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Adhunik Metaliks Limited Project Report

Jul 07, 2018



Shuvajit Biswas
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  • 8/19/2019 Adhunik Metaliks Limited Project Report


    BBA 3rd year, RIMS

  • 8/19/2019 Adhunik Metaliks Limited Project Report




    Serial No.

    Topic PageNo.



















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    I extend my deep gratitude and sincere thanks to our

    principal Dr. K. K. Patra, RIMS for giving me anopportunity to carrying my summer proect at !dhunik

    Metaliks "imited. It is my privilege to thank our head of

    department Dr. S. K. Sarangi. I express my sincere thanks

    to my guide Mr. Sandip #hadra, $Sr. %ngineer, !M"& for his

    valua'le suggestions and guidance for doing the summer


    I express my sincere gratitude to Mr. Ratan (. Ray$)eneral Manager * +ead, raining and Development& for

    providing me this -onderful opportunity to do my

    summer proect -ork on this topic.

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    First of all, we fulfilled the formalities regarding gate pass and buspass. Then we were told to visit the Training and Development 

    department, where we were introduced to the company, Adhunik

    Metaliks Limited. We were told to go through the lant !tudy "uide book to get a brief 

    overview of the plant. Then we came to know about different dos and don#ts for our safety

    and protection inside the plant premises. Then we received a five$day orientation program schedule.

    The orientation program was held so that we can gain knowledge

    about the different departments of the plant. When the orientation program got over, we were send to our 

    respective department under the guidance of well$known person for 

    our pro%ect. &nder his valuable guidance we collected all re'uired data and

    prepared our pro%ect. Then finally, we had submitted the pro%ect two days before the last

    day of our training so as to rectify the errors if any.

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    3. ABOUT AML:

     Adhunik Metaliks Limited  was incorporated as Neepaz Metaliks Private

    Limited   on ()th

      *ovember ())+ under the ompanies Act, +-/. The

    company subse'uently became a public limited company and received a

    fresh certificate of incorporation in the name of *eepa0 Metaliks Limited

    with effect from March (, ())1. The name of the company has been

    further changed to Adhunik Metaliks Limited  with effect from -th  August


     Adhunik Metaliks Limited (AML), the flagship of the "roup, has emerged

    as one of the fastest growing alloy, special and construction steel

    manufacturing companies in the country with significant presence in the

    mining and power sectors through its subsidiaries. 2t has completed almost

    all ma%or capital e3penditure for both backward and forward integration and

    emerged as an integrated manufacturer of special steel with downstream

    utili0ation of products.


    2t has set up an integrated steel plant of ).1 million ton at !undergarh,

    4rissa, with state$of$the$art technology. 2t has been allotted a captive iron

    ore mine at 5eon%har and captive coal mines at Talcher and Angul in

    4rissa. The company has also started operations and dispatches from it

    captive iron ore mines. omplete integration of facilities and ownership of captive resources will help the ompany insulate itself from any fluctuation

    in prices of raw materials along with maintenance of healthy profitability

    even in the worst of times.

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    4ver the years, the ompany has shown robust financial growth with

    consistent profit making. Within a very short span of time, the products of 

    the ompany have been recogni0ed by ma%or automobile component

    manufacturing and automobile companies. The ompany caters to

    diversified sectors including automobiles, telecom, power, railways,

    engineering, oil 6 gas and construction.

    2ts core business can be classified into three categories7$

    2ntegrated !teel business through Adhunik Metaliks Limited8AML9• Merchant mining of iron ore and manganese ore through its

    subsidiary, 4rissa Manganese 6 Minerals Limited84M6ML9

    • ower generation business through its subsidiary, Adhunik ower 

    and *atural :esources Limited8A*:L9

     AML strongly focuses on the reduction of production costs and 0ero waste

    management to make it one of the lowest cost producers of 'uality steel.


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    A0i $eali !iie0 a 0iere pla or eir peciic or


    3.1 Capie Poer Pla ;CPP

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    The ?)),))) TA oal Washery has been set up for washing of 

    :oM coal. The washed coal is being utili0ed in the

    hours of working per day and ;+( days of working per annum. The coal

    washery capacity is being e3panded by ?)),))) TA to meet the increased

    re'uirement of proposed

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    well as non$ magnetic char are stored in separate designated bins. From

    bins the sponge iron passes through an automatic packing machine. The


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    Modern steel making relies heavily on the use of o3ygen to enrich air 

    and increase combustion temperatures in blast furnaces and open

    hearth furnaces as well as to replace coke with other combustible


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     3.7 Sier Pla:

    The (/?,;)) TA !inter lant has been set up for the production of 

    sinter to be utili0ed in blast furnace and thereby reducing iron ore

    and coke consumption and improve the productivity of the blast

    furnace. !inter is a hard, strong and porous mass, produced by the

    incipient fusion of iron bearing materials, limestone, dolomite and coke

    fines. The heat is generated within the mass itself by burning coke. With

    the use of sinter in mini blast furnace, fuel consumption rate can be

    significantly brought down and simultaneously improvements in

    productivity and hot metal 'uality can be achieved. Apart from the

    above advantages, almost all the waste materials, flue dust and

    sludge can be utilised in the sintering process. 2t will minimi0e the waste

    disposal problem. onsidering the above advantages, one circular sinter plant having an area of ( s'uare meters and productivity of +. ton

    per s'uare meters has been set up for the conversion of iron ore

    fines into sinter. The sinter plant operates (1 hours per day and

    considering working of ;;) days per annum, the installed capacity of the

    plant has been estimated at (/?,;)) TA. The ompany@s sinter plant is

    designed and supplied by !!2T, Cei%ing.


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    3.8 Seel $elig Sop:

    The !teel Melting !hop has a capacity of 1),))) TA and is mainly for the

    manufacturing of rolled products for automobile and engineering sector.

    The Dlectric Arc furnace is an established process for the production of 

    li'uid steel using +))E solid charge comprising of appropriate proportion of 

    scrap and

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    Pariclar S$S @ % S$S -


    *o. of furnace + (

     Average batch capacity 8T9 ; ()

     Average no. of heats per day of (1 hrs. (/ +)

    *o. of working days per annum ;1) ;1)

    2nstalled capacity if li'uid metal 8TA9 ;)-,))) +;/,)))



    3.9 ali> Corol:

    2ncreased monthly final 'uality clearances by appro3imately ?)E

    over that of previous year 

    2nternal soundness of finished products is substantially improved withincorporation of @on surface retarded cooling facilities in mill bay@. This

    was possible due to implementation of Lean Manufacturing !ystems

    at all critical areas coupled with the benefit obtained from improved

    steel 'uality

     Accorded plant approval from renowned automotive companies like

    =onda Motors, Cosch 2ndia,

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    =onda and Tata Motors, drive shaft for !picer 2ndia and Meritor 

     Applications, front wheel hub for Ford, etc.

     A comprehensive continuous improvement philosophy has been

    deployed throughout the organisation to continuously improve the

    'uality, service and price for all customers by means of perfection of 

    process methods to ensure that the re'uirements needs are always


    ustomer service representatives have been placed at various

    locations to act as the link between the customer and the uality

     Assurance department to ensure that customers are satisfied with theproduct or service and so maintain profitable customer relationship.


    Cenchmark 'uality standards are set up at steelmaking stage through

    DLGA process with special attention paid to use of raw materials of 

    highest standards. Manufacturing processes are strongly supported

    by G< 6AML, DM! in continuous casters.

     Adhunik Metaliks has been recently certified for 2!4 +1))+

    8Dnvironment9 and 4!=A! +>))+ 8=ealth 6 !afety9, besides having

    2!4T! +/-1-, 2C:, :;) 6 (>;+9


    uality of final delivered products is ensured through a number of 

    important and relevant tests in line with the customers@ re'uirements.


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    4. WHAT IS TPM?

    O(ECT%*ES: At the end of the lesson, you will be able to define Total

    roductive Maintenance. Bou will also become familiar with the importanceand necessity of Total roductive Maintenance. An organi0ation always works towards increasing production, reducing

    losses, and ultimately improving the satisfaction level of the customers. 2n

    order to achieve this, the organi0ation needs to focus on the identification

    of losses, and gradually reduce or eliminate them. Total roductive

    Maintenance 8TM9 is a process of continuous improvement and

    innovation which enables the organi0ation to identify and eliminate losses.

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    Total roductive Maintenance is a new philosophy of maintenance that isbased on the efficient e'uipment and shop floor management. 2n Totalroductive Maintenance7Total H stands for total effectiveness, total maintenance system and totalparticipation of all employees.roductive H stands for efficient and effective utili0ation of all the resources8man, machine, material, energy etc.9Maintenance H stands for keeping the man$machine$material system inoptimal condition.TM was originally defined by the Iapan 2nstitute of lant Management8I2M9. The definition of TM includes the following five elements7+. Ma3imi0e 4verall D'uipment Dffectiveness 84DD9

    (. Dstablish a comprehensive roductive Maintenance 8M9 system for theentire life span of the e'uipment.

    ;. 2nvolve all departments that plan, use and maintain e'uipment.1. 2nvolve all employees from the top management to front line workers.

    . romote roductive Maintenance through motivation management, i. e.,autonomous small group activities.

    The origin of TM can be traced back to the early +-)s when reventiveMaintenance was introduced in Iapan. *ippondenso was the first companyto introduce plant wide preventive maintenance in +-/). =owever, with the

    introduction of more and more factory automation, maintenance became aproblem as more maintenance personnel were re'uired. Thus, themanagement of *ippondenso, added Autonomous maintenance whereinthe routine maintenance was performed by its

    production operators. The maintenance group began identifyingmodification to improve overall e'uipment reliability. The modification were

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    made or incorporated in the new e'uipment. This led to correctivemaintenance and maintenance prevention.reventive maintenance along with corrective maintenance andmaintenance prevention gave birth to productive maintenance.The philosophy of TM deals with three main aspects$ improving people,improving e'uipment and improving the company. TM thus emphasi0eseffective and efficient utili0ation of resources.For e3ample, when an operator runs an e'uipment and minor or ma%orproblems crops up in the e'uipment, he calls the maintenance staff torectify the problem. The operator himself is not involved in the maintenanceactivities. Therefore, the culture that e3ists is J2 run it, you fi3 itK.The concept of TM does not support the culture, J2 run it, you fi3 itK. 2t says

    that the operators must own the e'uipment they operate and should learn

    the skills to become e'uipment competent. 2n this way, the operator will be

    able to take care of the machine s they operate and can rectify all the minor 

    problems in the machines. This is called autonomous maintenance. 2n

    order to achieve this, the operators need to be provided with additional

    maintenance skills through education and training. This is known as

    J2mproving peopleK.

    2f operator becomes e'uipment competent, they are better e'uipped to runthe e'uipment. They would know which part of the e'uipment needscleaning, inspection, lubrication and tightening etc. they can then performall these activities themselves, without taking the help of maintenancestaffs. Therefore, they will not allow any deterioration to take place on thee'uipment they own, so that the e'uipment will always be maintained. Thisis known as B%proig eipeD.4nce the knowledge and skills of the operator improve, they can assure

    that the e'uipment they own also improves. This in turn, automaticallyimproves the business results, creates a pleasant work environment and

    improves the 'uality of the people which eventually goes into Biproig

    e copa>D.

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    The purpose of TM is to establish a corporate culture that will ma3imi0ethe effectiveness of the production system. That is, to organi0e gega-geFG system. 2t also means to prevent losses, and achievere0cio-o-HeroG targets such as Hero acci0eG, Hero Frea0oG,Hero coer coplaiG, and Hero 0eecG, in the entire productionsystem life cycle. 2t involves all functions of an organi0ation includingproduction, development, sales and management. TM involves everymember of an organi0ation, from the top management to

    shop floor employees and strives to achieve 0ero losses through smallgroup activities.

    The basic measure associated with TM is Oerall Eipe

    Eeciee ;OEE

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    4.1 P!LLA"# $% TPM&

    $'*T!+#&  At the end of this lesson, you will be able to define the eight

    pillars of TM.TM is practiced through eight pillars that involves all the functional areasof the department, which work in con%unction with each other to improvecorporate business results and create productive work places.The Dight pillars are focused improvement, autonomous maintenance,planned maintenance, education and training, development management,'uality maintenance, safety, health and environment, TM in office with !being the foundation of TM.2mplementation of ! is a pre$re'uisite for the initiation of TM in a work

    place.s is a acronym for five Iapanese words$ eiriI eioI eioI eieIie. 2n an 2ndian environment, these five pillars of ! defined asorigI >eaiHigI eepigI a0ar0iHigI a0 el 0iciplie.5S helps to develop an organi0ed workplace. As a result, initiation of ! inan organi0ation makes TM implementation easier and effective.The first pillar of TM is oce0 iproee. 2t involves TM activities

    that pursue effective utili0ation of e'uipment, human resources, material

    and energy to achieve optimum production efficiency. 2t is known as

    KoFe-KaiHeG. This pillar focuses on significant reduction in varioustypes of losses. These improvement activities are performed by cross$

    functional pro%ect teams, consisting of representatives from operation,

    maintenance and 'uality planning and design section. The ultimate

    ob%ective of this pillar is to achieve c condition of Jero loeG.

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    There are certain ma%or losses that are incurred in the production system.

    They are7

    • . D'uipment failure

    • . roduction ad%ustment

    • . rocess failure

    • . *ormal production loss

    • . Abnormal production loss

    • . !hutdown

    • . uality defect

    • . :eprocessing

    The thorough elimination losses which obstruct the efficiency of e'uipment

    will contribute to the increase in their efficiency. The efficiency of the

    e'uipment is best measured in terms of 4DD, which can be calculated on

    the basis of availability, performance rate and 'uality rate of the e'uipment.

    2n addition to ma%or losses, there are other losses such as human related

    losses and material related losses.

    =uman related losses occur due to7

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    • . roduction stoppage

    • . Line organi0ation

    • . Measuring and ad%ustment

    • . oor management

    • . oor operating conditions

    Material related losses consists of

    • . Bield loss

    • . onsumables loss

    • . Dnergy loss

    Focused improvement aims at eliminating all the losses to raise the

    effectiveness of the whole process or plant. The improvement activities can

    be efficiently conducted with the help of step by step procedure shown


    • . !elect improvement topic

    • . &nderstand the situation

    • . D3pose and eliminate abnormalities

    • . Analyse the cause

    • . lan improvement• . 2mplement improvement

    • . heck results

    • . onsolidate gains

     Autonomous maintenance, also known as %ishu$ho0en# is one of the

    important basic building blocks of the TM programme. This pillar is geared

    towards developing operators to be able to take care of routine

    maintenance tasks to prevent e'uipment deterioration and bring the

    e'uipment to its ideal state and also to establish basic conditions needed tokeep the e'uipment well maintained. For a successful autonomous

    maintenance programme, the work has to done thoroughly and

    continuously. 4nly then can the maintenance department properly carry out

    the speciali0ed maintenance techni'ues that ensure effective maintenance.

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    The need of autonomous maintenance can be very well e3plained through

    the =einrich#s triangle. Mr. =einrich, a "erman insurance agent, found the

    relationship between the smallest invisible problem and a ma%or failure and

    establishes the theory of +7(-7;))7;))). The theory e3plains that any

    e'uipment or machine has appro3imately ;))) invisible problems which if not identified and restored timely can lead to ;)) minor problems which in

    turn will develop (- medium problems and finally will lead a ma%or problem.

    Thus to avoid any ma%or problem, all the invisible minor problems should be

    identified and necessary countermeasures should be taken for the same. 2f 

    this theory is followed, then the status of 0ero accident# and 0ero defects#

    in the e'uipment can be achieved.

     Autonomous maintenance is implemented in seven steps given below7

    • . erform initial cleaning

    • . Address contamination sources and inaccessible places

    • . Dstablish cleaning and checking standards

    • . onduct general e'uipment inspection

    • . erform general process inspection

    • . erform systematic autonomous maintenance

    • . ractice self$employment

    lanned maintenance should establish and maintain optimal and process

    conditions. 2t should be efficient and cost effective. 2n a TM development

    program, planned development is a deliberate methodical activity of 

    building and continuously improving such a maintenance system. lanned

    maintenance is also known as keikaku ho0en#. The process of planned

    maintenance is to sustain ade'uate e'uipment condition at all times to

    have uninterrupted production.

     An effective planned maintenance system can be developed by following a

    step by step se'uence given below7

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    • . Dvaluate the e'uipment and understand its current condition

    • . :estore deterioration and correct weaknesses.

    • . Cuild an information management system

    • . Cuild a periodic maintenance system

    • . Cuild a predictive maintenance system• . Dvaluate a planned maintenance system

    Dducation and training aims to ma3imi0e the potential of every employee

    and create a corporate environment able to respond positively to the

    changing business climate, technological advances, e'uipment

    sophistication and management innovation. This pillar helps to visuali0e the

    specific knowledge, skills and management abilities the employee of the

    organi0ation should have and design the training programme in such a way

    that the vision is achieved.

    The development management pillar of TM deals with the maintenance

    prevention activities, undertaken at the design and development stage of 

    the e'uipment. The purpose of these activities is to minimi0e future

    maintenance cost and deterioration losses of new e'uipment. &nder this

    pillar, a system is developed in which the e'uipment is easy and safe to

    operate and maintain. 2t should not breakdown and produce nonconforming


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    !afety, health and environment ensures safety and prevents adverse

    environmental impacts through e'uipment reliability, elimination of human

    errors and accidents and creating a pollution free work environment. The

    main ob%ective of this pillar is the elimination of danger and unsafe

    conditions to achieve the target of 0ero accidents#. 2t also aims to build acompanywide management system that supports, promote and directs the

    creation of safe, pollution free, hospitable workplace.

    The last pillar, TM in office, aims to produce TM in the administrative

    and support departments that play an important role in backing up the

    production activities. These departments play an important role in

    processing information from the functional fields of the production system

    and provide necessary advice and support the production activities to

    reduce cost and to strengthen the competitive edge. TM activities

    supported by administrative departments not only support TM in the

    workplace, but also strengthen the function of then departments

    themselves by improving their own organi0ation and culture. A TM

    program in office aims to create an information factory and applies process

    analysis to streamline the information flow.

    TM in office is implemented by using three pillars.

    +. Cuild a system of administrative autonomous maintenance.

    (. 2ncrease the work efficiency through focused improvement.

    ;. 2mprove administrative capacity through education and training.


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    O(ECT%*E: At the end of this lesson, you will be able to list +( steps of

    TM implementation.

    The TM implementation is a +( step process. These steps can be broadly

    categori0ed under preparation, preliminary implementation, implementation

    and stabili0ation stage.

    Time taken to implement TM in an organi0ation will depend on its si0e,

    level of technology, management standards and current level of productive

    maintenance. 5eeping these factors in mind, the organi0ation sets targets

    to achieve TM.


    The top management must make an official announcement of the decision

    to implement TM. This can be accomplished through a formal

    presentation that introduces the concept, goals, and e3pected benefits of

    TM. The management also needs to ensure that the employees are

    sufficiently motivated and competent enough to manage their own activities



    The second step of this stage is to launch an educational campaign

    through training programs. The training programs should be designed to

    e3plain TM, eliminate resistance to TM and raise morale.


    4nce the introductory education of the employees is completed, the

    building of TM promotional system can begin. !pecial committees are

    formed at every level of the organi0ation to promote TM.

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    I2M recommends a network of overlapping small groups organi0ed at

    every level. Dach group leader participates as a member in a small group

    at the ne3t level. These group leaders serve as a link between levelsfacilitating vertical as well as hori0ontal communication.


    The fourth step is to establish basic TM policies and goals by analysing

    e3isting conditions and predicting results.

    "oals should be 'uantifiable precise, specifying the target, 'uantity and

    time frame. 4nce the goals have been set, they must be developed further

    in each department and at each level.


    The last step of this step is to formulate a master plan for TM

    development. The master plan should include a detailed implementation

    plan for eight core TM activities which are7

    +. Focused improvement

    (. Autonomous maintenance

    ;. lanned maintenance

    1. Dducation and training

    . . !afety, health and environment

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    The TM kick off is the first step of implementation, the beginning of battle

    against the ma%or losses. The kick$off should be designed to cultivate anatmosphere that raises morale and inspire dedication.

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    !afety is promoted systematically as a part of TM activities. !afety

    activities are implemented step by step to assure occupational health and

    safety and prevent adverse environmental impacts.


    The 'uality and timeliness of the information supplied by the administrative

    and support departments has a ma%or impact on production activities.

    Therefore office TM is introduced in this step to support TM in the

    workplace and strengthen the functions of the various departments.


    The final step in TM development program is to perfect TM

    implementation and set even higher goals for the future. !imultaneously,

    the TM implementation is evaluated for the M ri0e.


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    . /+0 S%P12 R!I3I3) IS PR45ID%D6

    The work areas are divided into circles as per the capability of the

    personnels. The circle is called as I= ircles or Iishu =o0en circles. Two

    types of personnels are included in the Iishu =o0en circle$ 4peration,Maintainance 8Dlectrical, Mechanical9

    Their :esponsibility is to maintain and restore cleanliness of the area. The

    operators should be capable of doing the basic maintenance on the

    machine on which they operate. 2f ma%or breakdowns 8more than ;)

    minutes9 occur then it is sorted out by the maintenance personnel. 2f any

    anomaly occurs and it is handled by the operation personnel, it is tagged as

    White Fuguai#. 2f it is restored by maintenance personnel, it is tagged as

    :ed Fuguai#.

    2n order to do the %obs of the operation in the circle area assigned the

    operators should possess basic maintenance skill and the competency

    level of the operators needs to be enhanced. !o trainings to the operators

    are imparted to bridge the gap between the actual level and the desired


    Training sessions are conducted in every circle which comes under the

     %urisdiction of the education and training pillar. To make the operatorscompetent so that they can eliminate White Fuguais#, trainings are given to

    the operators by trained maintenance personnel. 4nly the circles which are

    in !tep$; are given trainings. A summary report on the number of operators

    trained is provided department$wise which concludes my pro%ect.