SH RM CLM Mills
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Monthly Salary:
Posted on:
22 hours ago
Vacancies:
1 Vacancy
Job Summary
Job Purpose
Job Purpose Description
Job Context & Major Challenges
UltraTech Cement is the largest Cement Manufacturer of the country. Its Grey Cement Business have21 Integrated cement manufacturing Units consisting of 42 kilns
Growth of Indian Cement Industry is forecasted from present 410 mtpa capacity to 550 mtpa by 2022. In order to at least maintain market share UltraTech will go to more than 136 mtpa during the same period.
To maintain the leadership position of UltraTech in India and to achieve ambitious growth enabling to be prominent global player warrants meeting vital need for technical expertise of high order.
Even in commodity industries competition is getting knowledge driven. Scale size and cost driven strategy will no longer be sustainable. Customer centric Innovation has already started playing a key role for sustainable competitive advantage. The need is therefore innovation driven differentiation and Know How driven cost optimization. With sudden changes in technology digitization and analytics would be new drivers of operational excellence.
A new entity Technology Innovation and Knowledge Management Centre (TIKC) was formed which would develop Centers of Excellence aligned to business priorities and support knowledge management and skill up gradation required to deliver the Strategic Technology agenda. It would drive key initiatives for New Products and Process Development Operational Excellence and Capability Building in the Technical function at UTCL.
This position is a part of TPMC which would focus on mills to improve productivity and reliability with cost competitiveness of operations by optimizing Energy cost involved in Clinkerisation which constitutes almost 50% of clinker variable cost. It would also ensure effective selection and execution of capex projects aimed at improvement of productivity and efficiency of pre-clinkerization operations.
The position needs to track latest scientific and technological developments across the globe and capture those which could benefit our business.
The Go-To Experts and Specialists at TPMC would provide action plans and facilitate monitor and ensure implementation of action plans for improvements and enhancements of plant performance across the Grey Cement Business and contribute to and ensure achievements of Business results.
Major Challenges:
The position needs to be responsive to optimise the mills due frequent changes in respect of 1. Fuel and material availability pricing & complexity of various materials 2. marginal grade limestone and other additives/correctives (depleting reserves) 3. Cost & availability of various additives.
Each of 21 IUs is unique in terms of geography raw material/fuel quality availability logistics infrastructure cost etc. Each unit therefore warrants a different solution/measures for operational excellence for productivity & efficiency enhancement and cost optimization which is a challenge.
Each year this position supports to DH for evaluation of many capex proposals from units for Productivity enhancement Electrical/Thermal energy reduction in pre-clinkerization. Capex proposals are generated based on diagnostic studies carried out by internal resources/OEMs/Consultants. Scrutinizing and prioritizing these capex proposals in order to fit within capex outlay budget is a challenge.
Key Result Areas
| KRA (Accountabilities) (Max 1325 Characters) | Supporting Actions (Max 1325 Characters) | |
|---|---|---|
| KRA1 | KRA : Mills Productivity with frequent fuel and Raw Material mix change Accountability: 1 To plan and drive initiatives for maximizing mills productivity of all IUs. KPIs : wise productivity Actual vs. Target UOM TPH of material/fuel. wise productivity and reliability improvement actual Vs. Target UOM- TPH/% initiatives taken for productivity and reliability improvement Approved Vs. Implemented UOM No. of initiatives implemented | To maximize clinker/Mills productivity by way of process optimization or De-bottlenecking of Pyro Processing systems. Process Optimization: review mills performance on regular basis and identify areas of sub-optimal performance. Plan and organize diagnostic studies like heat balance/ kiln/mills performance assessment. prepare action plan based on findings. De-Bottlenecking: 1. To review periodically Kiln/mills performance of all IUs to identify bottlenecks and discuss with his superiors for finalization of the same. 2. Adaptation to changes in Raw mix/Fuel mix 1. With a view to adapt to the changes in Raw mix/ Fuel mix to prepare cost effective action plan for sustaining clinker productivity without compromising on clinker quality. E.g. modification of mills for pet coke utilization replacement of burners/Calciner modifications for pet coke utilization adjustments in mills/separators for usage of harder grind ability raw materials etc. 2. To ensure time bound and effective execution of action plan in co-ordination with all stakeholders. |
| KRA2 | KRA : Implementation of Capex for improvement in Energy efficiency Productivity and reliability for all Operating mills. Accountability: 2 To implement Capex proposals for improvement in Energy efficiency Productivity and clinker quality for pre-clinkerization sections (Kilns Rawmills & Coal mills). Evaluate technology and give recommendations. KPIs: of replaced/modified equipment performance parameter in PG test Achieved vs. Guaranteed UOM- refer supporting actions. for reaching guaranteed parameters of the equipment replaced/modified Actual vs. Agreed UOM No. of Days. cropped up during equipment operation. Actual Vs. Target Zero UOM- Number | evaluate potential capex proposals along with units. review technical evaluation and finalize most technically suitable options. facilitate & track timely and cost effective implementation of capex proposal. review post commissioning performance and evaluation of performance with respect to case of shortfall to work out actions to match the guarantee in co-ordination with OEM/Units. validate Baseline performance and Performance Guarantee after capex installation. disseminate learnings from project to all units. Performance parameters for different equipment are as follows: a)Cyclones: Improvement in collection efficiency (%) Reduction in pressure drop (mmwg) reduction in Sp. Power consumption (kwh/T clk) b)Separator/ Grinding mills: Improvement in Mill TPH reduction in Sp power consumption (kwh/T clk) and reduction in residue (% on 90 mic.) c)Fans: Reduction in Sp. Power consumption (kwh/T clk) |
| KRA3 | KRA: System Implementation Knowledge management and Training Accountability :3 To deliver technical training modules & Standard Operating Procedures (SOP) for Pyro process systems. To conduct training programs for plant Process/Production managers/engineers with an aim to hone their technical competence. KPIs : index of SOP users UoM Rating Scale. . of SOPs Issued Vs. Planned UoM Percentage. of Simulation worksheet for Kilns Cooler & VRMs Actual vs. Planned No. UoM Number. imparted to Operating Personnel Actual vs. Planned No. of personnel to be covered and UoM Number. | co-ordination with Head- Competency building and UTTC personnel to identify areas of training & development. support and organize programs with an aim to hone the knowledge of Process/Production managers/engineers in the basics of manufacturing process and corresponding calculations and interpretation. Implement SOPs incorporating basic engineering and advanced engineering in SOPs to understand equipment design criteria and its operation philosophy. continuously track latest technological developments and best practices & capture relevant ones for the benefit of business. To disseminate technical know-how of new technologies to plant personnel fit. |
| KRA4 | KRA: Electrical Efficiency improvement Accountability: 4 1. To support and drive initiatives for maximization of electrical efficiency of Pyro processing across all IUs. KPIs : Specific power consumption (Kilns) for all IUs Actual Vs Budget UOM- kwh/Ton clinker. | monitor and review electrical efficiency of all kilns on regular basis for all 21 integrated plants organize/study investigations like separator performance assessment mill performance evaluation cyclone pressure drop profile fan efficiency evaluation false air ingress etc. for planning measures for improving Electrical efficiency carryout field measurement for process improvement like cyclone replacement/modifications Fan replacement etc. give recommendation for process improvements such as cyclone modification etc. and seek implementation of modification scheme with support of HO-Project Cell identify drives with low efficiency and plan and prioritize phasing out of the same. best practices internal/external benchmarking and ensure horizontal replication as applicable. |
| KRA5 | KRA : Thermal Efficiency of Pyro-processing Accountability: 2 Support and drive initiatives for maximization of thermal efficiency of Pyro processing across all UTCL Plants. KPIs : heat consumption of clinker across business Actual Vs. Target UOM kcal per kg clinker. initiatives implemented for thermal energy reduction UOM Approved Vs Implemented. | measure and review thermal efficiency of all kilns on regular basis for all 21 integrated plants explore opportunities for improvement of thermal efficiency of Pyro systems and to prioritize kilns for further studies in detail. Study/carryout Heat Balance Burnability assessment etc. for planning measures for improving thermal efficiency. measures processes and operations for improvements like cooler up gradation cyclone replacement/modifications excess air optimization false air arrest etc. best practices internal/external benchmarking and ensure horizontal replication wherever applicable. be updated on latest available technology. To select best available technology for our operating plants ensuring (a) plant maintainability and reliability (b) plant efficiency in terms of specific energy consumption |
Required Experience:
Manager
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