
miscellaneous
Traverse conveyor
reject .conveyor
receiving.conveyor
Lifting conveyor
Unloading wagon
Fig 4.5
TOTAL CUMULATIVE
DEPARTMET TIME RECENTAGE PERCENTAGE
PROCESS 1545 59.2407975 59.2407975
ISTRUMETATIO 733 28.1058282 87.3466258
MECHAICAL 330 12.6533742 100
ELECTRICAL 0 0 100
Table 4.4
4.2.1.3.4 PARETO AALYSIS:
100
80
60
40
20
0 Series1
MECHANICAL
PROCESS
INSTRUMENTA
ELECTRICAL
Series2
TION
Fig 4.6
Washing
CUMULATIVE
AREAS TOTAL TIME PERCENTAGE PERCENTAGE
WAGO 880 29.38230384 29.38230384
WASH COVEYOR 580 19.36560935 48.74791319
DISCHARGE COVEYOR 318 10.61769616 59.36560935
TD 305 10.1836394 69.54924875
STACKER 290 9.682804674 79.23205342
STACK TABLE 190 6.343906511 85.57595993
COTROL PAEL 125 4.173622705 89.74958264
MISCELLAEOUS 100 3.338898164 93.0884808
RECEIVIG COVEYOR 97 3.238731219 96.32721202
FLAPPER 75 2.504173623 98.83138564
WASH CHAMBER 35 1.168614357 100
TOTAL 2995
Table 4.5
MISCELLANEOUS
FLAPPER
CONTROL PANEL
STACK TABLE
TD
STACKER
WASH CHAMBER
DISCHARGE CONVEYOR
RECEIVING CONVEYOR
WAGON
WASH CONVEYOR
Series2
Fig 4.7
In ASWM the most common area where the majority of the problems occur is wagon. Of the
total delay time wagon has the largest share. Some of the common and frequently occurring
problem in wagon area is:
1. Loading wagon hoist not working.
2. Loading wagon trolley damaged.
3. Anode stucked at unloading wagon.
4. Unloading wagon home position sensor malfunctioning.
Secondly, the wash conveyor area is more prone to malfunction and cause the delays. Some
of the commonly occurring delays in wash conveyor are:
1. Wash conveyor stuck up.
2. Wash conveyor link got broken.
3. Weak scrap stucked @ wash .conveyor.
CUMULATIVE
DEPARTMET TOTAL TIME PERCENTAGE PERCENTAGE
PROCESS 1108 36.99499165 36.99499165
MECHAICAL 977 32.62103506 69.61602671
ELECTRICAL 750 25.04173623 94.65776294
ISTRUMETATIO 160 5.342237062 100
Table 4.6
4.2.1.4.4 PARETO AALYSIS:
100
80
60
Series1
40
Series2
20
0
PROCESS MECHANICAL ELECTRICAL INSTRUMENTATION
Fig 4.8
As we see in the Pareto chart, the major delay occurs in the process. Some of the process
delays are:
1. Stacker- Week scraps stucked at stack table.
2. Wash conveyor- Week scrap stucked at wash conveyor.
3. Receiving conveyor- Bridge broken scrap stucked at receiving conveyor.
4. Stack Table- Week scrap stucked at stack table.
5. TD- scraps continuous fallen in TD.
The second major cause of delays comes under mechanical. Some of these delays are:
1. Wash conveyor- Wash conveyor link got cut.
2. Stacker- Flapper topside guider got bent.
3. Wash conveyor- wash conveyor guider bent.
Table 4.7
HOOK
LINK
REMOTE PANEL
MH
LT
CT
COMPRESSOR
SPREADER BEAM
DSL
AH
DRIP TRAY
Fig 4.9
In crane-11 the area which has frequent problem delay is the long travel. Some of the common
delays in long travel are as follows:
1. LT got tripped.
2. LT PLC problem.
3. LT slow movement.
4. LT brake problem.
5. LT 2 drives taking delay.
The second area which causes the major delay in crane
crane-1
1 is main hoist. Some of the common
problems are as follows:
1. MH got tripped.
2. MH not getting down (Due to drip tray L/S activated).
3. MH brake not good.
Third most delay prone area is the DSL. Some common problems occurring in DSL are:
1. Remote signal cut off problem.
2. Whole crane got tripped.
CRANES
MECHANICAL
PROCESS
INSTRUMENTATI
ELECTRICAL
Series2
ON
Fig 4.10
Electrical problems are the major delay causes in the crane-1. Some of the common
mechanical problems faced by the crane-1 are as follows:
1. MH- M.H got tripped.
2. DSL- Remote signal cut off problem.
3. Drip tray- Drip tray got tripped.
4. CT- CT got tripped
Secondly, mechanical problems cause delay in large number for crane-1. Some of these
problems are:
1. LT- abnormal sound in rails.
2. Link- Cathode hook link got broken.
3. Hook- Anode hook struck up problem.
HOOK
LINK
REMOTE PANEL
MH
CT
COMPRESSOR
SPREADER BEAM
AH
DSL
DRIP TRAY
Fig 4.11
As we see the Pareto chart, it is clear that in crane -2
2 the major problem causing area is the
main hoist. Some of the problems frequently occurring in the main hoist are as follows:
1. MH brake not good.
2. M.H got tripped.
CRANES
MECHANICAL
ELECTRICAL
INSTRUMENTATION
Fig 4.12
Electrical problems are the major delay causes in the crane-1. Some of the common
mechanical problems faced by the crane-1 are as follows:
1. MH- M.H got tripped.
2. DSL- Remote signal cut off problem.
3. Drip tray- Drip tray got tripped.
4. CT- CT got tripped
In crane-2 the second delay causing problem is process delays. Some of the common process
delays is Hook- Cathode hook link got broken/bend.
The middle 19th century through the early 20th century saw the developments that led to
today's modern forklifts. The Pennsylvania Railroad in 1906 introduced battery powered
platform trucks for moving luggage at their Altoona, Pennsylvania train station. World War
I saw the development of different types of material handling equipment in the United
Kingdom by Ransoms, Sims and Jeffries of Ipswich. This was in part due to the labour
shortages caused by the war. In 1917Clark in the United States began developing and using
powered tractor and powered lift tractors in their factories. In 1919 the Towmotor Company
and Yale & Towne Manufacturing in 1920 entered the lift truck market in the United States.
Continuing development and expanded use of the forklift continued through the 1920s and
1930s. World War II, like World War I before, spurred the use of forklift trucks in the war
effort. Following the war, more efficient methods for storing products in warehouses were
being implemented. Warehouses needed more manoeuvrable forklift trucks that could reach
greater heights. New forklift models were made that filled this need. In
1956 Toyota introduced its first lift truck model, the Model LA, in Japan and sold its first
forklift in the United States in 1967.
Forklifts are rated for loads at a specified maximum weight and a specified forward centre of
gravity. This information is located on a nameplate provided by the manufacturer, and loads
must not exceed these specifications. In many jurisdictions it is illegal to remove or tamper
with the nameplate without the permission of the forklift manufacturer.
An important aspect of forklift operation is that most have rear-wheel steering. While this
increases manoeuvrability in tight cornering situations, it differs from a driver’s traditional
experience with other wheeled vehicles. While steering, as there is no caster action, it is
unnecessary to apply steering force to maintain a constant rate of turn.
Another critical characteristic of the forklift is its instability. The forklift and load must be
considered a unit with a continually varying centre of gravity with every movement of the
load. A forklift must never negotiate a turn at speed with a raised load,
where centrifugal and gravitational forces may combine to cause a disastrous tip-over
accident. The forklift are designed with a load limit for the forks which is decreased with fork
elevation and undercutting of the load (i.e. load does not butt against the fork "L"). A loading
plate for loading reference is usually located on the forklift. A forklift should not be used as a
personnel lift without the fitting of specific safety equipment, such as a "cherry picker" or
"cage".
FIG 4.13
4.4 FORKLIFTS I EOU:
Export Oriented Unit (EOU) of Sterlite Industries India Limited has ten Forklifts on contract
for its varied usage inside the premises. The allocation of the forklifts is done in the following
manner:
1. Refinery -3ton forklifts (2 nos.)
5ton forklifts (2 nos.)
2. Logistics -3ton forklifts (1 nos.)
5ton forklifts (2 nos.)
3. CCR -3ton forklifts (1 nos.)
5ton forklifts (1 nos.)
4. Dore -3ton forklifts (1 nos.) (*not considered in this study)
Shifting Fresh Anodes from despatch yard to anode yard include one more activity of
weighing the anodes this activity starts from chipping yard to weigh scale and weigh scale to
despatch yard storing area and from despatch yard to anode yard.
(FRESH AODE)
TOTAL
TIME
AVERAGE 2 21.2
Table 4.11
DESPATCH AODE
ZOE TO YARD TO
LIFTIG AODE LAYIG DESPATCH
S.O TIME YARD TIME ZOE MI SEC
1 15 70 30 50 3 45
2 10 80 15 45 2.5 30
3 5 55 20 40 2 0
4 10 50 15 45 2 0
5 15 60 17 50 2 22
TOTAL 2 19
TOTAL
3-TO FORKLIFT TIME
DESPATCH AODE
ZOE TO YARD TO
LIFTIG AODE LAYIG DESPATCH
S.O TIME YARD TIME ZOE MI SEC
1 20 60 20 40 2 20
2 10 65 45 45 2.8 45
3 15 50 45 40 2.5 30
4 10 70 20 50 2.5 30
5 20 75 20 45 3 40
TOTAL 2 33
Table 4.12
Presently no weighment is done in the anode yard due to some problem in weigh scale.
SMELTER YARD TO
WAITING TIME IN
WAITING TIME IN
WAITING TIME IN
WAITING TIME IN
CHECKPOST-1 TO
CHECKPOST-2 TO
CHECKPOST-3 TO
WEIGH SCALE TO
ANODE YARD TO
SMELTER YARD
FORKLIFT TYPE
CHECK POST-1
CHECKPOST-1
CHECKPOST-2
CHECKPOST-2
CHECKPOST-3
CHECKPOST-3
WEIGH SCALE
WEIGH SCALE
ANODE YARD
S.NO
MIN
MIN
SEC
SEC
1 25 5 30 50 8 25 50 1 30 120 5.7 44
2 22 8 30 55 7 23 47 3 24 106 5.4 25 35
3-TON 5.8
.5
3 28 7 28 45 10 35 60 1 30 115 6.0 59
4 30 10 32 60 11 25 50 3 28 125 6.2 14
5 20 8 20 45 8 30 40 1 25 105 5.0 2
6 15 10 25 60 10 35 45 2 20 110 5.5 32
5-TON 5 17
7 20 7 27 50 10 30 60 3 20 105 5.5 32
8 20 10 25 40 5 30 45 2 20 105 5.0 2
Table 4.13
Shifting Cathode includes carrying the cathode from the CSM machine to weigh scale and
from there to the CSM yard
WAITING
CSM TO TIME AT WEIGH
LIFTING WEIGH WEIGH SCALE TO
S.NO TIME SCALE SCALE CSM YARD MIN SEC
1 15 10 80 50 2.6 35
2 10 15 90 45 2.7 40
3 10 17 80 40 2.45 27
4 10 20 70 45 2.42 25
5 15 15 65 50 2 25
TOTAL 2.51 30.4
Table 4.14
During the stripping time the forklift may have to take small delays of one minute or more in
multiple chances and these times cannot be utilized for any other purpose and so stripping
time has to be taken as complete for the forklift usage even if it is not utilized. In the same
way during changeover there are some delays which cannot be utilized but some big delays
can be used for shifting cathode from the CSM yard to the front yard or warehouse.
In APM yard the utilization of forklifts keep on shifting as per the running of the APM
machine and ASWM machine. Placing the spent anode from the machine to the yard is
included in the miscellaneous activities other than this shifting of heavy materials and
products from D/O plant. In this the average running hours of the two machines are also
included because when the machines are running then the forklifts are engaged in feeding the
APM emptying the ASWM and weighment of spent anodes.
Loading The Truck With Coils And Cathode Bundles from the warehouse to the truck by
passing though the weigh scale and the check post. These coils are meant to for the export
and trucks come to the front yard for loading.
WAREHOUSE TO TRUCK
TOTAL
5-ton TIME
STORAGE WAITIG WEIGH TRUCK
MI
SEC
HR MI SEC
TIME FOR SHIFTIG OE BUDLE CATHODE
FROM CSM YARD 159
O OF BUDLES TO BE SHIFTED FROM 1
STRIPPIG 84
O OF BUDLES TO BE SHIFTED FROM 3
STRIPPIGS I A DAY 252
TIME FOR SHIFTIG TOTAL BUDLES I A
DAY 40068 11.1 7.8 48.0
20% OF TOTAL AVAILABLE HOUR FOR
MISCELLAEOUS 17280 4.8 48.0 0.0
30 MI PER SHIFT REFRESHMET TIME 5400 1.5 30.0 0.0
30 MI PER SHIFT BREAKDOW TIME 5400 1.5 30.0 0.0
TOTAL TIME 68148 18.9 55.8 48.0
UTILIZATIO (%) 78.875
Table 4.22
The 3-ton forklift is dedicated to the shifting of cathode bundles from the CSM yard to the
Warehouse or the front yard. Other miscellaneous works that this forklift performs is to take
the bundles for repacking if required. The forklift is utilized for 78.87% throughout a day.
COILER COOLIG
LIFTI TO LAYIG LIFTI AREA TO LAYIG LIFTI
G THE COOLI THE G THE COMPACTO THE G THE
S.O COIL G AREA COIL COIL R COIL COIL
1 4 10 5 4 8 10 5
2 5 11 5 4 10 7 6
3 6 15 3 6 13 10 4
4 4 13 6 4 9 9 5
5 5 12 7 5 11 8 5
STRECH
COMPACT PACKI PACKI
OR TO LAYG LIFTIG G TO LAYI G TO LAYI
STRECH THE THE PACKI G THE LIFTIG WEIGH G THE
PACKIG COIL COIL G COIL THE COIL SCALE COIL
10 4 5 10 5 4 12 4
10 3 4 14 6 7 15 5
13 6 6 11 5 6 14 5
15 5 4 15 5 3 16 4
14 5 5 12 4 5 15 6
CHAPTER 5
RESULTS AD SUGGESTIOS
COSOLIDATED STATEMET
AVAILABL
RUIG E RUIG
HOURS HOURS PRESET PROPOSED UTILIZATIO (%)
HR MI HR UTILIZATIO SUGGESTIO SUGGESTIO SUGGESTIO
FORKLIFT/AREA S S MI -1 -2 -3
3TO/CSM YARD 18 18 24 0 76.25 90.1625 .A .A
3TO/LOGISTIC-
CSM 18 55 24 0 78.88 ELIMIATED ELIMIATED ELIMIATED
(1)3TO+(2)5TO/A
PM YARD 50 01 72 0 69.48 .A .A .A
(2)5TO/LOGISTIC (70%) 78.93 (100%) 85.88
38 5 48 0 62.7 67.38
S
(100%) 85.88 (90%) 84.04
(0%) 90.05
5TO/CCR 17 21 24 0 72.27 .A .A
(10%) 93.75
3TO/CCR
FURACE 19 56 24 0 83.05 .A 99.5 ELIMIATED
Table 5.2
5.3 SUGGESTIOS
5.3.1 SUGGESTIO 1
PERFORMIG THE TASK OF CATHODE SHIFTIG FROM CSM (70%)
TO WAREHOUSE/YARD TO CCR (100%) AD TRUCK LOADIG (100%) BY 2
FORKLIFTS OF LOGISTICS (5TO)
1. Proper coordination to be established between csm ccr and logistics such that
requirement of forklifts could be planned.
2. Timing of stripping to be well communicated to logistics prior so that it can make
forklifts to do rest of the work in a planned manner
3. 70% of the cathode bundles can be shifted by logistic forklift and 30% can be stored
in the csm yard and later can be shifted by csm forklift during the changeover.
RENEWD UTILIZATION WHEN 70% OF CATHODE IS SHIFTED BY 2-5TON FORKLIFT OF LOGISTICS
TIME FOR SHIFTIG 70% FROM CSM BUDLES I A DAY 28047.6 7.8 47.5 27.6
TOTAL TIME FOR COIL LOADIG 28800 8.0 0.0 0.0
TIME FOR LOADIG CATHODE BIUDLES I TRUCK 13500 3.8 45.0 0.0
SET UP TIME(FORKLIFT ARM CHAGE)10 TIMES FOR 10
MI 6000 1.7 40.0 0.0
TIME FOR SHIFTIG ALL BUDLES I A DAY TO CCR 31968 8.9 52.8 48.0
20% OF TOTAL AVAILABLE HOUR FOR
MISCELLAEOUS 17280 4.8 48.0 0.0
30 MI PER SHIFT REFRESHMET TIME 5400 1.5 30.0 0.0
30 MI PER SHIFT BREAKDOW TIME 5400 1.5 30.0 0.0
TOTAL TIME 136395.6 37.9 53.3 15.6
TOTAL AVAILABLE HRS OF TWO FORKLIFTS 172800 48.0 0.0 0.0
UTILIZATIO (%) 78.93264
Table 5.3
4. Before loading one truck if we can supply 6 bundles of cathode to ccr then we can
easily manage with the two 5ton forklifts.
5. One forklift will be used to bring the cathode from csm to yard and other will be used
to supply cathode to ccr, and after supplying 6 bundles the forklift will be used to load
one truck.
6. During break down of csm the csm forklift can also be used to transfer cathodes to
yard/warehouse.
7. Ccr 3-ton forklift can also take some of the cathode supply to the furnace while not on
other works.
8. Before the starting of the csm coils to be loaded in the truck must be sorted out in
advance so as to gain time during the machine running and shifting of cathodes.
9. If two to three trucks is to be loaded one after the other then initial supply of cathode
is to be provided to the ccr and then one truck is to be loaded and then the ccr forklift
can be utilized to supply the cathode at regular intervals until all the trucks are loaded
and also if 70-30 system is used then the 5ton forklift used in csm can be used to load
the truck at a later stage.
5.3.2 SUGGESTIO-2
ISTALLIG THE AUTO FEEDER I THE CCR FURACE AREA
1. Install an auto feeder
eder as shown in the diagram of auto feeder for feeding the cathodes
cat to the
furnace at ccr
Fig 5.1
2. Time which was earlier used for feeding the fu
furnace
rnace can be utilized for bringing
bring the
cathode from yard to ccr.
3-TO
TO FORKLIFT OF CCR HR MI SEC
TIME FOR SHIFTIG OE BUDLE CATHODE TO CCR FURACE 222
O OF CATHODE BUDLES SHIFTED I A DAY 144
TIME FOR SHIFTIG ALL BUDLES I A DAY 31968 8.9 52.8 48.0
50% OF TOTAL AVAILABLE HOUR FOR MISCELLAEOUS 43200 12.0 0.0 0.0
30 MI PER SHIFT REFRESHMET TIME 5400 1.5 30.0 0.0
30 MI PER SHIFT BREAKDOW TIME 5400 1.5 30.0 0.0
TOTAL TIME 85968 23.9 52.8 48.0
TOTAL AVAILABLE HRS 86400 24.0 0.0 0.0
UTILIZATIO (%) 99.5
Table 5.6
4. Time used for shifting the cathode to ccr can be used to shift the cathode from csm yard
to yard/warehouse.
MOEY MATTERS:
INVESTMENT FOR THE CONVEYOR=RS.20 LAKHS (APPROX)
(MACHINE AND INSTALLATION)
MONEY SAVED PER MONTH ON 1 FORKLIFT= RS.1 LAKH
ESTIMATED PAYBACK PERIOD= 20 MONTHS I.E. 1 YR 8 MOTHS
5.3.3 SUGGESTIO 3:
RESEQUECIG THE CCR WORKFLOW AD ISTALLATIO OF AUTO
FEEDER
1. Present arrangement of ccr plant and forklift movements are shown as below:
COILER COILER
COMPACTOR
COOLER
WEIGHED
PALLET
PACKER
STRECH
PACKER
PALLET
STACKIG
AREA
WEIGH
SCALE
FORK
LIFT
Cooler
Rails
Coiler
Compactor
Pallet
Stretch packer
Packer
Weigh scale
TIME FOR SHIFTIG 100% FROM CSM BUDLES I A DAY 40068 11.1 7.8 48.0
TOTAL TIME FOR COIL LOADIG 28800 8.0 0.0 0.0
TIME FOR LOADIG ALL TRUCKS 13500 3.8 45.0 0.0
TIME FOR SHIFTIG ALL BUDLES I A DAY TO CCR 31968 8.9 52.8 48.0
SET UP TIME(FORKLIFT ARM CHAGE)10 TIMES FOR 10 MI 6000 1.7 40.0 0.0
20% OF TOTAL AVAILABLE HOUR FOR MISCELLAEOUS 17280 4.8 48.0 0.0
30 MI PER SHIFT REFRESHMET TIME 5400 1.5 30.0 0.0
30 MI PER SHIFT BREAKDOW TIME 5400 1.5 30.0 0.0
TOTAL TIME 148416 41.2 13.6 36.0
TOTAL AVAILABLE HRS OF TWO FORKLIFTS 172800 48.0 0.0 0.0
UTILIZATIO (%) 85.88889
Table 5.9
5.3.4 SUGGESTIO 4
COCLUSIO:
The project regarding the time efficiency of the refinery plant has prominently highlighted
with the help of Pareto analysis that CSM, ASWM, APM and CRANES play a vital role in
the production of copper cathodes. And the delays which occur during their functioning are
majorly caused due to various technical reasons in the machine parts and operational
inefficiency. Steps should be taken to bring in control and efficient usage of machines by
regular checkups and maintenance and training and knowledge sharing activities for the
operators.
The project regarding the forklift motion study in the EOU has clearly identified the under
utilization of the forklifts and the unproductive motion that the forklifts take to perform an
activity. By the implementation of the provided suggestions the utilization of the forklifts can
be increased and the excess forklift can be removed and the profitability of the EOU can be
increased.
REFERECES:
1. Http://www.sterlite-industries.com
2. En.wikipedia.org/wiki/pareto_analysis
3. Documents from the company which are confidential.
4. Daily reports of the refinery plant
5. En.wikipedia.org/wiki/Time_and_motion_study