A PROJECT TO STUDY PRODUCTION AND OPERATIONS OF NTPC SIMHADRI USING PRODUCTION AND OPERATION MANAGEMENT FUNCTIONS SUBMITTED BY ANAND THORAT- 07 VENKAT SURESH- 40 NANDITA SADANI- 48 MITHUN KUMAR PATNAIK- 82 AMITY GLOBAL BUSINESS SCHOOL BANJARA HILLS ROAD NO: 11
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Production and Operations Management Project on Ntpc Simhadri2007
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A PROJECT TO STUDY
PRODUCTION AND OPERATIONS OF NTPC SIMHADRI
USING PRODUCTION AND OPERATION MANAGEMENT FUNCTIONS
POWER SECTOR IN INDIAINTRODUCTION TO NTPCMAJOR ACHIEVEMENTS OF NTPCHISTORY OF NTPCVISION AND MISSION OF NTPCNTPC: CULTURESimhadri NTPCNTPC: CORE VALUES &OBJECTIVES SWOT ANALYSISDIVERSIFICATIONSUBSIDIARIESBUSINESS MODEL OF NTPCOPERATIONS OF THE BUSINESSOPERATING STRATEGIES OF NTPCORGANIZATION STRUCTURECORPORATE OBJECTIVESUPPLY CHAIN MANAGEMENTISSUES AND CHALLENGESHUMAN RESOURCESFUTURE CAPACITY ADDITIONSCHALLENGES WITH COAL RESOURCESARTICLECASE STUDYCONCLUSIONS/RECOMMENDATIONSBIBLIOGRAPHY
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1. POWER SECTOR IN INDIA:-
Power development in India is the key to economic development. The power sector
has been receiving adequate priority ever since the process of planned development in
1950. Hydro power and coal based thermal power have been the main sources of
generating electricity. Nuclear power development is at slower pace, which was
introduced in late 60’s. The concept of operating power systems on a regional basis
crossing the place, the power supply industry have been under constant pressure to
bridge the gap between supply and demand.
Since Independence in 1947, Indian Power sector progress has been rapid. From mere
1713 MWs of Installed capacity in 1950 the capacity at the end of March 2007 rose to
124569 excluding capacity of renewable energy. Total generation in April 2006- March
2007 was 659419 GWs in the utility sector. The per capita consumption of electricity
increased from 15 KWHs in 1950 to 619 in 2006-07.
Decades of economic planning in India following independence placed significant
emphasis on the development of the power sector. Electricity generation capacity with
utilities in India had grown from 1713 MW in December 1950 to over 124,287 MW by
March 2006. However, per capita electricity consumption remains much lower than the
world average and even lower than some of the developing Asian economies.
Investment in the sector has not been able to improve access and keep pace with the
country’s growing demand for electricity.
India has the fifth largest generation capacity in the world with an installed capacity of
152 GW as on 30 September 2009, which is about 4 percent of global power
generation. The top four countries, viz., US, Japan, China and Russia together consume
about 49 percent of the total power generated globally. The average per capita
consumption of electricity in India is estimated to be 704 kWh during 2008-09.
However, this is fairly low when compared to that of some of the developed and
emerging nations such US (~15,000 kWh) and China (~1,800 kWh). The world average
stands at 2,300 kWh. The Indian government has set ambitious goals in the 11th plan
for power sector owing to which the power sector is poised for significant expansion. In
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order to provide availability of over 1000 units of per capita electricity by year 2012, it
has been estimated that need-based capacity addition of more than 100,000 MW
would be required. This has resulted in massive addition plans being proposed in the
sub-sectors of Generation Transmission and Distribution.
India is world's 6th largest energy consumer, accounting for 3.4% of global energy
consumption. Due to India’s economic rise, the demand for energy has grown at an
average of 3.6% per annum over the past 30 years. In March 2009, the installed power
generation capacity of India stood at 147,000 MW while the per capita power
consumption stood at 612 kWh. The country's annual power production increased
from about 190 billion kWh in 1986 to more than 680 billion kWh in 2006. The Indian
government has set an ambitious target to add approximately 78,000 MW of installed
generation capacity by 2012. The total demand for electricity in India is expected to
cross 950,000 MW by 2030.
About 75% of the electricity consumed in India is generated by thermal power plants,
21% by hydroelectric power plants and 4% by nuclear power plants. More than 50% of
India's commercial energy demand is met through the country's vast coal reserves. The
country has also invested heavily in recent years on renewable sources of energy such
as wind energy. As of 2008, India's installed wind power generation capacity stood at
9,655 MW. Additionally, India has committed massive amount of funds for the
construction of various nuclear reactors which would generate at least 30,000 MW. In
July 2009, India unveiled a $19 billion plan to produce 20,000 MW of solar power by
2020.
The Power sector in India is predominantly controlled by the Government of
India's public sector undertakings (PSUs). Major PSUs involved in the generation of
electricity are National Thermal Power Corporation (NTPC), National Hydroelectric
Power Corporation (NHPC) and Nuclear Power Corporation of India (NPCI). Besides
PSUs, several state-level corporations, such as Maharashtra State Electricity
Board (MSEB), are also involved in the generation and intra-state distribution of
electricity. The Power Grid Corporation of India is responsible for the inter-state
transmission of electricity and the development of national grid.
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The Ministry of Power is the apex body responsible for the generation and
development of power in India. This ministry started functioning independently from 2
July, 1992; earlier, it was known as the Ministry of Energy. The Union Minister of Power
at present is Sushilkumar Shinde, who took charge of the ministry on the 28th of May,
2009.
2. INTRODUCTION TO NTPC :-
NTPC Limited is the largest thermal power generating company of India. A public sector
company wholly owned by Government of India, it was incorporated in the year 1975
to accelerate power development in the country. Within a span of 30 years, NTPC has
emerged as a truly national power company, with power generating facilities in all the
major regions of the country.
Recognizing its excellent past performance and its vast potential, the Govt. of the India
has identified NTPC as one of the 'Navratnas'- a potential global giant and also it is
going to be identified as one of the ‘Maharatna’- giant among the 'Navratnas'. NTPC
Limited is the largest thermal power generating company of India. A public sector
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company, it was incorporated in the year 1975 to accelerate power development in the
country as a wholly owned company of the Government of India.
At present, Government of India holds 89.5% of the total equity shares of the company
and the balance 10.5% is held by FIIs, Domestic Banks, Public and others. Within a span
of 30 years, NTPC has emerged as a truly national power company, with power
generating facilities in all the major regions of the country.
Based on 1998 data, carried out by Data monitor UK, NTPC is the 6th largest in terms of
thermal power generation and the second most efficient in terms of capacity utilization
amongst the thermal utilities in the world.
The Group's principal activity is to generate and sell power to state utilities. It also
provides consultancy to power utilities and maintains power stations. The Group
operates in two segments, namely, Power Generation and Others. The Power
generation segment includes generation and sale of bulk power to SEBs/State utilities.
Other business includes providing consultancy, project management and supervision,
oil and gas exploration and coal mining.
In the Forbes list of ‘World's 2000 largest companies, 2008’, NTPC occupies 317th
place. With a current generating capacity of 30,144 MW, NTPC has embarked on plans
to become a 75,000 MW company by 2017.
Presently, Government of India holds 89.5% equity in the company and the balance
10.5% is held by FIIs, Domestic Banks, Public and others.
As on date, NTPC's total installed capacity is 27, 904 MW. NTPC's coal based power
stations are at: Singrauli (Uttar Pradesh), Korba (Chattisgarh), Ramagundam (Andhra
Pradesh), Farakka (West Bengal), Vindhyachal (Madhya Pradesh), Rihand (Uttar
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& Embankments, Ash Dyke Raising and Building Products. Such as bricks / blocks / tiles, as a
soil amender and source of micro –nutrients in agriculture and backfilling of mines.
AREA WISE BREAK-UP OF UTILISATION FOR THE YEAR 2008-09 IS AS UNDER:
Area of Utilization Quantity (in Million Tons)
Cement Industries 7.04
Ready Mix Concrete 0.33
Asbestos 0.20
Clay Ash/ Fly Ash Bricks 1.64
Land Fill 5.74
Ash Dyke Raising 6.24
Road/ Embankments 1.30
Mine Filling 1.14
Agriculture 0.002
Export 0.73
Others 0.02
Total 24.40
MAJOR INITIATIVES TAKEN BY NTPC TOWARDS ASH UTILISATION
NTPC continually strives to evolve innovative and diverse means of Ash Utilization to further
broaden the scope. Prominent among the methods devised so far are:
Dry Flyash Extraction Systems
Use in cement & concrete
Use in Ash based products including setting up of
o Ash Technology Park
o Land Development/Wasteland Development, Roads & Embankments, Raising
Ash Dykes'
Mine filling / Stowing
Agriculture
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NTPC Ash Utilization Division has published multiple literatures on the use of ash in various
applications in the form of books & promotional brochures and documentary films to create
awareness among the prospective users & entrepreneurs for use of ash. The booklets/
brochures/ films are:
BROCHURES:
a Fly Ash Bricks
a Clay Ash bricks
a Clay Ash Bricks with 60% Fly Ash
a Coal ash Environment friendly material - For fills, Embankments and Road pavement
Construction
a Fly Ash - a Resource for Cement & Concrete
a Use of Ash in agriculture (In Hindi)
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FILMS:
a Clay Ash Bricks
a Fly Ash Bricks
a Use of Fly Ash in Mine Filling
a Coal Ash As Fill Material
5. ARTICLE
Assembly Lines –Past and Present Scenario wrt Effective Cost
Objective of Study: Analysis of past and present trends used in Assembly Lines and the cost
factor associated with it.
1. History
In earlier times, prototypes of assembly lines were used. In the 19th-century meat-packing industry in Cincinnati, Ohio, and in Chicago, overhead trolleys were employed to convey carcasses from worker to worker. When these trolleys were connected with chains and power was used to move the carcasses past the workers at a steady pace, they formed a true assembly. Stationary workers concentrated on one task, the pace was dictated by the machine. Unnecessary movement was minimized so production was done faster.
On similar lines, Henry Ford, the American automobile manufacturer, designed an assembly line that began operation in 1913. The manufacturing time for magneto flywheels was reduced from 20 minutes to 5 minutes. After this success Ford applied the same technique to chassis assembly. Earlier, 12 1/2 man-hours were required for each chassis, however, Ford cut labor time to six man-hours using a rope to pull the chassis. Later, chains were used to drive to power assembly-line movement. So the assembly time fell to 93 man-minutes. With due credit to Ford's efforts, a private automobile could be afforded by a common man. The assembly line spread through a large part of U.S. industry and even low-cost unskilled labor could be employed. Sometimes, supervisors accelerated the pace of the machines and forced the workers to work faster. This led to conflict between the labor and supervisor. Furthermore, the assembly line jobs were monotonous and bored the workers. Quality was also not emphasized.
2. Concept
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In today’s world there is fierce competition and products are highly customized. The response times have reduced. This is especially true wrt machine tools, heavy construction equipment, heavy manufacturing in general and computer software and hardware. Even though the product is highly customized, yet it is required to be delivered with very short lead times, even shorter as compared to manufacturing lead time. So, the scheduling practice is to release the manufacturing order before the customer order is released and subsequently match incoming customer orders to units in progress. This is referred to as the “build-to-forecast” (BTF) approach. (Amitabh S. Raturia, Jack R. Mereditha, David M. McCutcheona and Jeffrey D. Camm)
Assembly Line Balancing
Assembly lines are widely used for the mass production of consumer goods and components
in large volume production systems. Design of these lines warrants taking into consideration
not only cycle time and precedence constraints, but also other restrictions.
Assembly Line Balancing would occur when for balance purposes workstation size or the no.
used would have to be physically modified.
The assembly line balancing problem is one of assigning all tasks to a series of workstations
so that each workstation has no more than can be done in the workstation cycle time and so
the unassigned (idle) time across all workstations is minimized.
Line Balancing is the process of assigning tasks to workstations in such a way that the
workstations have approximately equal time requirements (Chase Richard B., Aquilano,
Nicholas J, et al; Production & Operations Management- Manufacturing & Services; 8th
edition; Tata McGraw Hill., New Delhi; 1999)
Workstation Cycle TimeTime between successive units coming off at the end of the line
C = Production Time/ day
Required output/ day (units)
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Precedence RelationshipIt specifies the order in which tasks must be performed in the assembly process.
Evaluate the efficiency of the balanceEfficiency = Sum of task times (T)
Actual No. of WS (Na)* WS Cycle Time (C)
When Task Times are longer than workstation Cycle Times, the Solution is to -
1. Split the task
2. Share the task
3. Use parallel workstations
4. Use a more skilled worker
5. Work overtime
6. Redesign
Traditional and Dynamic Line Balancing
The layout of production facilities also determines productivity potential of a manufacturing enterprise. It is particularly important in the design of assembly lines where the objective is to assign tasks to work stations in such a way as to minimize total variable production costs. A Balanced Layout would produce the desired output with the fewest number of work stations, minimizing idle time. Studies have shown that task times are random variables; therefore the cost of task incompletion must be considered a part of total production cost. Incompletion cost will be the cost of repairing or completing tasks which cannot be completed within the cycle time after the item has reached the end of the assembly line. (John C. Carter* and Fred N. Silverman*)
Dynamic line balancing, assigns operators to one or more operations, where each operation has a predetermined processing time. It is like a group of identical parallel stations. Operator costs and inventory costs are stochastic because they are
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functions of the assignment process employed in balancing the line, which may vary throughout the balancing period, and the required flow rate. Earlier studies focused on the calculation of the required number of stations and demonstrated why the initial and final inventories at the different operations are balanced. (K. Roscoe Davis* and Deena D. Kushner)
Operator costs and inventory costs are the components of the cost function. The operator costs are based on the operations to which operators are assigned and are calculated for the entire work week regardless of whether an operator is given only a partial assignment which results in idle time. It is assumed that there is no variation in station speeds, no learning curve effect for operators' performance times, and no limit on the number of operators available for assignment. The costs associated with work-in-process inventories are computed on a “value added” basis. There is no charge for finished goods inventory after the last operation or raw material before the first operation.
The conditions, which must be examined before using the cost evaluation method, are yield, input requirements, operator requirements, scheduling requirements and output requirements. Yield reflects the output of good units at any operation. The input requirement accounts for units discarded or in need of reworking. The operator requirements define the calculation of operator-hours per hour, set the minimum number of operators at an operation, and require that the work is completed. The scheduling requirements ensure that operators are either working or idle at all times, and that no operator is assigned to more than one operation at any time. The calculation of the output reflects the yield, station speed, and work assignments at the last operation on the line.
3. Challenges
An important obstacle is that some pairs of tasks cannot be assigned to the same
station due to factors such as safety, physical demands placed on workers, quality,
and technological considerations.
4. Analysis
One study shows that while most simple assembly line balancing problems can be solved optimally, presence of additional restrictions such as task assignments makes them inherently more difficult. Insights into this aspect. (Ram Rachamadugu)
The cost evaluation method for dynamic balancing enables a manager to compare the costs of assigning operators to work stations. Using this method to calculate the operator and inventory costs, a number of different heuristics for assigning operators in dynamic balancing can be evaluated and compared for various configurations of the production line. The least cost solution procedure then can be applied to a real manufacturing situation with similar characteristics. (K. Roscoe
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In order to evaluate candidate line layouts, a total cost model is developed. Total cost is the sum of normal operating cost—which is simply a function of the number of work stations—and the cost of repairing products containing incomplete tasks. Because this latter cost is a random variable for a given balance, the expected value is used to evaluate a candidate layout. The cost associated with one or more workers exceeding the cycle time is the product of the probability of this happening and the expected cost of off-line repair.
The heuristic method for generating feasible balances builds workstations from continually updated lists of precedence satisfying tasks. Qualifying tasks are added to the station as long as the probability of the station exceeding the cycle time remains below a pre-specified threshold. The methodology requires systematically varying this threshold to permit a lowest total cost solution to emerge. The process of generating a large number of balances for a particular threshold is efficient. Evaluating the total costs of the resulting balances takes the majority of the computational time.
Even for large-scale problems, the computational cost is infinitesimal in the context of assembly line balancing, where very small improvements in productivity can mean substantial increments to profitability. (John C. Carter* and Fred N. Silverman*)
5. Conclusion
With high levels of customization and shorter Lead Times, flexibility in manufacturing, Modular BOM, subcontracting and expediting are used.
In the age of Product Innovation, new technologies, the manufacturing system has to be
flexible. So, several hybrid layouts have emerged. Set up times have reduced, so mixed
model assembly lines are used. The newest manufacturing system (FMS) has worked
wonders and can process any item. Manufacturing cells that resemble small assembly lines
are designed to process families of items. Some companies are placing wheels on their
machines for adjustment. Others are experimenting with modular conveyor system that
allows assembly lines to be rearranged while workers are away.
Cost is an important element in layout design. Inventory levels have reduced. Instead of
minimizing material flow, the number of loads has been minimized and also the distance
they are moved. Machines are located closer together to allow the frequent movement of
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smaller loads. Planners are now concerned with the rapid movement of material to and
from the facility itself.
Preeti Nigam
Sr. Lecturer, Production and Operations Management
RBS Meadow
6.CASE STUDY
AT&T BUYS A PRINTER
AT&T decided in 1991 to replace with state-of-the art technology the Troy brand of check printers that were being used in two of its operations sites. These sites printed checks for Payroll, Accounts Payable, Employee Reimbursements, and Billing Customer Refunds. Total annual print volume was estimated to be 13 million checks for 1992 and growing.
Treasury Operation's management thought that serving AT&T check printing needs in the future would require a major re-engineering of the check issuance process and that replacement of the printers was a first step. The current systems and equipment, for example, could not meet requirements for printing checks as part of AT&T marketing promotions. The marketing team, therefore, was forced to use outside services to print these checks. While the outside services met most of the requirements, the accounting transactions that were associated with these checks were often incorrect, and check reconciliation for these checks was almost impossible. Treasury Operations believed that they could eliminate the use of outside services and improve the duality and costs of their current service if they purchased print equipment that was computer controlled. In addition, it was important that the magnetic ink character recognition (MICR) line that was printed at the bottom of the check be of high quality, because banks charge extra for processing checks with unreadable MICR lines.
The team looking into new printers had identified Siemens, Delphax, Xerox, IBM, and NCR as the vendors that had printers that should be considered. Team members then decided on the following six criteria:
1. Features: Documented the technical features of each printer, maintenance availability, and requirements.
2. User rating: Documented results of a survey of users of each of the printers.
3. Pros/cons: Documented overall team observations.
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4. Cost: Cost analysis included purchase of printers, maintenance, supplies, and software.
5. MICR quality: Conformance to MICR standards.
6. Print quality: Conformance to print quality standards.
The team then assigned a point value (10 being the highest score), for each printer for each situation. Their final tabulation is shown on the next page.
Criteria Siemens Delphax Xerox IBM NCR
Features 9.9 6.6 5.2 7.7 8.2
User Ratings 8.0 8.3 6.7 8.6 8.6
Pros/Cons 10.0 1.0 5.0 8.0 8.0
Cost 10.0 6.0 4.0 2.0 8.0
MICR Quality 9.7 5.4 6.0 9.4 9.4
Print Quality 9.7 5.7 8.0 8.4 8.6
TOTAL 57.3 33.0 34.9 44.1 50.8
RANKING 1 5 4 3 2
DISCUSSION QUESTIONS
1. Is it appropriate taht in the final analysis MICR Quality was given the same weight as Cost?
2. Recompute the comparisons, using the following weight factors: Features 15%, User Ratings 15%, Pros/Cons 15%, Cost 30%, MICR Quality 12.5%, Print Quality 12.5%. Does this change the end result?
7. CONCLUSIONS/RECOMMENDATIONS
a NTPC Simhadri plant has created a benchmark in technology utilization, efficiency
and effective utilization of resources.
a It has been achieving records right from its synchronization.
a It is the only Power plant in India where maximum Automation is done in its
operations.
a It is the first power plant which uses sea water as a coolant.
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a It has also achieved great environment standards through its infrastructure facilities
like Tallest Chimneys in Asia (275m), Tallest cooling towers in Asia and maintaining
an Ash pond which is eco-friendly.
a It been maintaining excellent CSR(Corporate Social Responsibility) by providing jobs
to the land losers along with good compensation, providing employment for the
locals on a contract basis, construction of roads, drainage systems, drinking water
supply, hygienic conditions, hospitals, schools, etc all within 8 Kms of the NTPC plant.
a NTPC Simhadri has followed the principles of production and operation management
quite well and also maintained good relationship within its Micro as well as Macro
environments.
a There should be more Involvement of management at all levels with effective
creation of policies, vision, Mission, values, goals and support, communicated and
implemented throughout the Organization.
a There should be training of senior executives in managing for quality.
a It should evaluate plans for expansion in order to meet the Power needs of India as
well as to create more employment.
8. BIBLIOGRAPHY
Production and Operations Management, Chary
www.ntpc.in
www.google.com
Wikipedia
Forbes India
Business World
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