INTERIM REPORT

ON

“GALVALUME PROCESS AND COATING OVERVIEW”

BY
ROHIT KHAPRE
(19BSP2284)

PGPM
SUMMER INTERNSHIP PROGRAM
AT

PROJECT GUIDE: -
PROF. TAPAS DAS

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 A REPORT
ON

“GALVALUME PROCESS AND COATING OVERVIEW”

BY
ROHIT KHAPRE
(19BSP2284)

Interim report is submitted in partial fulfilment of the requirements of

PGPM program of IBS, Mumbai.

SUBMITTED TO

FACULTY GUIDE COMPANY GUIDE

PROF. TAPAS DAS SACHIN BAGALE
Faculty of IBS Mumbai Senior Manager (Operation)
JSW Steel Coated Products
Ltd. Vasind

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 AUTHORIZATION
This is to certify that Project Report entitled “Galvalume process and coating overview
under JSW Steel Coated Products Ltd.”, Vasind has been prepared by Mr. Rohit Khapre in
the partial fulfilment of the requirement of PGPM Program of IBS Mumbai.

I hereby authorize that all the information collected, and data implemented in a presentable
format are solely based on the finding and research which is executed in the timeline of
twelve weeks. All the contents presented in the report are a detailed expression of the same.

Sincerely,
Prof. Tapas Das
(Faculty of IBS Mumbai)

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 ACKONOWLEDGMENT
I express my heartfelt gratitude to the management of JSW STEEL COATED PRODUCTS
LTD. for providing me this tremendous opportunity as a part of my Summer Internship
Program to have and understanding of the corporate world.

I take this opportunity to thank Prof. Tapas Das (Faculty Member of IBS Mumbai) who
guided me in the study of this project. It has been a great learning experience working under
her. His constant and regular feedback assisted me steer in the right direction.

He has been a constant motivator and a good mentor to take care of all the requirements that
would have otherwise proved to be a hindrance in my path.

I would further like to thank Mr. Sachin Bagale (Senior Manager-Operations) for
assigning the project and helping me, despite of his busy schedule, and teaching me about the
Operation and process plant. His valuable contribution and guidance has, certainly been
indispensable for my project work.

Last but not the least, I feel indebted to each and every individual, associated directly or
indirectly, who has helped me successfully complete this project.

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 ABSTRACT
The Project “Performance measurement for Aluminium-Silicon Alloy & Special High-Grade
Zinc at Galvalume process.” Under JSW Steel Coated Products Limited is an attempt to
understanding the quality of material provided by the supplier, various cost comparison
studies and optimum utilization of resources at the Galvalume process.
In this report i would sharing my experience in the company and how they helped me in
understanding all the techniques and basic understanding or plant process and various
interface of man machine.

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 TABLE OF CONTENT

Sr. No Topic Page No.

1 Authorization 3

2 Acknowledgment 4

3 Abstract 5

4 Executive Summary 7

5 Introduction
8-9
 About Company
 Vision, Mission, Values
 Insurance as sector

6 SWOT Analysis
 Strength 10
 Weakness
 Opportunities
 Threats

8 Porter’s Five Force Model 11-12

9 About Galvalume 13-18

10 Working Up till Now 19-21

11 Manufacturing Companies 22-29

EXECUTIVE SUMMARY
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Name: - Rohit Khapre Enrolment No.: 19BSP2284
Name of the Organisation: - JSW Steel Coated Product Ltd.
Industry type: - Metal and Mining sector.
Title of the Project: - Performance measurement for Aluminium-Silicon Alloy & Special
High-Grade Zinc under JSW Steel Coated Product Ltd.
Objective: - Aluminium silicon alloy supplier evolution: This will help to understand the
quality of material provided by the supplier, the quality can be determined in terms of
impurities in the raw materials. New supplier development indigenous.
Cost comparison study: This objective will help to reduce the cost of process which can be
determined in terms of power consumption, machine working hours, labour work and
wastage of material in the case of overloading.
Optimum utilization of resources: Excess generation of dross due to impurities in the
material. Excess amount of wastage of resources in term of dross; these resources which are
naturally available are limited to their source. These resources are required to be utilized
inappropriately.
Methodology: - This is a primary type of research in which the data is collected by the
researcher. The research is to be carried out in number of times with each supplier. When the
material is charged in the pot initially the time is recorded and when the crane is unloaded
from the pot the exit time is recorded. Parallel to this experiment the power consumed by the
inductors of pre melt pot is also taken in consideration. The data is to be recorded on daily
bases and the log book is required to maintain. The time of experiment varies from supplier
to supplier and material to material.
Material impurities are calculated based on dross generation in main pot. Fe is very harmful
and main culprit to dross generation in main pot.

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 INTRODUCTION

ABOUT COMPANY

Amongst the leading conglomerates in India, JSW Group is a $14 billion company. It is an

integral part of the O. P. Jindal Group, and has been a part of major projects that have played
a key role in India’s growth.
Ranked among India's top business houses, JSW's innovative and sustainable ideas cater to
the core sectors of Steel, Energy, Cement and Infrastructure. The Group continues to strive
for excellence with its strength, differentiated product mix, state-of-the-art technology,
excellence in execution and focus on sustainability.
From its humble beginnings in steel, the JSW Group has expanded its presence across India,
South America, South Africa & Europe. Through its CSR projects, it also continues to
participate in and initiate activities that assist in improving those areas of our country that
lack resources. JSW is known to be the “strategic first mover” to venture away from status
quo, have the conviction to make fundamental changes and drive operational excellence on
its quest to become better every day.
JSW Steel is a flagship company of the JSW Group. We are a leading integrated steel
manufacturer. Currently one of the fastest growing companies in India, we have a presence in
over 100 countries. JSW is also the first company to manufacture high-strength and advanced
high-end steel products for its automotive segments.
As a leader in India’s steel industry, we believe it is our responsibility to improve and
upgrade the quality of construction in the country. We also pride ourselves on our CSR
activities which aim to make India better every day.
JSW Steel is the first Licensee Galvalume producer in India that uses technology from BIEC
International Inc., USA. The technology license qualifies us to continually access the latest
product innovations and process refinements through BIEC and the ZAC Association, which
enable us to manufacture products of the highest quality.

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VISION, MISSION & VALUES

● VISION:- Nurture Leadership in Coated Products by Creating Value for Stakeholders

in an Environmentally Sustainable way.
● MISSION:-Supporting India's Growth in Core Economic Sectors with Speed &
Innovation.
● VALUES:-Transparency, Strive for Excellence, Dynamism, Passion for Learning.
.

COMPETITORS-
● Tata steel
● Shankara infrastructure materials
● SAIL
● JINDAL Steel & Power
● Xindia
● ISC

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 SWOT ANALYSIS OF JSW STEEL

STRENGTHS
1. India’s third largest steelmaker with a combined capacity of 18+ MTPA hence enjoys
economies of scale.
2. One of the lowest cost steel producer in the world.
3. High growth with a consistently increasing revenue and strong financial support.
4. Operates in upstream and downstream sectors.
5. First steel producer in the world to use Corex Technology for producing hot meals.

WEAKNESS
1. Less number of mines under its hood affects availability of raw materials.
2. Capacity utilization is not cent percent.
3. Limited portfolio diversification compared to industry leaders.

OPPORTUNITIES
1. Increase in demand from all sectors nationally and internationally.
2. Mergers & Acquisition to keep steady supply of raw materials.
3. Product development by investing at R&D.

THREATS
1. Competitions from existing and foreign players.
2. Government and environment regulations.
3. Change in price for raw materials and end products.

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 Porter’s Model

JSW Steel Ltd.’s Porter five forces reflects the competitive environment of an industry. It is a
strategic tool that is used to avoid or minimize the risk of losing the competitive edge that the
organization has and to ensure the profitability of the products in the long run. The company
holds its vision closely as it allows them to orientate its innovation in terms of choices
regarding the investment and strategies. Within the industry the businesses profitability is
dependent upon the following forces:
● Competitive rivalry
● Threats of new entrants
● Threats of substitute
● Bargaining power of suppliers
● Bargaining power of customers

Competitive rivalry

The competition among the firms helps in identifying the lucrativeness of an industry where
companies are competing hard in order to maintain their power within the industry. The JSW
Steel competition is moreover on basis of diversity, the development within the sector and the
barriers related to entrance in the market. Price is generally market determined. JSW
competes on the basis of production capacity, raw material sourcing, etc.

Threats of new entrants

It is in the favour of the companies that exist in the market to create barriers for the new
entrants to prevent them from entering into the industry. The organizations could be the new
companies or the companies that are planning to diversify itself in the market. Larger capital
industry enjoys the economics of scale so of which has its own mines for sourcing key raw
materials. The barriers can be both industrial and legal. Apart from this the size and the
reputation of the companies that are already operating in the market also play an important.

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Threats of substitute products

Substitute products are alternatives that are available in the market at comparatively better
prices. Such products prevail due to the technological and innovative advancement. Due to
which the products being produced by the companies that are already existing in the market
and is using the same technology are than replaced by the other company’s products that are
comparatively better in terms of price and quality and are being produced from sectors with
significant profits. The substitute products are dangerous as the companies are under constant
threat of being replaced. JSW steel has low threat of substitutes within its competition, and
when it comes the overall steel there is no substitute to these products, which could not
compete in terms of attributes. 
High threat of substitute leads to low profitability as it limits the industry profits by placing a
price ceiling due to the fear of being substituted by other product. Apart from this it also
affect the growth potentials of the industry as a whole but reducing the profitability margins. 

Bargaining power of suppliers JSW Steel Ltd

Powerful suppliers possess JSW Steel Ltd more power to capture significant value for
themselves by demanding high prices while limiting the quality and the quantity of the
product or services or by transferring the cost on the participant of the industry. Many
conditions imposed by the suppliers generally include the increase in price while
compromising the quality and quantity.
Larger integrated companies have their own mines to source key raw materials.

Bargaining power of customers

The buyers having strong bargaining power can highly influence the profitability of the
suppliers operating in the market by imposing condition that are not much favourable for the
suppliers in terms of price, quality or service. Therefore, choosing clients often become
crucial for the organizations as to avoid the situation of being highly depended on the buyers.
The level of interest and concentration of buyers toward the product gives them more or less
power.
Powerful buyers could flip the side of the powerful supplies by forcing the prices to move
downwards and by demanding high quality and services by creating a competition between
the participants in the industry on the basis of price and quantity. Customer are deemed
strong if they contain negotiating leverage specifically if the industry is sensitive to price, the
buyers can pressure suppliers for further price reductions.

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About Galvalume
Definition
Galvalume is a coating consisting of zinc, aluminium and silicon that is used to protect a
metal (primarily steel) from oxidation. It is similar to galvanizing in that it is a sacrificial
metal coating which protects the base metal.

Application
Galvalume is primarily used to protect iron-based alloys that are prone to rust. Galvalume-
coated steel is better able to resist oxidation than plain carbon steel because the zinc and
aluminium protect the underlying steel from the environment. The zinc also will more readily
oxidize than the steel it contacts. This is similar to galvanized steel.
One of the most popular applications of Galvalume steel is for outdoor metal panelling and
roofing. Galvalume is used because it has superior resistance to corrosion in outdoor
environments than standard galvanized steel. It is able to resist corrosion when exposed to
snow, ice, and rain.

Difference between galvalume and galvanizing

The main difference between galvanizing and Galvalume is that galvalume is a combination
of zinc, aluminium, and silicon, while galvanizing is 100% zinc. The alloy-coated product
contains 55% aluminium, 43.5% zinc and 1.5% silicon by weight.

An advantage that Galvalume has over normal galvanized material is that it has enhanced
protection abilities. Over time, Galvalume tends to perform better than galvanized steel,
especially when exposed to water or other liquids that can speed up the oxidation process.
Even after a few decades, Galvalume-coated steel will be less likely to rust than normal
galvanized steel.

Galvalume is also considered more aesthetically pleasing than hot-dipped galvanized

materials.

Base metal of galvalume

Galvalume coating is most commonly applied to carbon steel. However, most materials that
can be galvanized can also be coated with Galvalume. Some additional metal types include:

● Cast Iron
● Ferritic Stainless Steel
● Martensitic Stainless Steel
● Low Alloy Steels

Limitation of galvalume
Galvalume should not be used in alkaline environments. The aluminium in Galvalume does
not hold up well to that type of environment, so galvanized steel may be a better choice in
that instance. Also, Galvalume does not do well if it is damaged. If the panel will be subject

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to scratches and indentation, then galvanized steel may be better suited as the material for the
application. Even fastener installation may be enough to damage the Galvalume coating.

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Uncoiler: -Receives the CR coils from the entry coil car and unwinds the strip.
Welding: - Welding of Strip ends for continuation of line.
Entry Accumulator: -To accumulate and feed the strip to processing line during welding.
Non-Ox furnace: -The purpose of this furnace is to clean & anneal the strip and to achieve a
good adherence of the metallic coating. In this section, direct heating is done by using LPG.
The
furnace temperature is around 900deg C to 1150deg C. The strip temp is generally 450deg C
to 650deg C.
Radiant Tube furnace: -The strip is further heated to the processing temperature by means of
gas fired radiant tube heating section. In this chamber the products of combustion are
physically separated from the furnace atmosphere. The strip temp is generally 500deg C to
700deg C.
Soaking Furnace: -The strip is soaked at process temperature in protective atmosphere in a
vertical soaking section to achieve the temperature uniformity across the section of the strip
and desired grain structure of the material. The heating is by means of electrical radiant tube
heaters. The strip temp is generally 500deg C to 700deg C.
Jet Cooler: -The strip is then cooled in the Jet cooling section to metal coating temperature
under protective atmosphere. To maintain dipping temperature. Hot Bridle: -To maintain strip
tension at Pot.
Zinc bath (Pot): To Store molten Zn+AL for Coating on Strip. Temp of bath is approx.
460deg C.
Cooling Tower: -Cooling the coated strip to around 140°C before immersing into a water
quench tank.
Quench tank: -Cooling the coated strip to around 140°C to 50 °C.
Online Skin Pass Mill: -The function of the skin pass mill is to improve the mechanical
properties of material, including better internal stress distribution in the strip, shape of the
strip, suppress spangle and its surface condition by reducing the irregularities.
Tension Leveller: -This unit flattens strip by producing permanent elongation with a
combination of axial tensile stress and alternating bending stresses. The alternating bending
stresses are produced by tension levelling rollers.
Chemical Coater: - For passivation of coated Strip.
Hot Air Dryer: -To dry out the passivation chemical on Strip surface.
Logo marking machine: -For printing logo and ISI mark on strip surface
Exit Accumulator: -This is an arrangement used for accumulating the strip for uninterrupted
operations of the process while unloading a coil from recoiler. The exit accumulator is
normally kept empty.

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Electrostatic Oiler: -To apply a thin oil coat on metallic strips which need a protection or a
surface preparation for further applications.
Shear Machine: -It is used to remove the weld joint and to separate the coils. For winding the
coated Strip to make the coil as per the customer coil wt. requirement Over Head Crane: -For
loading and Unloading of CR and GI coils.
Weigh Bridge: to weigh the coils, capacity of Weigh Bridge is 25t

PLANT MAINTENANCE: -
Introduction: -
Plant implies all physical means of production in a manufacturing system. These can be
machine tools, fixtures, land, building and other facilities. These facilities are subject to
deterioration, if not checked or rectified or reconditioned may take these facilities
unserviceable after some time, this checking or rectification is done through the process of
maintenance. Thus, maintenance mean to maintain the facility in the system up to desired
level of efficiency i.e.to keep assets in a satisfactory condition or restore these to the
condition. Maintenance ensures condition of the facility such that it permits uninterrupted
implementation of plan requiring them use.
Objective of Plant Maintenance: -
The management of maintenance activity has to concern itself with provision of interrupted
production process at minimum cost and maximum reliability. The following are the
objectives of plant maintenance.
To maximize the amount of time the assets will be available for use for the purpose for which
these were procured. To preserve the value of assets by reducing the rate of at which they
deteriorate. To perform the activities of maintenance in the most economical manner.
To plan and schedule maintenance work so as to anticipate and prevent interruption in
operations.
Types of Plant Maintenance: -
Breakdown Maintenance: - This is also known as corrective maintenance. For non-critical
equipment it is usually the policy to allow it to run without much routing attention.
Breakdown maintenance practice is economical for that equipment that’s down time and
repair costs are less.
Preventive Maintenance: - All machines deteriorate with use an exposure, deterioration of
machine implies change in dimension of it various components and weakening of its
members due to fatigue, impact and corrosion.
Productive maintenance: - In industry, total productive maintenance (TPM) is a system of
maintaining and improving the integrity of production and quality systems through the
machines, equipment, processes, and employees that add business value to an organization.

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TPM focuses on keeping all equipment in top working condition to avoid breakdowns and
delays in manufacturing processes.
Routine Maintenance: - Simple, small-scale activities (usually requiring only minimal skills
or training) associated with regular (daily, weekly, monthly, etc) and general upkeep of a
building, equipment, machine, plant, or system against normal wear and tear.

PACKAGING AND DISPATCHING

PACKING: -
Responsibility for coil quality does not end at the mill. Quality at final point of delivery is
dependent on the protection afforded by the coil packaging. Increasing demands for suitable
packaging for coil stock lead to a new approach to protect coil during transportation and at
their final destination. Storage at destination is one aspect which determines the type of
packaging. However, there are still no commonly used standards on how such packaging
should look. Some of the packaging materials that are used here are GP sheet, OD ring GP,
ID ring HR, straps, wood for providing support at base etc.
There are two main finished goods produced at this plant, namely PPGI and PPGL (colour
coated steel) rolls. Following are the sales channels through which these products are sold in
the market, namely: a) Trade b) OEM c) Export. Packaging specification for these 3 segments
is different depending upon nature of packaging required for different customers. OEM is the
manufacturers of white goods whose quality constraints are very high.

Figure Packing
DISPATCHING: -
As the dispatch plan is concern, once material get produced as per production plan and after
packing, PD and QC dept moves the material to finish stock. Once the material moves to
finish stock in system then material is ready for dispatch. For export segment, STO to be
prepared by PPC and after execution of VL10B transaction in system, deliveries for dispatch
get created and then batch assignment to be done.

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Dispatch plan for export segment is prime responsibility of PPC dept. Containers will be
indented on the basis of container wt, order wt, coil wt, port restriction etc, after joint
discussion had with logistics and production. The same shall be communicated through Email
to marketing international with a copy to production and logistics so that container left out
can be controlled in a planned manner. While for DOM segment, MD gets finish stock from
system and allocates manually to respective order and create delivery in system.
As per the customer requirement coil is load on the truck in EYE to WALL, EYE to SKY and
EYE to DOOR. Every export segment the container will be totally fumigated. There is some
specific country there have specific details such as Australia the coil is maximum 22 ton.

TRANSPORTATION: -
The transportation department at JSW Vasind deals with annual contract of transporters
arrangement of vehicles on time, allocation to proper dispatch gate, keeping records of
transporters, vehicles, FG transported, etc.
The deliveries are divided majorly into two types, Domestic and Export. There is slight
difference in these processes. The production of steel is associated with complex and very
extensive transport processes. The steel industry in JSW Vasind is strongly committed to the
particularly sustainable carriers’ railways, transporters and waterways.
Logistics of raw material and finished products play a critical role in determining the
operational efficiency and cost structure of steel producer.
Road transportation has become an important element in a multimodal transportation matrix,
especially, as part of the port related transportation network for important of raw material and
export of finished steel.
TYPES OF TRANSPORTATION: -
For yearly contracts, applications along with quotations are called upon for freezing the fixed
price pertaining to particular destination with respect to per ton. For example; fixed price for
Vasind to Delhi remains 4000 per ton. Following are the types
Local transportation Contract
Local refers transportation within geographical region, specifically inter district. Local
transportation includes machineries and their heavy spare parts, delivery of coils, inbound
raw material from Dolvi.
Domestic transportation contract
Every inland transportation stretching nationwide can be considered as domestic
transportation, mainly dedicated to finish product delivery and raw material incoming.
Company has information of time required for transportation? Example 4 days for Delhi
Export In export, the container needs to manage for proper safety compulsory. For some
special cases fumigation is also mandatory e.g. New Zealand, Australia. Factors of safety
increases for export order. Container also needs to be leak proof.

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Working Up till now
Special High-Grade Zinc

Start End
Supplier Name Lot no. Date Time time Start Reading End Reading
Induct Induct Induct Induct
          or 1 or 2 or 1 or 2
Korea Zinc Co., 2-20- 6014.3 4504.5 6014.3 4504.6
Ltd. K010043 2020 12:05 12:23 468 412 98 084
Korea Zinc Co., 2-21- 10:06: 6016.8 4508.0 6016.9 4508.1
Ltd. - 2020 00 10:24 836 288 444 056
Korea Zinc Co., 2-21- 6017.1 4508.3 6017.2 4508.4
Ltd. - 2020 11:47 12:08 456 716 132 58
Young Poong Co., 2-22- 6019.9 4512.2 6020.0 4512.3
Ltd. 70261022 2020 12:30 12:50 564 388 272 296
Vedanta
Hindustan Zinc 2-24- 6025.2 4519.4 6025.2 4519.5
Ltd. 2JS320B 2020 11:23 11:44 000 648 58 4
Korea Zinc Co., 2-25- 6027.8 4523.1 6027.9 4523.1
Ltd. K010031 2020 10:55 11:16 476 172 084 964
Korea Zinc Co., 2-26- 6030.5 4526.8 6030.6 4536.9
Ltd. A020028 2020 11:41 11:58 592 844 058 452
Vedanta
Hindustan Zinc 2-27- 6032.4 4529.6 6032.4 4529.6
Ltd. 2JS324C 2020 10:39 11:00 144 076 624 708
Vedanta
Hindustan Zinc 2-27- 6032.6 4529.9 6032.6 4529.9
Ltd. 2JS324C 2020 12:40 01:01 452 22 96 872
Vedanta
Hindustan Zinc 2-28- 6035.3 4533.5 6035.3 4533.6
Ltd. 2JS324C 2020 11:17 11:32 160 92 6 496
Vedanta
Hindustan Zinc 2-28- 6035.3 4533.6 6035.4 4533.7
Ltd. 2JS324C 2020 11:37 11:55 612 524 028 088
Vedanta
Hindustan Zinc 2-28- 6035.4 4533.7 6035.4 4533.7
Ltd. 2JS323B 2020 12:00 12:14 144 248 336 524
Vedanta
Hindustan Zinc 3-2- 6042.0 4543.2 6042.0 4543.2
Ltd. 2JS323B 2020 11:00 11:10 324 3 552 604
Vedanta
Hindustan Zinc 3-2- 6042.2 4543.4 6042.2 4543.5
Ltd. 2JS323B 2020 12:05 12:25 148 64 692 348
Vedanta
Hindustan Zinc 3-3- 6044.1 4546.2 6044.2 4546.3
Ltd. 2JS324C 2020 09:54 10:18 378 212 076 112
Vedanta
Hindustan Zinc 3-3- 6044.3 4546.5 6044.4 4546.6
Ltd. 2JS324C 2020 12:05 12:37 808 524 4 28
Young Poong Co., 1200115- 3-4- 6046.8 4549.9 6046.9 4550.0
Ltd. 13072991 2020 10:36 10:51 78 764 92 332
Young Poong Co., 1200114- 3-4- 6047.1 4550.2 6047.1 4550.3
Ltd. 131191011 2020 12:42 12:52 148 672 4 32
Young Poong Co., 2200114- 3-5- 6049.6 4553.7 6049.6 4553.8
Ltd. 171261020 2020 11:36 11:51 528 852 988 444
Young Poong Co., 2200115- 3-9- 6056.6 4566.7 6056.6 4566.8
Ltd. 130961002 2020 09:36 09:51 528 852 988 444
Young Poong Co., 2200117- 3-9- 6058.2 4566.2 6058.3 4566.3
Ltd. 01259980 2020 10:22 10:43 812 44 348 14

19 | Page
 Vedanta
Hindustan Zinc 3-11- 6064.3 4574.5 6064.3 4574.5
Ltd. 2JS323A 2020 11:04 11:15 46 06 672 36
Vedanta
Hindustan Zinc 3-11- 6064.5 4574.7 6064.5 4574.7
Ltd. 2JS323A 2020 12:12 12:29 048 184 508 764
Korea Zinc Co., 3-16- 6073.4 4388.1 6073.4 4588.1
Ltd. P010096 2020 11:21 11:34 544 136 956 644
Young Poong Co., 1200116- 3-17- 6075.6 4591.1 6075.6 4591.2
Ltd. 05282972 2020 11:18 11:30 056 944 348 316
Korea Zinc Co., 3-17- 6075.8 4591.5
Ltd. P010054 2020 13:25   496 268    
Young Poong Co., 2200113- 3-19- 6080.6 4597.4 6080.1 4397.5
Ltd. 09033991 2020 09:53 10:10 776 948 264 584
Young Poong Co., 2200113- 3-19- 6080.3 4597.8 6080.3 4597.8
Ltd. 2300005 2020 11:57 12:11 136 16 86 712
Vedanta
Hindustan Zinc 3-20- 6083.3 4601.8 6083.3 4601.8
Ltd. HSG336B 2020 09:44 10:05 116 128 744 952

Al+Si Alloy
Start End
Supplier Name Lot no. Date Time time Start Reading End Reading
Inducto Inducto Inducto Inductor
          r1 r2 r1 2
Vedanta T200057 2-20- 6014.4 4504.6 6014.5 4504.82
Jharsuguda 5-01 2020 12:57 01:50 408 720 508 08
Vedanta 2-21- 6016.9 4508.1 6017.1 4508.34
Jharsuguda - 2020 10:30 11:39 464 108 220 16
Vedanta 2-21- 6017.2 4508.4 6017.3 4508.63
Jharsuguda - 2020 12:15 01:37 164 648 456 80
Vedanta T200057 2-22- 6019.8 4512.0 6019.9 4512.23
Jharsuguda 5-02 2020 11:30 12:28 364 768 500 00
Vedanta 2-24- 6052.2 4519.5 6025.4 4519.79
Jharsuguda - 2020 12:14 01:37 824 820 352 48
Vedanta T200054 2-25- 6027.6 4522.8 6027.8 4523.09
Jharsuguda 2-04 2020 09:50 10:47 592 750 280 16
Vedanta T200054 2-25- 6027.9 4523.2 6028.0 4523.39
Jharsuguda 2-03 2020 12:47 12:42 532 696 528 84
Vedanta T200053 2-27- 6032.4 4524.6 6032.6 4529.86
Jharsuguda 8-02 2020 11:07 12:18 660 784 020 36
Vedanta T200060 2-28- 6035.0 4533.2 6035.2 4533.55
Jharsuguda 8-03 2020 09:54 11:05 924 980 920 96
Vedanta T200011 2-28- 6035.4 4533.7 6035.5 4543.95
Jharsuguda 3-04 2020 12:23 13:10 620 900 860 28
Vedanta T200067 3-2- 6042.0 4543.2 6042.1 4543.43
Jharsuguda 4-02 2020 11:14 11:55 744 890 908 32
Vedanta T200059 3-2- 6042.2 4543.5 6042.3 4543.71
Jharsuguda 7-03 2020 12:42 13:48 848 596 936 08
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Jharsuguda 5-02 2020 10:57 11:58 376 612 776 48
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Jharsuguda 2-01 2020 12:40 13:54 532 496 836 88
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Jharsuguda 1-01 2020 11:02 12:12 388 576 816 70
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Jharsuguda 4-04 2020 10:36 11:28 816 664 376 52
Vedanta T200067 3-5- 12:03 13:09 6049.7 4553.8 6049.8 4553.99

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Best practises of OM in manufacturing companies
Toyota
Founded in 1937, Toyota Motor Corporation is a Japanese company that engages in the
design, manufacture, assembly, and sale of passenger cars, minivans, commercial vehicles,
and related parts and accessories primarily in Japan, North America, Europe, and Asia.
Current brands include Toyota, Lexus, Daihatsu and Hino. Toyota Motor Corporation is the
leading auto manufacturer and the eighth largest company in the world.

Toyota Motor Corporation's vehicle production system is a way of making things that is
sometimes referred to as a "lean manufacturing system," or a "Just-in-Time (JIT) system,"
and has come to be well known and studied worldwide.

The TPS concept

Jidoka used in the Toyota Production System means “automation with a human touch,”
or simply autonomation. The concept of jidoka is to provide machines with the
capability to detect and flag inconsistencies or abnormal conditions in the production
line. This allows process operators the ability to quickly address the issue.

Productivity is increased when machines are able to operate automatically and detect any
deficiencies in the process. Production speed is increased by using an automated assembly
line. The need to have someone physically at each station is minimal, an individual can
manage multiple automated machines.

The four principles to successfully implement jidoka:

1. Discover an abnormality – This can be a process malfunction, defective work-in-

progress items, or any deviation to the normal workflow. Abnormal conditions are
usually flagged through a mechanism called andon.
2. Stop the process – Once an abnormality is detected, operations should be stopped to
prevent the production of more defective items.
3. Fix the immediate problem – The supervisor diagnoses and corrects the problem to
resume production.
4. Investigate and solve the root cause – The supervisor identifies the cause of the
problem, addresses it, and improves the workflow to prevent the recurrence of the
problem.

It is also important that business owners equip their process owners and supervisors with the
problem-solving tools and techniques needed to adequately address problems and improve
workflows.

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Just-in-Time

―Improving productivity―

Making only "what is needed, when it is needed, and in the amount needed"

Producing quality products efficiently through the complete elimination of waste,

inconsistencies, and unreasonable requirements on the production line (known respectively in
Japanese as muda, mura, muri).

In order to fulfill an order from a customer as quickly as possible, the vehicle is efficiently
built within the shortest possible period of time by adhering to the following:

1. When a vehicle order is received, production instructions must be issued to the

beginning of the vehicle production line as soon as possible.
2. The assembly line must be stocked with the required number of all necessary
parts so that any kind of ordered vehicle can be assembled.
3. The assembly line must replace the parts used by retrieving the same number
of parts from the parts-producing process (the preceding process).
4. The preceding process must be stocked with small numbers of all types of
parts and produce only the numbers of parts that were retrieved by an operator
from the next process.

Kanban
Kanban is the Japanese word for “card”. In Toyota, assembly line workers used cards to
communicate when they needed something from another department or process. This
helped them reduce waste and increase their process efficiency.

Implement Kanban
These 5 core Kanban properties will guide teams in implementing Kanban in their current
process.

1. Visualize the Workflow

The first step to implement Kanban is to model how the current process operates. Having
a visual representation of the process allows teams to examine the flow of work through
their Kanban system.

A Kanban board is used to help teams visualize their workflow. Once the team has
visualized their workflow, each step in the process is then translated as columns in the
board. You could also use Kanban swim lanes to categorize or group tasks within a step
or column in your board, keeping things more organized.

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 2. Limit Work-in-Progress (WIP)
Controlling the number of work items within each step in the process reduces the cycle
time or the amount of time it takes for an item to successfully go through a Kanban
system. Limiting WIP also helps teams focus on the task at hand and get it completely
done before moving on to the next task.

3. Measure & Manage Flow

With better visibility on the flow of work and enforcing WIP limits, teams can now better
diagnose their process efficiency. They can determine at what step in the process are tasks
building up, if tasks are being blocked, and whether team members are operating at an
optimal capacity or are overburdened. As your teams go through the work, you will be
able to collect process metrics, such as cycle time and lead time, that will help you
analyse what needs to be improved in your current process.

Having metrics and a process visual in place make it easier for teams to spot weaknesses
in their process and implement necessary changes to refine it.

4. Make Process Policies Explicit

Stating process policies explicitly establishes a common understanding within the team
on how work should be performed and what the expectations are on the outputs of each
step in the process. These policies also act as a checklist for the team to ensure
consistency and quality in the application of their work. It is recommended that process
policies are displayed in the Kanban board so that team members can easily see and be
reminded of them.

5. Use Models to Recognize Improvement Opportunities

Teams should endeavour to analyse their current process and examine areas that can be
improved. Value Stream mapping is a modelling technique that teams can use to conduct
a thorough examination of their process. Value Stream Mapping helps teams focus on
value-adding activities in their process; helping them identify which activities are
wasteful and should be removed.

Logistics
Inbound Logistics: Inbound logistics encompasses two different operations: the first is the
operation that transports parts from local suppliers to the local plants; the second is a
separate operation, global inbound logistics, to transport parts from Japan to the North
American and European plants Local Inbound Logistics: Toyota establishes a partnership
with a limited number of third-party logistics providers (3PLs) to deliver logistics
services. The company organizes many of its suppliers into clusters based on geographic
location Route Planning: The creation of a logistics route plan to transport parts from
hundreds of suppliers to multiple manufacturing plants is like the making of an airline
schedule. The planner needs to know the locations of the suppliers, cross-docks, and

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 manufacturing plants. Then he needs to know the number of packages or containers of
parts to be picked up from each supplier each day and to which cross-dock and plant
those materials are to be delivered. In addition, he needs to know how the containers of
parts can be arranged and stacked within a truck. It is important to optimize the cubic
space of each truck so that one doesn’t “ship air” and does avoid “blowouts”—in other
words, one doesn’t ship partial loads or create a condition in which all of the containers
cannot be loaded on a truck because of weight or volume restrictions

Network Logistics:

Route Planning: The creation of a logistics route plan to transport parts from hundreds of
suppliers to multiple manufacturing plants is like the making of an airline schedule. The
planner needs to know the locations of the suppliers, cross-docks, and manufacturing
plants. Then he needs to know the number of packages or containers of parts to be picked
up from each supplier each day and to which cross-dock and plant those materials are to
be delivered. In addition, he needs to know how the containers of parts can be arranged
and stacked within a truck. It is important to optimize the cubic space of each truck so
that one doesn’t “ship air” and does avoid “blowouts”—in other words, one doesn’t ship
partial loads or create a condition in which all of the containers cannot be loaded on a
truck because of weight or volume restrictions
Pipeline Management: The “parts pipeline” is defined as all parts that have been ordered
from a supplier and have not been unloaded at the receiving plant. Toyota uses a variety
of methods to track parts throughout the pipeline. The process starts with the parts order
that is sent via Electronic Data Interchange (EDI), along with the Kanban bar code label
that the suppliers affix to the parts shipping container. Once the parts are shipped, the
supplier sends an EDI Advance
Shipping Notice (ASN). The truck driver scans the Kanban bar code label and identifies
the truck onto which the parts are loaded. Once the truck arrives and is unloaded at the
cross-dock, the parts status is changed to show arrival at the cross-dock. Again, as parts
are loaded onto another truck bound for the plant, they are scanned and associated with
the truck number. As the truck enters the gate at the plant, the parts status is updated to
show that the parts are in the plant yard. The trailers remain in the yard until production
progress dictates that they should be unloaded at the dock. As the parts are unloaded, each

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 container is scanned to confirm the arrival at the plant. Pipeline data enable Toyota to
have visibility into the parts pipeline. This pipeline data- base is especially important
whenever there is a crisis situation such as parts shortage, short shipment, or
transportation delay. It is thus clear that visibility plays a key role in the management of
the inbound parts logistics process.

Mutual Benefits from a Partnership

The company is a logistics provider in India that formed a joint venture with Toyota to
deliver parts to Toyota, both imported (from the port) and sourced from more than 70
local sup- pliers. Initially, TCI learned how to better manage the delivery of auto parts
from Toyota; since then, it has carried the best practices over to other manufacturers
Outbound Logistics

Outbound logistics is also known as product distribution, because the function of

outbound logistics is to distribute the finished products from the OEM plants to the
retailer
Marshalling yard flow:

North American vehicle distribution flow:

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 PEPSICO
PepsiCo, a Fortune 500, American Multinational Corporation is under the food consumer
product industry and is the world leader in convenient foods and beverages. The Pepsi
brand and other Pepsi Cola products account for nearly one-third of the total soft drink
sales in the United States. It was founded in 1965 through the merger of Pepsi-Cola and
Frito-Lay. Tropicana was acquired in1998 and PepsiCo merged with The Quaker Oats
Company, including the Gatorade in 2001. PepsiCo offers product choices to meet a
broad variety of needs and preference -- from fun-for-you items to product choices that
contribute to healthier lifestyles.
Difficulties without Just-in-Time When an operation of the company was not just-in-time
based, the demand or production planner strived to optimize production-oriented goals
and objectives such as equipment utilization, labour efficiency, throughput and uptime.
Optimizing these goals often leads to run large batch sizes that are dependent on the
availability of raw materials. This optimizes the equipment and labour utilization but the
production planners and managers had not been looking at the expense of the bigger
picture. The sourcing or purchasing managers strived towards reducing company's
spending overall. This manager consolidated suppliers offering products or materials at
the lowest per unit costs through buying in volume. They even got the shipping and
freight costs included in the purchase price, which led to the increase in the price of the
commodity. Purchasing managers focused on getting the best price, not putting into
consideration the supplier performance and reliability. The logistics/transportation
manager was tacked with getting raw materials in and the finished goods out of the
production process and seek to optimize the transportation and distributing network. This
manager focused on the lowest cost and reliability of the logistics or transportation
solutions. But lowest cost could only be attained if the purchasing team negotiates a
delivered cost package deal with the supplier and the supplier is responsible of the
reliability and performance of the carriers or transporters.

Improvement with using Just-In-Time (JIT)

When it comes to delivering high cost and perishable products to manufacturing sites,
just-in time (JIT) remains one of the most cost-effective supply chain solutions. In JIT
process, on time delivery is an absolute necessity. Just-in-Time (JIT) is a philosophy that
defines the manner in which a manufacturing system should be managed. It enhances
customer satisfaction in terms of availability of options, assurance of quality, prompt
delivery times, and value of money. The Pepsi brand and other Pepsi-Cola products
accounted for nearly one-third of the total soft drink sales in the United States. In order to
ensure that PepsiCo's concentrates reach bottlers as needed during the production had to
reach them JIT, they partnered with 3PL provider Penske Logistics to manage its
transportation. Penske also provides warehouse management for two Pepsi distribution
centres in North America.

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 Transportation
Transportation is a part of end to end solution for planning, execution, and management
of the entire transportation cycles. It is designed to enable an organization to utilize and
manage an entire transportation network, as well as reduce cost while improving transport
performance. Transportation is designed to employ sophisticated optimization and data
techniques to define and evaluate alternative transportation strategies. It is also designed
to provide comprehensive data management, analytics, and reporting of key
transportation cost and service trade-offs.

PepsiCo's Frito Lay Supply chain

Frito-Lay is the snack food division of PepsiCo and the largest supplier of potato and corn
chips in the world, currently holding 40% of the market share globally, and selling its
products in 120 countries.
Supply chain in USA:
Supplier Base: Frito-Lay's supplier network for potato chip production has fewer than
100individual suppliers.
Strategy Used:
• Several years ago, Frito-Lay approached its potato suppliers to seek those farmers
willing to concentrate on cultivating a limited number of potato varieties, with a focus
on producing the most appealing taste and quality potato chip for the consumer.
• Frito-Lay then offered these farmers long-term contracts, which made it easier for the
farmers to get financing and for Frito-Lay to achieve more efficient, profitable
economies of scale in other areas of the value chain.
• It is noteworthy to mention that steps like these that insure a stable supply of raw
material is important to a company who purchases 2.3 billion pounds of potatoes
and 775 million pounds of corn annually.

From supplier to retailer

• Frito-Lay traditionally relied upon its in-house fleet of trucks to transport products from
its plants to its 1,900 warehouses or 200 distribution centres.
• However, as the company expanded, operations managers realized that it was not

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 economical to produce every product at every plant, and thus began specializing at
particular locations.
• On the other hand, logistics became increasingly difficult and distances grew longer,
and thus, Frito-Lay learned to exploit the benefits of truck carrier services, employing
Menlo Logistics to handle route planning. Menlo was able to reduce the carrier base
by so% and negotiate nationwide discounts with other carriers.
Retailers
• The last stop involved is the 400,000 stores across the nation that carries Frito-Lay's
snack food products. The company utilizes their own technological systems to show
stores how reallocating shelf space, for example, can produce larger profits.
• Retailers are also provided with Frito-Lay's "Profit-Vision Program", which allows
retailers to analyse their sales and compare it to national performance statistics.
• At the same time, Frito-Lay benefits from the program because it convinces retailers
to allocate more shelf-space to their products.
Supply chain in India
Horticulture produce in India is largely marketed through traditional channels. A typical
marketing chain for horticultural produce consists of several players as shown in Figure
PepsiCo is one of the pioneers of contract farming in India since 2001 Their experience in
contract farming has covered many crops - potato, basmati rice, tomato, chili, peanut,
oranges and more recently sea weed. PepsiCo's operations started in India started in the
region of Punjab in collaboration with state government. PepsiCo India's project with the
Punjab Agro Industries Corporation and Punjab Agriculture University remains one of the
most ambitious contracts farming projects in the country.

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