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Productivity of cement industry of pakistan

Productivity of cement industry of pakistan

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Published by syed usman wazir
this project was made to judge the productivity of kohinoor mapleleaf cement industry of pakistan
this project was made to judge the productivity of kohinoor mapleleaf cement industry of pakistan

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Published by: syed usman wazir on Jan 06, 2008
Copyright:Attribution Non-commercial

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04/01/2013

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 - 1 -
Company Introduction:
 The Kohinoor Maple Leaf Group was born from the trifurcation of the Saigolgroup of companies and is a reputable and leading manufacturer of textiles andcement. KMLG comprises of Kohinoor Textile Mills limited (KTML) and MapleLeaf Cement factory limited (MLCF). Both companies are incorporated inPakistan and are listed on three stock exchanges of the country.Maple Leaf Cement is the third largest cement factory in Pakistan. It was set upin 1956 as a joint collaboration between the West Pakistan IndustrialDevelopment Corporation and the government of Canada. It is strategically located at
Daudkhel (District Mianwali)
in Northern Pakistan, which is an arearich in raw materials required for the production of cement. Kohinoor acquiredthe ownership and management of Maple Leaf Cement under the privatizationpolicy of the government of Pakistan in 1992. Presently Kohinoor Textile Mills isthe holding company for Maple Leaf cement.
HARD FACTORS
PRODUCTPRODUCT DIVERSIFICATION
Since Maple Leaf cement is one of the few companies who is producing cement,there is a diversification in its products to suit the requirements of differentcustomers
 
 
 - 2 -
PRODUCT STANDARDIZATIONManufacturing
As cement is a standardized product, hence it is possible to reducemanufacturing costs, as the same procedure is used for the manufacturing thecement. The company uses the standardized raw materials, machinery andequipment to manufacture the finished product..
Maintenance
Maintenance carried out simultaneously to ensure that the production is nothindered. Because of standardization maintenance becomes easier because theprocedure used to control the process is the same as the product is the same.A continuous check on quality after every step is accomplished in themanufacturing of cement. Incase there is something wrong with thecomposition of cement, the production of that stage is stopped but the rest of the process can continue up to three days. This hence minimizes the cost of the company be as production is taking place24hrs a day 
PLANT AND EQUIPMENT
 There are three production lines for grey cement with annual clinker capacity of 1.5 million tons. The white cement has three production lines with annualcapacity of 180,000 tons.
 
 - 3 -
 This capacity has increased over a number of years since maple leaf wasestablished in 1960. However we would like to discuss the recent upgradations.
 
In 2000, Maple Leaf Electric Company Ltd. (MLEC) a power generationunit was merged into the company.
 
In 2004, the coal conversion project at new dry process plant wascompleted.
 
In 2005, dry process plant capacity was increased from 3,300 tpd to4,000 tpd through de-bottlenecking and up-gradation of equipment andnecessary adjustments in operational parameters.
 
In 2006, a project to convert the existing wet process line to a fuelefficient dry process white cement line commenced its commercialproduction.
 
Currently, Company has undertaken an expansion project of 6,700 tpdclinker capacity and is expected to commence its commercial productionas per schedule.
OVER CAPACITY UTILIZATION
In the financial year 2006, the capacity utilization was 93% for grey cement and48% for white cement
RESEARCH AND DEVELOPMENT AND TECHNOLOGY
Research & development is an integral part of the Company’s policy of 
development of new products
and
improving efficiency
of the plant toreduce cost. Through research and development Maple Leaf Cementintroduced the dry process technology which helped in reducing NO emissionsin the air from 4.5 kg/ ton to 1.5 kg/ton thus considerably lowering thepollutants in the air and increasing the overall plant capacity.

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