SUMMER INTERNSHIP REPORT UNDER TAKEN AT

JINDAL STEEL AND POWER LIMITED, PATRATU

ON STUDY OF VEHICLE-IN TO VEHICLE-OUT CYCLE TIME

SUBMITTED BY MD PERVEZ KHAN ROLL NO : 10-MIB-22

Indian Steel Story

India s share in World steel production was 2% in 1995. Current share 5% With GDP expected to grow over 8-9%, Steel consumption is expected to grow over 10% Huge demand coming from Power, Road and Infrastructure sector Steel Production in India expected to go up to 300 MTPA by 2020 from current 112 MTPA In 12thplan GOI has plans of $1,000 Bn investment in Infrastructure (est. at 10% of GDP) Steel consumption for this level of investment is over 350MT

70.0

60.0

50.0

35.2 40.0 14.0 30.0 20.5 6.0 12.0 2.0 3.0 9.2 3.9 2.9 8.1 2.4 3.0 2.8 1.2 3.0 5.4 0.6 18.0 16.1 0.0 30.0 10.0 12.8 7.8 0.0 6.8 4.6 3.2 6.2 9.9 22.0 0.0 6.5

20.0

21.0 12.0

EXISTING CAPACITY

ADDITIONAL CAPACITY BY 2012

ADDITIONAL CAPACITY BY 2020

Company Profile (OP JINDAL GROUP)

Founded Founder(s) Headquarters Key people Products Revenue Net income Total assets Employees Parent Website 1952
OP JINDAL

New Delhi, India Savitri Jindal, (Chairman) Steel, Power, Mining, Oil, Gas, Infrastructure. US$4.210 billion (2010) US$354 million (2010) US$7.926 billion (2010) 7,669 (2009) Jindal Group JindalSteelpower.com

Company Profile
JINDAL STEEL AND POWER LIMITED (JSPL) is one of India s major steel producers with a significant presence in sectors like Mining, Power Generation and Infrastructure. Mr. Naveen Jindal, the youngest son of the legendary late Shri. O. P. Jindal spearheads JSPL and its group companies. With an annual turnover of over US $2.9 billion, JSPL is a part of the about US $ 15 billion diversified O. P. Jindal Group and is consistently tapping new opportunities by increasing production capacity, diversifying investments, and leveraging its core capabilities to venture into new businesses.

Current Expansion Plan & Growth Drivers:-

Map of International Locations

Map of JSPL Locations in India

PROJECT REPORT ON
STUDY OF VEHICLE-IN TO VEHICLE-OUT CYCLE TIME

RESREARCH TECHNIQUES OF ESTIMATING CYCLE TIME

DESK RESEARCH/SECONDARY DATA
Internal sources i.e. company itself Internet sites of various agencies/organizations Company profiles Data collected by people working under logistics department Observation method Survey method Recording of data at various point (i.e.DO making, PGI making, loading time, invoice making etc.) Questionnaire Mind storming session

FIELD RESEARCH OR PRIMARY RESEARCH

The process of conducting field research in estimating the cycle time

OBJETIVE OF RESEARCH STUDY

The objective of the study is to suggest ways & means to reduce the Vehicle-in to vehicle-out cycle time on dispatch of coils at JSPL-Patratu, which includes: To study the average time taken by vehicle from in to out To find the cause of delay in time cycle in the plant To set standard time for different activities To set standard time for the cycle To find the bottleneck of different activities. To find the management effectiveness (logistics) at JSPL Patratu. To recommend JSPL for reduction of cycle time

SCOPE OF STUDY
This study puts special emphasis on the time taken at different stages in vehicle in-to-out process. Though the study is limited to vehicle into-out cycle time but its finding may have wider implication for other logistic process such as rack loading, time cycle of vehicle from plant to railway yard etc.

EXISTING FLOW CHART OF VEHICLE IN TO VEHICLE-OUT (OUTWARD)

GATE OUT

DO MAKING

WRM YARD

LOADING OF COIL

PGI, INVOICE & PACKING LIST

GATE IN

WEIGHBRIDGE (TARE WEIGHT)

STRIPING & TIGHTEN

GROSS WEIGHT

WRM PERFORMANCE
30000

WRM performance can be analyzed

25000

20000 Axis Title

15000 Billet received(MT) Production(MT) 10000 Dispatch(MT)

5000

Axis Title

DATA AND ITS ANALYSIS

ACTIVITY WISE TIME TAKEN

GATE-IN WB to NO. OF NO.OF TO WB WRM VEHICLE TIME COIL PER DURATI DURATI LOADED VEHICLE ON ON (A) (B) TOTAL TIME TAKEN AT WRM YARD (C) WRM - WB-TO- TOTAL TO-WB GATE OUT CYCLE DURATIO DURATION DURATI N (A+B+C+D+ ON (PGI,NVOI (D) DURATION LOADING WAITING AT WRM
CE,Pslip) (E) E)

VEHICLE LOADED AT YARD

MIN

24

0:02:00

0:04:00

0:11:00

0:16:00

0:41:00

0:32:00

0:33:00

3:00:00

WRM YARD/ COIL YARD

24

MAX

14

1:10:00

1:13:00

4:00:00

1:03:00

4:31:00

9:43:00 13:01:00 16:45:00

AVG

20

0:21:20

0:21:20

1:17:13

0:32:17

1:53:05

2:38:35

2:43:55

7:13:42

ACTIVITY WISE TIME TAKEN

MIN MAX

AVG
13:01

9:43

4:31

2:38 1:53 1:10 0:02 0:21 0:04 1:13 0:21 0:41 0:32 0:33

2:43

GATE-IN TO WB DURATION (A)

WB to WRM DURATION (B)

TOTAL TIME TAKEN AT WRM YARD (C)

WRM -TO-WB DURATION (D)

WB-TO- GATE OUT DURATION (PGI,NVOICE,Pslip) (E)

DATA COLLECTION OF VEHICLE-IN TO VEHICLE-OUT CYCLE TIME & ITS ANALYSIS

19:12:00

DURATION

16:48:00

14:24:00

12:00:00

9:36:00

Average line

7:12:00

4:48:00

DURATION

2:24:00

0:00:00

VEHICLE NO.

DELAY ANALYSIS AT WRM YARD

NO. CF %
16.67%

NO.
1

NATURE OF DELAY
WAITING AT WRM YARD SAP NOT WORKING ONLINE LOADING INTERNAL SHIFTING IDLE CRANE

TIME OF DELAY
14:13:00

IMPACT %
92.42%

C.F
92.42%

2 3 4 5

33.33% 50.00% 66.67%

1:08:00 1:00:00 0:24:00

2.74% 2.42% 0.97% 0.81%

95.16% 97.58% 98.55% 99.36%

RELOADING 83.33% PLACE ADJUSTMENT BY TRAILOR 0:20:00

100.00%

0:16:00 17:21:00

0.64% 100.00%

100.00%

TOTAL

IDLE CRANE 1%

DELAY ANALYSIS AT WRM YARD

RELOADING 1% PLACE ADJUSTMENT BY TRAILOR 1%

INTERNAL SHIFTING 2%

SAP NOT WORKING ONLINE LOADING 3%

WAITING AT WRM YARD 92%

Current Activity wise time taken (IN MINUTES) TOTAL TIME TAKEN = 465 MINUTES
Security, 15 Wt Scale, 10 Marketing (Preloading), 30

En route, 20 Marketing (Post loading), 165

Waiting, 110

Stripping and tighting of coil after loading, 70

Yard, 45

Proposed Activity wise time taken (IN MINUTES) TOTAL TIME TAKEN = 141 MINUTES
Security, 5 Wt Scale, 10 Marketing (Preloading), 5 Marketing (Post loading), 20

En route, 16 Stripping and tighting of coil after loading, 35 Waiting, 15

Coil Yard, 35

FINDINGS AND RECOMMENDATIONS

Responsi

S.NO.

Delay Description Material not ready (Material

ble

Activities Delayed

Agency

Recommendation

logistics

Dispatch plan of product should be made after final inspection of product.

under grinding / material bundling not done) Mismatch of weight between

Loading

Improve the planning procedure for product PGI quantity to be loaded.

SAP weight and weighbridge weight

Improve the product staking 3 Material untraceable loading WRM and record keeping procedure. Vehicle should be called and 4 Loading Point Congestion loading place as per the availability of loading point Improve the stacking and 5 Material under huge pile loading allocation of product system

Responsible

S.NO.

Delay Description

Activities Delayed

Agency

Recommendation

Different grade of 6 material to be loaded at different location WRM loading

Improve the dispatch plan for material

Internal shifting 7 Crane busy in internal shifting loading should be done in free time

Improve loading 8 Tolerance weight exceeded PGI WRM instruction Process.

Respons

S.NO.

Description
Material not tagged in SAP as per order

Delayed
DO

ible

Delay

Activities

Agency

Recommendati on
Improve the material tagging system in SAP Invoice in-charge

Logistic

Weighment slip not 10 submited to invoice section Invoice

should prepare Transporter invoice based on weight logged in SAP without waiting for driver

Invoice not collected timely 11 from invoice section by transporter Transporter Gate-out

improve the communication between transporter/driver and concern authority Respective unit may download DO from SAP and call vehicle for

DO late submitted to 12 coil yard by driver / agent Loading

Responsible

S.NO.

Delay Description

Activities Delayed

Agency

Recommendati on

Vehicle without helper or hel13 per driving vehicle so hold by security Loading Transporter

Administrative action should betaken to minimize it.

Driver absent 14 after DO submission Loading Transporter

Responsib

S.NO.
15

Description
SAP server problem SAP server problem SAP server problem SAP server problem SAP server problem SAP server problem

Delayed
DO

le

Delay

Activities

Agency

Recommen dation

16

Gate out All effort should

SAP

17

PGI

be made to minimise it.

18

Gross weighment

19

TC

20

Invoice