80787474-project-ppt

SUMMER INTERNSHIP REPORTUNDER TAKEN AT

JINDAL STEEL AND POWER LIMITED, PATRATU

ONSTUDY OF“VEHICLE-IN TO VEHICLE-OUT CYCLE TIME”

SUBMITTED BY MD PERVEZ KHAN

ROLL NO : 10-MIB-22

Indian Steel Story

• India’s share in World steel production was 2% in 1995. Current share 5%

• With GDP expected to grow over 8-9%, Steel consumption is expected to grow

over 10%

• Huge demand coming from Power, Road and Infrastructure sector

• Steel Production in India expected to go up to 300 MTPA by 2020 from current

112 MTPA

• In 12thplan GOI has plans of $1,000 Bn investment in Infrastructure (est. at

10% of GDP)

• Steel consumption for this level of investment is over 350MT

SAIL JSW TATA ESSAR ISPAT RINL JSPL BSPL BSL POSCO ARCELOR MITTAL

SECONDARY0.0

10.0

20.0

30.0

40.0

50.0

60.0

70.0

12.87.8 6.8 4.6 3.0 2.9 2.4 1.2 0.6

18.0

30.0

22.0

12.0

3.2 6.2 9.9

2.0 3.98.1

2.8 5.4

0.0

0.0

6.5

35.2

21.020.5

6.0

12.0 9.2

16.1

3.03.0

0.0

0.0

14.0

EXISTING CAPACITY ADDITIONAL CAPACITY BY 2012 ADDITIONAL CAPACITY BY 2020

Company Profile (OP JINDAL GROUP)Founded 1952

Founder(s) OP JINDAL

Headquarters New Delhi, India

Key people Savitri Jindal, (Chairman)

Products Steel, Power, Mining, Oil, Gas, Infrastructure.

Revenue US$4.210 billion (2010)

Net income US$354 million (2010)

Total assets US$7.926 billion (2010)

Employees 7,669 (2009)

Parent Jindal Group

Website JindalSteelpower.com

Company Profile

• JINDAL STEEL AND POWER LIMITED (JSPL) is one of India’s major steel

producers with a significant presence in sectors like Mining, Power

Generation and Infrastructure.

• Mr. Naveen Jindal, the youngest son of the legendary late Shri. O. P.

Jindal spearheads JSPL and its group companies.

• With an annual turnover of over US $2.9 billion, JSPL is a part of the

about US $ 15 billion diversified O. P. Jindal Group and is consistently

tapping new opportunities by increasing production capacity,

diversifying investments, and leveraging its core capabilities to venture

into new businesses.

Current Expansion Plan & Growth Drivers:-

Map of International Locations

Map of JSPL Locations in India

PROJECT REPORTON

STUDY OF “VEHICLE-IN TO VEHICLE-OUT CYCLE TIME”

RESREARCH TECHNIQUES OF ESTIMATING CYCLE TIME

DESK RESEARCH/SECONDARY DATA• Internal sources i.e. company itself• Internet sites of various agencies/organizations• Company profiles• Data collected by people working under logistics department

FIELD RESEARCH OR PRIMARY RESEARCH• Observation method• Survey method

The process of conducting field research in estimating the cycle time• Recording of data at various point (i.e.DO making, PGI making, loading time, invoice

making etc.)• Questionnaire• Mind storming session

OBJETIVE OF RESEARCH STUDY

The objective of the study is to suggest ways & means to reduce the Vehicle-in to

vehicle-out cycle time on dispatch of coils at JSPL-Patratu, which includes:

• To study the average time taken by vehicle from in to out

• To find the cause of delay in time cycle in the plant

• To set standard time for different activities

• To set standard time for the cycle

• To find the bottleneck of different activities.

• To find the management effectiveness (logistics) at JSPL Patratu.

• To recommend JSPL for reduction of cycle time

SCOPE OF STUDY

• This study puts special emphasis on the time taken at different stages

in vehicle in-to-out process. Though the study is limited to vehicle in-

to-out cycle time but its finding may have wider implication for other

logistic process such as rack loading, time cycle of vehicle from plant to

railway yard etc.

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

DO MAKING

GATE OUT

WRM PERFORMANCE WRM performance can be analyzed

Aprilm

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augu

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Septem

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October

November

Decem

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Januar

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Febru

ary

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5000

10000

15000

20000

25000

30000

Billet received(MT)Production(MT)Dispatch(MT)

Axis Title

Axis Title

DATA AND ITS ANALYSIS

VEHICLE LOADED AT YARD

NO. OF VEHICLE LOADED

TIMENO.OF

COIL PERVEHICLE

GATE-IN TO WBDURATI

ON(A)

WB to WRM

DURATION(B)

TOTAL TIME TAKENAT WRM YARD

( C )

WRM -TO-WBDURATION

( D )

WB-TO- GATE OUT DURATIO

N(PGI,NVOICE,Pslip)

( E )

TOTAL CYCLE

DURATION(A+B+C+D+

E)

WAITIN

G AT WRM

LOADING

DURATION

WRMYARD/COIL YARD

24

MIN 24 0:02:00 0:04:00 0:11:00 0:16:00 0:41:00 0:32:00 0:33:00 3:00:00

MAX 14 1:10:00 1:13:00 4:00:00 1:03:00 4:31:00 9:43:00 13:01:00 16:45:00

AVG 20 0:21:20 0:21:20 1:17:13 0:32:17 1:53:05 2:38:35 2:43:55 7:13:42

ACTIVITY WISE TIME TAKEN

GATE-IN TO WBDURATION

(A)

WB to WRMDURATION

(B)

TOTAL TIME TAKENAT WRM YARD

( C )

WRM -TO-WBDURATION

( D )

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

( E )

0:02 0:04

0:41 0:32 0:33

1:10 1:13

4:31

9:43

13:00

0:21 0:21

1:53

2:38 2:43

MIN MAX AVG

ACTIVITY WISE TIME TAKEN

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

NL01G-3016

NL01D-4844

NL01G-8325

NL01G-2035

NL01G-8315

PB03P-9430

NL01G-8335

PB13R-5916

NL01G-2035

NL01D-3435

NL01G-8325

NL01G-8305

AP31X-7567

NL01G-8315

NL01G-8335

NL01G-3016

NL01G-2035

NL01G-8315

NL01D-4844

AP31X-7567

PB03P-9430

NL01G-8335

NL01D-4835

NL01D-3435

0:00:00

2:24:00

4:48:00

7:12:00

9:36:00

12:00:00

14:24:00

16:48:00

19:12:00

DURATION

DURATION

VEHICLE NO.

Average line

DELAY ANALYSIS AT WRM YARD

NO.NO.

CF %NATURE OF

DELAYTIME OF

DELAYIMPACT

% C.F

1 16.67%

WAITING AT WRMYARD

14:13:00 92.42% 92.42%

2 33.33%

SAP NOT WORKING

ONLINE LOADING 1:08:00 2.74% 95.16%

3 50.00%

INTERNAL SHIFTING

1:00:00 2.42% 97.58%

4 66.67%IDLE CRANE

0:24:00 0.97% 98.55%

5 83.33%RELOADING

0:20:00 0.81% 99.36%

6 100.00%

PLACE ADJUSTMENT

BY TRAILOR 0:16:00 0.64% 100.00%

TOTAL 17:21:00 100.00%

WAITING AT WRMYARD92%

SAP NOT WORKINGONLINE LOADING

3%

INTERNAL SHIFTING2%

IDLE CRANE1%

RELOADING1%

PLACE ADJUSTMENT BY TRAILOR

1%

DELAY ANALYSIS AT WRM YARD

Security; 15Wt Scale; 10Marketing

(Preloading); 30En route; 20

Waiting; 110

Yard; 45

Stripping and tighting of

coil after load-ing; 70

Marketing (Post loading); 165

Current Activity wise time taken (IN MIN-UTES) TOTAL TIME TAKEN = 465 MIN-UTES

Security; 5Wt Scale; 10

Marketing (Preloading); 5

En route; 16

Waiting; 15

Coil Yard; 35

Stripping and tighting ofcoil after loading; 35

Marketing (Post loading); 20

Proposed Activity wise time taken (IN MINUTES) TOTAL TIME TAKEN = 141 MINUTES

FINDINGS AND RECOMMENDATIONS

S.NO. Delay DescriptionActivities Delayed

Responsible Agency

Recommendation

1

Material not ready (Materialunder grinding / materialbundling not done)

Loading

logistics

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

2

Mismatch of weight between SAP weight and weigh-bridgeweight

PGI

WRM

Improve the planning procedure for product quantity to be load-ed.

3 Material untraceable loading

Improve the product staking and record keeping procedure.

4 Loading Point Congestion loading

Vehicle should be called andplace as per the availability of loading point

5 Material under huge pile loadingImprove the stacking and allocation of product system

S.NO. Delay DescriptionActivities Delayed

Responsible Agency

Recommendation

6Different grade of material to be loaded at different location

loading

WRM

Improve the dispatch plan for material

Internal shifting should be donein free time

7Crane busy in internal shifting

loading

8Tolerance weight exceeded

PGI WRM

Improve loading instruction Proc-ess.

S.NO.Delay Description

Activities Delayed

Responsible Agency

Recommendation

9Material not tagged in SAP asper order

DO LogisticImprove the material tagging sy-stem in SAP

10Weighment slip not submit-ed to invoice section

InvoiceTransport-

er

Invoice in-charge should prepare invoice based on weight loggedin SAP without waiting for driver

11

Invoice not collected timely from invoice section by trans-porter

Gate-out

Transporter

improve the communication bet-ween transporter/driver and con-cern authority

12DO late submitted to coil yardby driver / agent

Loading

Respective unit may download DO from SAP and call vehicle for loading

S.NO.DelayDescription

Activities Delayed

Responsible Agency

Recommendation

13

Vehicle without helper or hel-per driving vehicle so hold bysecurity

Loading Transporter

Administrative action should be-

taken to minimize it.

14Driver absent after DO submi-ssion

LoadingTransporter

S.NO.Delay Description

Activities Delayed

Responsible Agency

Recommendation

15SAP server problem

DO

SAP

All effort should be made to mini-

mise it.

16SAP server problem

Gate out

17SAP server problem

PGI

18SAP server problem

Gross weigh-ment

19SAP server problem

TC

20SAP server problem

Invoice