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Newsletter Annual Magazine, 2014 Newsletter - Metalloid The House Magazine of BMM Ispat Ltd Issue No. 6 newsletter Annual Magazine, 2014 Newsletter - Metalloid Editorial We are what we repeatedly do. Excellence then is not an act but a habit. -Aristotle We believe that true potential is quantified only by excellence in performance. Entrenched with ambition, sincerity and dedication to deliver world-class products and services in the industries of Steel, Iron & Power BMM strives to provide exceptional superiority, most competitively. Innovation is one of the key driving forces that will help us in not only achieving our goals but sustaining them. In this issue Mr. N S Kannan , President – Projects explains why Innovation is very much relevant to our organization and how it can be applied in a number of different ways. We are sure you will find this very inspiring. Under the ‘Operational excellence’ section Power Plant (2X70) Department lists out some of their achievements in the recent past. ‘Wall of honor’ is happy to showcase the outstanding work of the various departments team in this period too. Apart from these, metalloid brings to you glimpses of Republic day, Environmental director visit, Safety & environment day celebrations and a few other events that took place recently. CSR is becoming one another mainstream activities of BMM. This issue showcases some of the CSR activities of BMM in our neighborhood. We also thank you for sending us your feedback. Looking forward to receiving more content from all of you for the next issue. 2 Annual Magazine, 2014 Innovate! Let us make BMM an Innovative Organisation that are new or substantially improved. creative ideas, and ultimately This could include improvements in implementation of those selected functional use, convenience or creative ideas into practical use. So, we technical capabilities of the product or should create an environment in our service that we offer. Product organization that fosters innovation innovation should satisfy customers and creativity among our employees. by adding value and help increase Only employee-driven innovation that market share. Our ISP product range is involves both skilled and unskilled entirely new compared to the existing workers in different innovation ones and for sure these will create a processes is the right and cost effective By Mr. N S Kannan, new market segment. way of achieving desired results. President - Projects Process innovation is the Employee-driven innovation is one in “Genius is implementation of new or significantly which employees systematically and improved production or delivery actively contributes to the generation 1% inspiration and methods. Process innovation aims at of new ideas that create value when not only improving operational they are implemented. The main 99% perspiration.” efficiencies in technological process, benefits of employee - driven construction, purchase, marketing, innovation are: – Thomas Edison logistic, administrative, financial and • Improved bottom-line results Dear colleagues, we are working in a IT services but also in efficient connected and globalized business deployment of human resources. • Enhanced competitiveness environment. External environment Organizational innovation is the • Improvements in efficiency and affects our performance to a large implementation of a new, better and quality extent. There is an intense competition efficient method to organize or for resources and markets. Those who • Creation of a positive work manage work that varies significantly environment can influence external environment from existing methods in our with competitive products and organization. This includes new or • Better job satisfaction services alone can survive in the significant improvements to • Innovation strategy for BMM business. This has to be done on a management systems or workplace sustainable basis with innovative organization. • Innovation strategy for BMM ideas; otherwise our competitors will In order to make BMM an innovative Business model innovation is changing overtake us. Every organization, organization we need to undertake the way business is done, for example, whether it is a business, non-profit, or certain initiatives. Firstly we need to a new method for revenue generation. government agency, must innovate for form an innovation team in each survival. Existing profitability and size We must not assume that innovation is department that includes production, are no guarantee for future success, the exclusive preserve of high-tech service or projects. An able leader who but innovation is. The effective companies. Research shows that any can motivate the team members translation of ideas, big and small, into company in any sector can be irrespective of his designation should action, everywhere in our organization innovative. Hence, a key challenge for head such a team. The leader should will be key to our success. Innovation us is how to become an innovative be capable of inspiring and triggering has be total and continuous and not a organization? Innovation takes place the team members for creative ideas onetime effort. where creativity exists. Creativity is in their own departments. The leader Innovation is very much relevant to the ability to generate new ideas. should have the capability to convert Innovation is the exploitation of these problems into opportunities. The team our organization and can be applied in for the betterment of the organization. should have the freedom to challenge a number of different ways. Innovation is a dynamic process, which current practices and view problems Product/service innovation is the identifies the problems and challenges, and opportunities differently and introduction of new goods or services encourages generation of new and come up with alternate solutions. The 3 Newsletter - Metalloid scope for idea generation needs to be and benefits of individual projects. We Finally, we need to recognize and kept wide by actively encouraging must guard against premature reward the employees who have diversity of viewpoint, talent and evaluation of ideas, which would kill contributed in the innovation process. expertise. the idea generation. A suitable reward scheme needs to be Secondly, at a higher level, we need to developed and implemented by the Thirdly, selected creative ideas should prioritize creative ideas that will bring HR department in collaboration with be implemented at the earliest value to company when implemented. the user department to sustain the opportunity by involving the same An efficient process is required to innovation culture on long-term basis. ensure that the best ideas are chosen team members who suggested them. for implementation. This requires the This will not only boost the morale but Let join together in making BMM an use of suitable tools to analyze the risk also improve job satisfaction. innovative organization. Operational excellence Power Plant (2X70) Department • Highest ever monthly power generation from both Units • Highest ever-monthly generation of processed –98.12MU. Dolochar CPP2 yard. Unit #1: 49.10MU(average load of 68.2MW) & Unit #2: 2699MT in June-14. 49.03MU (average load of 68.1MW) with a PLF of 97.35% • Successful renewal of both boilers IBR license for one in April-14. year through online inspection in June-14. • Highest ever-monthly power generation on Unit #1. • Highest ever-monthly generation of processed 49.90MU with a PLF of 95.8% in May-14. Dolochar CPP2 yard. • Unit #2, 159 days of continuous operation from cold 2699MT in June-14. start. • Installation of full version CMMS and migration of data. • Lowest ever-auxiliary power consumption of 10.47% • Maintenance of cleanliness and improvement in the (Including RMHS consumption) in June-14. aesthetic view of operating floors nearer to equipment • Successful replacement of all AL blades with FRP blades using fly ash bricks – paver blocks. and reduced the auxiliary power consumption. • Green belt development in all areas of power plant. Enhanced Q-4 (Jan’14 To Mar’14) Performance Description Unit #1 Unit #2 Cumulative Power generation 127.98 MU 139.08 267.06 Plant load factor (PLF) 84.6% 92% 88.3 Auxiliary power consumption 10.9% 10.27% 10.57 Plant heat rate 3004 Kcal/kwh 2995 Kcal/kwh 3000 Kcal/kwh DM water consumption 0.08 m³/MWh Raw water consumption 0.26 m³/MWh Utilization of rice husk 2015 Tons Production of processed of Dolochar CPP2 yard 2977 Tons 4 Annual Magazine, 2014 Training on Waste Heat Recovery management TG Building Cooling tower TG floor Control room Green Belt- ACC fans zone Paver Blocks - Boiler fans zone Green Belt- Near ACW pumps Green Belt- Boiler #1 front side Paver Blocks - Boiler fans zone 5 Newsletter - Metalloid Process & Cost saving improvements undertaken by Utility Department Effective Bush cleaning in Kempu Halla by Excavator: Connecting canteen sewage to 90 KLD STP: Process & Cost Process improvement saving improvement Street Lighting in main gate area, Shiva Temple to 220 KV Savings through TOD benefit by operating Jack well sub-station and car parking in Fortivia building: Process pump house between 10:00 pm and 6:00 am: Cost saving improvement improvement Upgradation of Fly ash Brick plant operations to increase Use of Guard pond water and Seepage water recovery from productivity & enhancing quality of bricks: System Kempu Halla: System improvement improvement Some of the other major improvements apart from the ones mentioned earlier include • Barricading with curbstone underneath the HT power • Installation of Hooter for railway crossing at 4th gate.
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