In-house Journal of L&T Construction

Volume - 42, Issue - 2 July - December 2019 CONTENTS S.N. SUBRAHMANYAN Initiatives to enhance Chief Executive Officer & Managing Director, Larsen & Toubro productivity in RREC 4

The many faces of f there is one criterion that supersedes all other considerations in construction operational efficiency at B&F 14 projects, it is timely delivery. Every effort of project leadership and teams are Itowards that one goal of being able to deliver as per the customer’s requirements within the given timelines, abiding by the contractual obligations. The introduction Achieving operational efficiency of new construction methods and techniques and the advent of frontier technologies at Heavy Civil 28 have given construction teams a much needed and critical ‘help’ to deliver their commitments. Charting OPEX processes Across the entire spectrum of construction activities of project planning & management, across WET IC procurement, finance, quality, safety, talent acquisition and retention, managing cash 48 flows, vendor & supplier management, people are focused to deliver projects on time.

Driving process changes At L&T Construction, our concerted and sustained effort to go digital has driven us faster towards our goal by giving us a ‘vision’ of ‘where and what’ at PT&D 56 of projects that has sharpened our project monitoring, rendered our benchmarking more meaningful, helped us sweat our resources greater and more efficiently, and empowered us to commit to The Railway SBG story … customers with greater confidence and conviction and, more 68 importantly, deliver on our commitments. Driving operational efficiencies In our quest for greater efficiencies in our systems and processes, at L&T GeoStructure we have succeeded to improve productivity, cut costs, reduce 74 wastage, avoid rework, achieve zero defects and move towards a culture of getting it right first time always.

A best-in-class hot strip mill This issue of ECC Concord captures the thought processes has taken shape! at SAIL, Rourkela 82 of our leadership and the various initiatives taken by our businesses to achieve operational excellence across our different project sites and functions. These are A tale of two efficient extremely positive moves in the right direction; it is, Smart Projects 88 however, critical for the momentum to continue with Acknowledgements the same intensity and vigour. It would been well-nigh impossible for us to put together this issue of ECC Concord with such a comprehensive panorama of OPEX initiatives without the enormous help and support we received from several of our colleagues from across businesses. A big thank All the best! from us to all of them, a few of whom are named here in no real order: Pooja Agarwal, S P Rajan, Kiran Hasan Koramaddi, Debasis Roy, Hema Chandrasekaran, M P Rahul, S Jayachandran, A I Nachiappan, Sanjna Suresh, C V Bharadwaj, Akshara Asok, Nitin Shenoy, P T Selvam, Moinudeen Akbar, Anila Manoharan, G Srinivas, Vaibhav Kumar, V Kasiraja, Vijayalakshmi L ...

Editor: Vinod Jacob Chacko Editorial team: Ashwin Chand | V. Eswar Photography: V. S. Natanavelu Design & layout: Global Print Design, Chennai

2 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 3 ON THE HIGH ROAD TO D K SEN GREATER EFFICIENCY Whole Time Director & Senior Executive Vice President, Head – Infrastructure Initiatives to enhance productivity in RREC oad infrastructure development is a key requisite for growth and the Government of India is focused on rapidly expanding the country’s huge 143,000 kms of National Highway network. Statistics reveal that Rhighway construction peaked at 10,800 km during 2018-19, an all-time high, reflecting a 30% growth and is expected to remain at similar levels in this fiscal too. The Government is now planning to expand the National Highway network to over 200,000 kms. In fact, the Bharatmala Pariyojana aims to build 66,100 km of economic corridors, border roads, coastal roads and expressways, to provide 4-lane connectivity to 550 districts, increase vehicular speed by 20-25% and reduce the logistics costs by 5-6%.

However, there are multiple challenges facing this program. There are headwinds in the form of funding issues, cost escalations, unfavourable payment schedules, delays in land acquisition, utility shifting, tree cutting, mining clearances among several others. The recent trend to award projects on PPP and HAM is unsuitable for us, shrinking our addressable market even further.

Against this scenario, we at RREC, have trained our focus inward to improve our systems and processes to increase productivity, reduce costs, cut out non-critical processes and thereby drive operational efficiency. The following major OPEX initiatives were taken after deep diving into various activities and implemented at ground level:

Preconstruction Cell: For extensive interaction between the client and other departments to expedite land acquisition and relocation of utilities obstructing highway projects. Road Finishing Activity Cell: In every project, finishing activities are a bottleneck during project completion and this cell is to execute finishing activity in a focused manner. Engineering Project Control: Quantity reconciliation before submitting designs and drawings to the consultant. Digital Monitoring: Monitoring of productivity and dispenses of diesel through digital data. P&M Profit Centre: Designed to accelerate P&M driven performance through digitalization, collaboration and advanced analytics; the P&M Profit Centre in RREC has contributed to benchmark productivity, asset deployment and energy efficiency in P&M Operations. B2B Subcontracting: Major activities have started awarding to Sub contractors on a B2B basis to minimize risk. Smart Execution: Invoiced based execution approach to monitor and improve cashflow. Finishing & Demobilisation of Project: Co-ordinating with various internal departments to expedite and complete finishing works, including interaction with Consultants and Clients. Listing of Region Specific Sub-Contractors:Discussion and enlistment of vendors in every region for common items such as survey, soil investigation, RE Wall, excavation, etc.

With strong leadership and efforts at sharper OPEX, planning and execution have started to bear fruit. These are initial steps, but we are convinced that we are moving in the right direction.

4 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 5 he transportation sector is my call and the RREC (Roads, study of past performances, select arguably the backbone of Runways & Elevated Corridors) suppliers of critical bulk materials the economy reflected in the business have some encouraging like cement, fly ash, admixtures and T VOICES FROM announced outlay of INR 1,70,000 results to show.” agencies for critical work like RE wall Crores for the sector in the Union construction, girder erections, road Budget 2020. This special attention Benchmarking for furniture works have been identified from the central government would competitiveness for better control. pre-suppose a sector in high gear “We initiated internal A technical bulletin on critical but the reality is slightly different as To remain competitive in the face technical audits to benchmark effectiveness, efficiency of activities, analysis of common and contractors face strong headwinds and of odds has been the dictate for the operational processes and oft-repeated quality lapses, technical uncertainties to succeed. Against a business as the ‘headwinds’ that DKS procedures with a complete training programs featuring external challenging backdrop, D K Sen, Whole referred to are manifested in surreal review of the documentation, Time Director & Senior Executive Vice industry experts specially on forms. “With increased focus on interactions with design, rigid pavement construction, best President, Head – Infrastructure, L&T projects in the HAM or PPP mode, procurement, P&M, construction construction practices, Dos & Don’ts puts up a brave front: “While external our addressable market is shrinking,” practices, planning and other and learning from mistakes have factors are not within our control, I reminds DKS and hence the onus to critical functions.” am driving my team to introspect and improve internal efficiencies is even significantly improved product quality deep dive into our own systems and greater. G Shettar and work efficiency. Head – Quality, RREC processes to evolve methods and kick An exclusive training programme start initiatives that can significantly To drive operational efficiency, titled ‘Quality – The path to the improve our operational efficiencies. the RREC team has adopted a excellence’, focused on behavioural I am delighted that they have heeded lean, integrated and design intent Line drain work and attitudinal aspects was developed for senior employees. “Behaviour is a key determinant to achieve project verified construction conforming quality,” shares Shettar. “Just to quote to specified quality. “We initiated an example: Honeycomb in concrete internal technical audits to can be dealt with in two ways either benchmark effectiveness, efficiency by accepting it or by avoiding it but of operational processes and always remaining alert to it. In the procedures with a complete review former case, there are bound to be of the documentation, interactions product quality lapses either due to with design, procurement, P&M, ignorance or insufficient effort to construction practices, planning solve issues. The training is to create and other critical functions,” shares G Shettar, Head – Quality, RREC. this mindset of being always on the “To further strengthen quality solution side.” checks at site, a dedicated Quality Assurance cross functional team has A P&M Profit Centre to been deployed at a handful of pilot drive excellence sites like Bangalore International Airport, Dholera Smart City, Delhi Designed to accelerate performance, International Airport, Mumbai the P&M Profit Centre strives to Nagpur Expressway & Mumbai streamline core processes, achieve Vadodara Expressway with optimal resource allocation, adopt encouraging results.” a profit-oriented approach and inculcate greater accountability. A robust system to finalize quarry “Value creation aims to optimize sources has been developed and hiring charges by blending owned maintained as quantity of aggregates and hired equipment guided plays a vital role in the success of by productivity benchmarking, any project. Based on a thorough maximizing energy efficiency and

Infrastructure works for Dholera Smart City

6 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 7 responsive use of digital tools,” cu.m. per transit mixer per month shares S P Rajan, Head – Plant despite operating in a rough terrain. & Machinery, RREC. “We have Helwak Karad Road Project, Dholera VOICES FROM accepted an ambitious cost reduction Smart City, Delhi International Airport, target and aim to achieve it with Mumbai Vadodara Expressway projects a multi-dimensional approach to meet their power requirement of plants improve internal efficiency through and camps through a combination of “Value creation aims to optimize collaborations, digitalization, Grid & Solar power, PNG. hiring charges by blending advanced analytics, etc.” owned and hired equipment A critical review of the business trained guided by productivity ‘Asset Insights’ are mapping equipment focus on the significance of balancing benchmarking, maximizing across the Bangalore International owned and leased equipment, energy efficiency and responsive Airport (BIAL) project to improve equipment life-cycle management, use of digital tools. Speed turnaround time and quicken skill upgradation and productive fleet and time dictate modern- movement of men and machinery. management in tandem with project day construction and P&M is Machine automation in motor graders needs. “An integrated perspective integrating solutions with a clear and excavators has helped BIAL achieve on construction quality and P&M target to achieve operational efficiency improvement is leading to excellence.” speed and accuracy, deploying lesser manpower while in house development improved construction productivity S P Rajan of the mulching machine has obviated and business competitiveness in a Head – Plant & Machinery, RREC procurement time and cost. The Karodi market filled with new entrants,” adds Aurangabad Expressway project has S P Rajan. consistently clocked more than 900 Apart from cultivating business acumen in the team, the model has introduced a cultural shift too that is helping RREC optimize solutions, but after presenting the plan to the through reverse auction along with increase team engagement, reduce management, the matter was referred shifting to item rate contract for major costs like never before and create key to E&Y and target was revised to INR equipment opened new avenues VOICES FROM differentiators through value creation. 100 Crores. of cost along with shifting reduction. “Speed and time dictate modern-day We involved PM & PDs too in the construction,” says S P Rajan, “and “Tough targets require tough strategies process, however foreign subcontracts P&M is integrating solutions with a and equally tough actions to achieve were kept out of the ambit of this plan,” he adds. clear target to achieve operational them,” smiles Sumit Bardhan “Tough targets require tough excellence.” Head – SCM, TI IC, who leads the strategies and equally tough The team scrutinized work and initiative, “and therefore we carefully actions to achieve them and purchase orders for all projects. Works evolved our strategy looking at therefore we carefully evolved Reducing costs and rate orders included aggregate and concrete major spend areas like earthwork, our strategy looking at major contracts: imperatives transportation, geo-composites, transportation, aggregate procurement spend areas like earthwork, earthwork, quarrying & crushing for success and production that were already transportation, aggregate works, pre-stressing and equipment procurement and production that on stream. We targeted sub- For DKS and team, the thrust hiring. Purchase orders included were already on stream.” contracts that were above INR 10 to improve the bottom line is a admixture, fly ash, GGBS, river & filling Crores. In some subcontracts PBG, Sumit Bardhan continuous process, “for which we sand, GSB and aggregate procurement. Retention Deposit and LD had a major Head – SCM, TI IC have planned strategic interventions, “It was strenuous but with E&Y we impact on cost, partial relaxation formed task forces and mandated aggressively followed our strategies aligned with risk profile of our SCM to re-negotiate all major existing and are confident to lock INR 51 business eased their cashflow so contracts to reduce costs,” shares DKS. Crores by March 2020 which will be that they could pass one-time Against an annual targeted spend a significant achievement,” remarks discount to us.” base of INR 618 Crores, the initial Sumit, “but it is an on-going process internal target for re-negotiation “Reorganising hiring contracts so we cannot afford to rest on our was INR 30 Crores by Q3 of FY 20 regionally and creating competition laurels.”

Precast girders installed for fast tracking the construction of an elevated corridor

8 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 9 Close out of any project is a lock rates for the project duration.” OPEX planning for basis for analysis were one-on-one specialized activity that depends The items considered were MBCB, interactions, initial analysis of select A pilot project is being implemented to achieve a superior rate to a large extent on finishing items admixtures, PVC membranes, road better planning and projects, observations during visits of invoicing, keep costs under control and judiciously deploy and the SCM set itself the task of markings, geo-composites, canopies, execution and cross-functional discussions fixed / variable resources by combining land map (obstruction enhancing the efficiency of project curing compounds, bus shelters, both at site and HQ. For planning, management), engineering deliverables (engineering drawing A pilot project is being implemented closeouts. “We therefore identified polysulfides, PGR, prefab structures, the criteria considered included one- management) and other related factors. 16 finishing items that were traffic signage, TMS, toll booths and to achieve a superior rate of invoicing, on-one interactions, appreciation of required across all RREC projects such like. The results have been more keep costs under control and execution processes and aligning P&M but observed that the processes of than encouraging for the business judiciously deploy fixed / variable deployment, analysis of Schedule-H, focus on pre-construction activities benefits because, “there is better clarity RFQ, negotiations, approvals and with orders placed in advance resources by combining land map prioritization of work and readiness like quarrying & crushing, burrow and consistency of last level activities agency selection were repeated at projects like Mumbai Nagpur (obstruction management), engineering of processes. First cut projections of pits and land acquisition planning across all administrative levels, greater over and over again,” shares Sumit. Expressway, Mumbai Vadodara deliverables (engineering drawing Mumbai Nagpur Expressway formed and to identify, prepare and prioritize predictability about progression of “To avoid this and reduce the time Expressway, Karodi Aurangabad management) and other related factors. the basis to analyse working capital. invoice-able work unit packages. physical work, financial impact and taken to finalize with agencies and/ Expressway, Veer Wadpale Bhogaon “We identified 3 key areas – invoicing, The improvement opportunities for Work front availability is easier with associated challenges.” There are gains or suppliers, we decided to enter Khurd Road, Helwak Patan Karad planning and working capital,” reveals Manish Agarwal, and team are multi- better planning and stretch-wise of reduced costs due to improved into rate contracts with shortlisted Road, Dwarka Expressway and the Manish Agarwal – Head Project fold. Under invoicing, there is greater planning considering LA mapping, operational discipline, improved business partners that helped us Delhi International Airport. Control RREC. Under ‘Invoicing’, the economic stretches and prioritization assessment and mitigation of project of construction work. Rigour in village risks and projects are geared up for or stretch-specific execution and quicker and more successful closures. alignment of sub-cons with Schedule - At the end of the day, these initiatives H i.e. setting village specific targets have maximise utilization of the critical been achieved in the realm of working period between LOI and NTP, speed up capital as seen in various expressway decision making across levels, improve projects like Karodi Aurangabad, P&M utilization and low productivity Dwarka, Mumbai-Vadodara and levels of the workforce and reduce Mumbai Nagpur expressways. mismatch between resource and front readiness. Manish explains the 5 high-level initiatives RREC has adopted to On the high road to put this elaborate plan into action. Integrated project planning involves adopting cutting-edge stretch prioritization, synergized P&M technologies mobilization, execution planning (including last level) and daily “Several of our equipment are now management. Pre-construction equipped with sensors that help activities entail land acquisitions and achieve enhanced levels of efficiency,” utilities status mapping before NTP, says Utkarsh Desai, Digital Officer, speed up timelines for quarrying, TI IC, “In fact, currently we are using crushing, pit set-ups while the aspects 3D Grade Control Systems for motor under Sub-contract management graders and expanding the technology are sub-contract management in line to excavators and pavers.” BIM is being with Schedule – H, prioritization and implemented at Delhi International cash management. He is confident Airport, Bangalore International that these initiatives will fetch huge Airport, Mumbai Nagpur Expressway,

These initiatives maximise utilization of the critical period between LOI and NTP, speed up decision making across levels, improve P&M utilization and low productivity levels of the workforce and reduce mismatch between resource and front readiness. Infrastructure works for Bidkin Smart City

10 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 11 ConventionalConventional vs 3D vs Grader:3D Grader: RtR Safety App: Has been a boon to the RREC team that aids performance StandardStandard Grader Grader enhancements, triggers daily alerts VOICES FROM to project, Cluster and SBG users, has ushered in all-new scoring parameters, RS400 RS400AS400 x2AS400 x2 CB450 CB450 allows for offline filling up of checklists MS995 MS995 and is replete with an updated mobile 1 or 2 1 or 2 “Although the macroeconomic and web dashboard for the new scoring sentiment for Infrastructure parameters. remains sluggish with poor awarding and ambiguity of “Although the macroeconomic PM400 PM400 sources of funds, the underlying sentiment for Infrastructure remains potential is huge. We have sluggish with poor awarding and realigned the way we do ambiguity of sources of funds, the business by improving the way underlying potential is huge,” opines we Plan, Design & Build to bring SNM 941 SNM 941 R K Bansal (RKB), Head – Roads & in significant improvement in our Runways, “with the government operations.” planning major programmes like R K Bansal Bharatmala, Smart Cities and Head – Roads & Runways improved airport connectivity. We have realigned the way we do business VM430 VM430 by improving the way we Plan, onboard computer that enables Pitch Pitch Design & Build to bring in significant accurate GPS-aided positioning and improvement in our operations. Today, 3D GRADE UPGRADE Sensor Sensor Base StationBase Station automatic control of blades for accurate we take up only large jobs above cut and fill. Crew Crew ConventionalConventional 3D Grader3D Grader a certain threshold value making sure there is scale and we use our - Upload- theUpload 3D Profile the 3D on Profile the Grader on the Grader - Level Marking- Level Marking at every at 10 every mtrs 10 mtrs resources optimally in fewer projects Surveyor'sSurveyor's Work Work BIDKIN & Dholera Smart City Projects; - Randomly- Randomly Check for Check correctness, for correctness, if if - Constant- Constant checking checking & providing & providing feedback feedback to operator to operator to maintain to maintain levels levels to improve our top and bottom lines. Concrete Infilled Geocell System for requiredrequired lined drains at the Unnao-Lucknow We get our designs ready within 6 - Steer the- Steer Grader the Grader VOICES FROM Road project and Reclaimed Asphalt months from the date of NTP, we are Operator'sOperator's Work Work- Constantly- Constantly be in contact be in contactwithLayer Surveyor introduced with Surveyor for in Managingroad constructionfor Managing required required levels by levels managing by managing 10 levers. 10 levers.- Steer the- Steer Grader the Grader already targeting for early completion at the Kankatora Jharsugoda Road of new projects and our dedicated Project for the first time in India which preconstruction team works on all is fast becoming a norm with other “Several of our equipment are the utility shifting and hindrances to contractors. now equipped with sensors that ensure that we sail through during help achieve enhanced levels the execution phase. We have a host Some of the digital initiatives of efficiency. In fact, currently of operational excellence initiatives include: we are using 3D Grade Control to improve quarrying, machine & Systems for motor graders and manpower productivity and diesel TORQ Tying Operations with Revenue expanding the technology to consumption.” & Quality integrates lab and on-field excavators and pavers.” 700+ quality management, progress strip Forms Submitted In summation, RKB says, “we have Utkarsh Desai charts (from PROCUBE), creating taken a conscious effort to close all our Digital Officer, TI IC and managing RFIs and link them to 82% old legacy projects by putting taskforces Forms approved on 1st Instance invoicing. material issued to various sub- to quickly wind up jobs that are at contractors and those being consumed finishing stage in all respects which EMTRACK provides real time visibility against activities. Potential : ~ 3 Lakhs / Year will help the business to free valuable of project progress, facilitates smooth resources and utilize them in larger return or transfer of material between Extracting greater value from motor projects.” projects/stores and helps reconcile graders: Drawings are fed into the

12 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 13 THE MANY FACES OF M V SATISH OPERATIONAL EFFICIENCY AT B&F Whole Time Director & Senior Executive Vice President (Buildings, Minerals & Metals)

t B&F, we have driven operational efficiency through value engineering and adopting best practises to avoid rework, reduce repetitive work as well as cost for Aimproved productivity. The advent and widespread adoption of precast engineering has brought with it several advantages including speedier execution, better standardization, reduced dependency on in-situ construction and better quality. The stadiums at both Al Rayyan and Motera are classic examples. Industrial prefabricated construction technology ensures 30-40% reduction in construction time and 10-15% reduction in cost apart from improving the workmen productivity in a factory environment by 40-50%.

A lot of our construction takes place at heights on high rises and to improve our efficiency at heights, we indigenously developed and implemented the Gallow ACS system, for the first time in the history of Indian construction, at the ICC Towers Project, Mumbai. This helped to optimise resource requirement and achieve a continuous cycle time of just 6 days. The use of travelling slab formwork for electrical trenching at Prestige Smart City, Bengaluru and aluminium slab formwork for the non-tower areas at Prestige Jindal City project, Bengaluru have both significantly reduced cycle time.

Digitalization has aided our journey to achieve operational efficiency. Our new P&M Central Monitoring Cell has facilitated the use of IoT for P&M strategic assets that drives P&M Life Cycle management by continuously tracking and analysing the data derived to improve overall P&M performance that has already accrued some handsome savings. Steps have also been initiated to reduce material wastages at site. While digital concrete requisition and engineer wise pour cards have reduced concrete wastage, a BBS automation tool to reduce and optimise offcuts have reduced rebar wastages.

Due importance has been given to improve workmen productivity at project sites. Continuous monitoring of the workmen biometry along with digital applications like WISA & Procube now track workmen availability at project locations and thereby improve their productivity.

Having said all that, operational efficiency is a continuous process and sky is the limit!

14 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 15 The task of erecting the huge GY and HY columns with as many as 178 structural connections, was giving he unpredictability that is infrastructure projects was felt keenly by B&F’s Al Rayyan project the Motera team sleepless days and team when an adverse socio-political scenario forced them to alter operating procedures nights with the added threat of a without the luxury of changing either the requirements or delivery schedules. “We had T knock-on effect on the project’s to immediately go into action-mode and literally push boundaries to quickly evolve alternate costs and delivery. Thinking out-of- procurement strategies to source material from friendly countries that in many cases were new the oval, as it were, Project Director, markets for us,” shares Vijay Venkatesh, Head – Quality & EHS. “All our processes had to be Subrata Dutta (SD) and his team remodelled to suit these fresh requirements and to ensure that our product specs were maintained. evolved an engineering solution to We introduced micro quality checks to achieve zero rejections and we succeeded!” His sense of erect these columns as single elements triumph is obvious. Although this was a situation created by factors beyond their control, other B&F with special lifting arrangements. project teams across other geographies, are striving to improve productivity despite challenges to “Each of the HY columns was 36 m remain profitable. in height i.e. approximately as tall as Precasting success a 12-storied building, 15 m wide, a metre in depth, weighing in excess Like Al Rayyan, the Motera stadium, in Ahmedabad, that was recently in the news filled to the of 250 tonnes,” shares SD, “and these rafters for the ‘Namaste Trump’ event and already the world’s largest cricket stadium, is another had to be first precast in steel moulds, example of speedy execution using precast technology that has standardized delivery, enhanced then transported from the yard to site quality, maintained aesthetics, improved safety and, in the process, achieved a high degree of on self-propelled modular trailers operational efficiency. with 3 sets of hydraulic axles, with a combined capacity of 400 MT.” During transportation, turn table arrangements were used to negotiate sharp turns in Bolster mode. The team GY and HY precast columns chose a main lifting point that was erected at Motera Stadium just 2 feet above the centre of gravity and the special lifting arrangement

VOICES FROM

included lifting clamps with a trunnion Elsewhere, 3 m wide and 2 m deep arrangement and a ‘C’ link. The drains at the HST NATRAX project, expertise of N Srinivasan - Head Special drains, drain covers and manholes at “We had to immediately go into Projects and his team was crucial in both NATRAX and New Delhi’s India action-mode and literally push planning and executing the entire boundaries to quickly evolve International Convention & Expo alternate procurement strategies activity. “We were able to significantly Centre (IICC) project sites and bleachers to source material from friendly reduce overall cycle time,” smiles a for seating areas at IICC are all quickly countries that in many cases satisfied SD through his trim goatee, and aesthetically taking shape thanks to were new markets for us. All our “the GY column by 5 days that is about precast technology. processes had to be remodelled 42% and the HY column by 7 days to suit these fresh requirements or 38% and since we cast these huge Precast wall panels for MEP shafts: and to ensure that our product columns in one piece we were saved The usual practice is to construct a specs were maintained. We the bother of several multiple tough brick/block wall after installing the introduced micro quality checks lifts,” he adds. There were more benefits MEP services inside the shaft that to achieve zero rejections and we that accrued to the team – reduced usually take about 55 days in total for succeeded!” dependency on manpower, improved wall construction, curing, plastering, Vijay Venkatesh safe working conditions and a positive another round of curing, drying and Head – Quality & EHS, Al Rayyan Stadium impact on cost, time and quality. painting. This does not allow plaster

16 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 17 External wall robotic painting Fly table erection Rebar Reinforcement Cage and paint for the internal surface Digitally tracking cause and a host of projects like DLF implemented perhaps for the first time as there is no space to work. M Crest, IKEA, DMIACC, CAPFIMS and in the history of Indian construction Balasubramanian (Bala), Head – aluminium formwork Ford among others will vouch for it. at the ICC Towers project in Mumbai. Quality, B&F shares that at the ITC Perhaps for the first time in L&T “The advantages from rebar cages are “The am was to optimise resource VOICES FROM Colombo site, the execution team used Construction, the CMPC Team of B&F’s manifold,” shares Bala. “Enhanced requirement and improve cycle time VOICES FROM precast wall panels that were given Residential Business Unit set out to find construction sequence, improved by creating a safe zone of working a coat of paint prior to installation. a digital solution to track aluminium manpower productivity, significantly for the workmen at heights,” he says “Once the MEP services were installed formwork by eliminating human reduced overall cycle time of achieving and adds with a winning smile, “we and the green signal was given for concrete works per floor and, most have executed the project without a “We were able to significantly intervention as scheme preparation “Painting has suddenly civil works, the team got cracking and importantly, improved quality.” single incident.” Prasad and team have reduce overall cycle time of the and data management were turning become a far more controlled completed the entire process in 12 days also successfully worked at heights GY column by 5 days that is out to be far too time-consuming. The Reinforcement cages are prefabricated activity. The robot precisely flat! If there is an example of improving of up to 260 m with the Safety Screen about 42% and the HY column developed app helps to identify the virtually like columns at site except that identifies the area to be by 7 days or 38% and since operational efficiency, this is it!” says system that was introduced to protect painted, almost totally usage pattern of panels thereby bringing the stirrups are not tied at the lapping we cast these huge columns Bala with a thumbs up. perimeters with an automatic climbing eliminates wastage and in traceability and accountability at zone and since they are prefabricated, in one piece we were saved system that improved both labour rework, and at the end of the sites. It is now possible to record the it reduces the need to issue separate the bother of several multiple Painting robotically physical stock available, the number productivity as workmen felt safe even day, our efficiency improves tough lifts.” material like straight bars, rings and multi-fold.” of repetitions and the age of panels. at great heights. Efficiency in painting has risen several stirrups onto the working platform The initiative is already ‘live’ across 17 Subrata Dutta notches with the introduction of Robotic that in turn reduces housekeeping The efficiency of the Fly S Vadivazhagan Project Director project sites since August 2018. headaches. “These cages provide an Project Manager of Commerzone Painting, a revolutionary new painting Table system Raheja technology as the S Vadivazhagan, excellent guide system to accurately Improving efficiency at place concrete,” says Santosh Kumar Project Manager of Commerzone Project teams at BIAL and IKEA are Shukla, Senior Construction Manager Raheja, in Chennai has found out to his heights singing praises of the simple but clever (QA/QC), DLF Crest project, “they are delight. “Painting has suddenly become As B&F’s reputation of constructing Fly Table system that has, according to economical to use and have fewer a far more controlled activity,” he shares high-rise towers grows and projects Project Manager Jaydeep Sengupta, at labour requirements thereby positively enthusiastically, “the robot precisely increase, project teams are constantly the Ranchi Convention Centre project, impacting our project costs.” identifies the area to be painted, almost seeking construction methods to helped us achieve a cycle time of 15 totally eliminates wastage and rework, enhance productivity when working C Prasad, Head – Formwork days from floor to floor of 5.5 m or and at the end of the day, our efficiency at heights. The Rebar Reinforcement Competence Cell, B&F IC shares about above, has reduced our dependency improves multi-fold.” Cage is one such that is helping their the innovative Gallow ACS system on labour, reduced our rate of

18 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 19 Towards more efficient teams and the client across layers where previously the client had to P&M Life Cycle check approximately 1,75,000 points. VOICES FROM Value engineering is nothing Now, through the mmGPS system, management but analyzing your construction at least 5,000 points can be cross- methods to find new, better and J Raveendran (JR), Head – P&M, checked by both the site team and the more efficient ways to build. I am (CB&A), B&F IC has been busy setting client in a single day that translates delighted that a number of teams “The advantages from up the P&M Central Monitoring into huge saving of time and costs! have successfully introduced rebar cages are manifold. Cell (CMC) to drive P&M Life Cycle Traditionally, this exercise would so many efficiency enhancing Enhanced construction management by, as he shares, “ensuring have taken at least five total stations sequence, improved manpower initiatives but there is still a long 100% digital implementation, and 5 auto level teams to complete productivity, significantly way and I urge all to continue continuously tracking data derived revealing the efficiency of the system reduced overall cycle time of this process, to keep thinking out from IoT and analysing it to improve that has, at the same time, eliminated achieving concrete works per of the box because ultimately overall P&M performance. All the floor and, most importantly, the possibility of human error during all these will work best for our involved stakeholders connect every improved quality.” execution. wonderful organization. week to crunch the data to optimise M Balasubramanian performance and this initiative has Introducing efficiency to formwork M V Satish Head – Quality, B&F already yielded us cost savings to the material: Formwork plays a key Whole Time Director & Senior tune of INR 10 Crores by improving role at the IIT, Hyderabad project Executive Vice President P&M productivity at sites, demobilizing as most of the buildings have an (Buildings, Minerals & Metals) hired equipment, reducing fuel and Exposed Concrete Surface finish. After energy consumption.” A satisfied JR a detailed study, the project team Government Medical College, Madhepur shuttering and importantly increased adds, “during FY 19-20, the team has identified the most optimal use of our productivity from 2 sqm/md to a safely and successfully executed 1400+ formwork material with maximum minimum of 8 sqm/md.” critical activities.” possible repetitions. Formwork before running a fresh cutting plan. Use of shuttering oil sprayer: Instead movement was also effectively “As part of this initiative, a user form of the conventional method of applying Prasad informs that the Large Area planned as per the building handing was shared along with the pour card shuttering oil on the plywood surface A bouquet of other VOICES FROM Table formwork system is used the over dates. By using prefabricated that automatically calculates wastage with a waste cloth or paint brush, world over for the flat slab format, initiatives driving or pre-erected scaffolds for columns, according to the mode of concreting,” the project team at the Government “whereas in India we use the slab productivity the team impressively saved on time, shares Project Manager H.S.P. Shukla. Medical College & Hospital project & beam combination in structural involved less labor, saved on costs The software gives the site engineer the introduced a shuttering oil sprayer. design, so we successfully modified Speedier connect through mmGPS “Fly Table System helped us and a Cup-lock system used for slabs option to choose the quantity against The area of coverage has increased the LAT system to suit our specific systems: At the NATRAX project, achieve a cycle time of 15 proved faster and more productive the theoretical quantity of his/her pour. dramatically from around 8-10 SqM/ requirements and it has been hugely mmGPS systems have increased days from floor to floor of 5.5 “Although, the analysis is still manual, than the conventional HD/flex litre to a whooping 40-45 SqM/Litre. the alignment between project site m or above, has reduced our successful.” systems. the reduction in wastage has been dependency on labour, reduced our very significant,” Shukla shares with a “Value engineering is nothing but rate of shuttering and importantly thumbs up. increased our productivity from analyzing your construction methods 2 sqm/md to a minimum of to find new, better and more efficient Use of Plywood Arrangement 8 sqm/md.” ways to build,” shares M V Satish, Scheme Drawings: is an initiative by Whole Time Director & Senior Jaydeep Sengupta the Government Medical College & Executive Vice President (Buildings, Project Manager - Ranchi Convention Hospital Project team in Madhepura, Minerals & Metals) and Head B&F IC. Centre Bihar to use a plywood arrangement “I am delighted that a number of teams Reducing bulk material waste: IIT scheme drawing for the plywood used have successfully introduced so many Hyderabad was selected as a pilot for slab shuttering. It involves placing project to implement Bulk Material the plywood as per the arrangement efficiency enhancing initiatives but Wastage (BMW) optimization by used in the previous slab to avoid there is still a long way and I urge all to introducing the Real Cut 1D, a steel cutting plywood pieces, increasing the continue this process, to keep thinking optimizer software, that automatically repetition of plywood, reducing scrap out of the box because ultimately all generates optimum cutting plans by and thereby saving plywood cost. This these will work best for our wonderful ensuring the inventory of offcuts to practice is recommended for all sites to organization,” he concludes with a positive air. IKEA Retail Store Project, Mumbai be used and updating the inventory dramatically reduce the cost of plywood.

20 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 21 olombo’s Galle beach skyline was transformed on 15th December 2019, when a spectacular sky SOUTH ASIA’S LARGEST, bridge ‘Ahasa One’ (‘Sky’ in Sinhalese), weighing 2000 MT, measuring 55 m longitudinally and C18 m transversely, was raised to a height of 95 m by L&T at the ITC One Project. The bridge features a restaurant and a jazz bar with two infinity pools on the top overlooking the Indian Ocean on 2000 MT SKY BRIDGE LIFTED TO 95M one side and Beira Lake, on the other, and is the high point of Colombo’s Galle beach face where the at ITC One Colombo Project President of Sri Lanka hoists the National flag every year on Independence Day.

22 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 23 Enabling environment,” shares P. Dinesh Kumar Head – LTEW- Kancheepuram Works. constructability with “We ensured that all the components VOICES FROM VOICES FROM value engineering including the splice plates were properly tagged during despatch for Tracing the making of this milestone, ease of erection at site.” A total of Kasiraja, General Manager, Special 17,800 fasteners was used to connect Projects & Construction Methods about 1300 components. Top-notch “The fabrication involved “From the initial 750 MT, (SPCM), highlights, “Considering the fabrication at LTEW ensured seamless critical welding of plates and the weight of the sky bridge span, the ITC Project and SPCM teams integration of the elements with the sections up to a thickness increased in phases, reaching of 150 mm in a restrained its maximum load of 2000 MT worked out a phased fabrication joints and quick assembly at project environment. We ensured that with the addition of elements schedule starting from October site, “as we couldn’t afford the risk of all the components including such as the concrete of three 2018 at L&T’s LTEW Workshop in even a minor misfit,” adds Dinesh. the splice plates were properly floors, facades, bearings, resting Kancheepuram. The connection of the tagged during despatch for brackets ACP & BMU.” main spine, which was proposed as a Guaranteeing the ease of erection at site.” welded connection, was converted to N. Srinivasan an 100% bolted one for easy assembly performance of the P. Dinesh Kumar VP & Head - P&M and SPCM and dismantling during load test Skybridge Head - LTEW - Kancheepuram Works and final assembly at project site.” A load test of this magnitude and A modular production scheme was Raising the bar scale had never been attempted at lined up to fabricate the steel elements L&T and with seemingly no other considering the transportable size from Heavy lifts are always critical, exclaims alternative, the challenge for Kasiraja front of the podium building, some Kanchipuram to Colombo and the N. Srinivasan, VP & Head -P&M and and team were to try and accomplish 40 m from the final lift-off location. assembly crane available at Sri Lanka. SPCM and when it is dynamic as in the impossible. “An innovative load Effortless movement of the skybridge this case, it is all the more complex, “The fabrication involved critical test method was developed by the spine assembly was possible by “From the initial 750 MT, the weight welding of plates and sections up to a SPCM team to support the 3000 MT deploying an indigenously developed of the sky bridge increased in phases, thickness of 150 mm in a restrained bridge at two ends with the available skidding system taking advantage of reaching its maximum load of 2000 loading facilities at Kancheepuram - a low coefficient of friction between MT with the addition of elements two 50 MT gantry cranes, without any the stainless steel and the Teflon- such as the concrete of three floors, heavy lift cranes,” he explains. “We coated launch pads. Automated facades, bearings, resting brackets ACP opted for a secure ground level test in remote-controlled push pull jacks & BMU.” VOICES FROM line with the overall requirement of were used for this movement. On A triumph of 3000 MT to ascertain the amount of reaching the final lift-off position, Sunday. 5.20 am. Even before the sun had risen, the lifting process collaboration deflection without any lifting system.” the spine assembly was hooked-up VOICES FROM The load spread for 1500 MT on each to the strand jacks and subsequently, commenced after a traditional pooja “In every challenge, the team work supporting end was distributed by the skybridge attachments were and reached its final position at 1:25 among the various stake holders “Considering the span, the placing the available steel mats on top loaded in five stages with the pm, smoothly and safely negotiating beyond their roles made all the ITC Project and SPCM teams of the shop floor of the fabrication skybridge hanging from the strand 95 m in approximately 8 hours. The difference. For the first time the client worked out a phased fabrication “Team work among the various yard, which had a SBC of 20 MT per jacks all the time. The strand jacks fully dressed sky bridge module was schedule starting from October openly appreciated the efforts by LTSP,” stake holders beyond their roles were supported by a temporary RCC lifted using 8 strand jacks, each with 2018 at L&T’s LTEW Workshop in sqm. After a successful load test, the says Natarajan Namachivayam, Project made all the difference. For th th a capacity of 300 MT, mounted at Kancheepuram. The connection bridge elements were dismantled deep wall between the 24 and 25 Director. the first time the client openly the 25th floor level and operated in of the main spine, which and transported to Colombo by ship floors simulating the final structural appreciated the efforts by LTSP.” was proposed as a welded with the maximum weight of a single support requirements between the a synchronized manner. The whole Sri Lanka’s entire engineering fraternity connection, was converted to element being 100 MT. 20th and 21st floors, that resulted process that was digitally controlled were present at the grand heavy lift Natarajan Namachivayam Project Director an 100% bolted one for easy in substantial savings in the cost using a customized Smart Computer event. The clients and consultants were assembly and dismantling during Piecing together the of structural steel. A thorough Control System, was carefully planned unequivocal in their praise for L&T’s load test and final assembly at survey was also conducted to decide and executed as the sky bridge innovative first-of-its-kind method that in-house, involving the B&F IC’s project project site.” elements the positioning of the jacks as the structure was not symmetrical and was the project’s 5th critical milestone. team, EDRC, L&T Engineering Works, operating space for the jacks to raise curved on all three axis, and precise There are two more remaining. Kanchipuram and L&T Special Projects Kasiraja On site, the components of the alignment of strand jacks position was For team L&T, it was a triumph of General Manager, Special Projects & skybridge were preassembled at the bridge between the towers on & Construction Methods department of Construction Methods (SPCM) critical for the lift to succeed. collaboration, a feat executed entirely ground level in an open space in either side was only about 50 mm. Divisional Corporate.

24 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 25 massive roof trust spanning 70x77 m (equivalent to the size of a MASSIVE ROOF STRUCTURE football ground) and weighing 450 t was erected at the Hyderabad A International Airport through a strand jack system on 6th Jan 2020. Being a brown field project, this remarkable achievement was engineered ERECTED by the Special Projects & Construction Methods Department of Divisional at Hyderabad International Corporate along with the HIAL project team. Airport Project

The lifting system comprised ten 185 t strand jacks mounted on portals supported by Doka towers on one side and a permanent column on the other. The consumption of enabling steel was kept to the bare minimum and reusable for subsequent roof modules at HIAL.

The roof module was lifted above the 17 m tall column from the assembly level and skidded 1500 mm diagonally to reach the final installation position. Hollow hydraulic jacks with mac-alloy bars were used for horizontal skidding.

26 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 27 INNOVATIONS THAT BRIDGE S V DESAI THE FUTURE Senior Vice President & Head Heavy Civil IC Achieving operational efficiency at Heavy Civil

f the Heavy Civil IC has been successfuly delivering mega projects to quality, safety and timelines, it has been largely thanks to our ability to provide ‘tailor- Imade’ solutions to suit the specific requirements of our customers which presupposes a clear understanding of customer requirements and expectations. Often, the challenges we face at our various sites are unique, without precedent that calls for quick appreciation of ground realities, understanding the true nature of the issue at hand and thinking on one’s feet to evolve mitigation strategies. We, as a team, have been able to think out-of-the-box to overcome many of these challenges.

Be it massive concrete pour record of 16,722 cum in a single day at Medigadda Barrage project, or launching girders cycle time of 2 days per span at Riyadh metro, or record casting a 16 m tall RCC wall in a single pour using system formwork, or custom P&M solutions to meet stringent environmental requirements such as Rock Splitters and Hydraulic Auger cleaners at Mumbai Metro UGC-01 project, Innovation, has been one of the chief enablers to achieve these benchmarks that are on par with international norms.

In addition, our digitally ‘connected sites’ supported by various applications help us monitor the projects closely and ensure optimal use of 3M (Materials, Machine & Men) at every step of the progress enabling continuous improvement and setting productivity benchmarks.

Innovations can be big or small but our focus, as a team, will always remain to constantly seek ways to enhance productivity, improve cycle times, reduce execution time, cut costs that will, at the end of the day, translate into superior operational efficiency and more satisfied customers.

28 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 29 erhaps, the most defining aspect of the Heavy Civil IC has been, as the name suggests, P VOICES FROM constructing projects of huge size and scale and as projects become bigger and more complex, the need for best practices and more efficient construction methods to enhance “The Hyderabad Metro project overall efficiencies and complete holds the record for the projects within stipulated timelines is highest productivity in India in the erection of box girder greater. superstructures (15 spans / LG month) as published in Introducing some chief www.ice.org.uk.” enablers T Vijayakumar Enabling structures are the lifeline Head – CPMC, Heavy Civil of Heavy Civil projects, to build imposing and permanent structures that are interdependent, as their design and details govern that of permanent structures and vice versa. The construction methodology decided during the tender stage, can have major consequences if changed mid-way through the project. Right selection, effective planning, design and

operation of enabling structures are Hyderabad Metro Rail imperatives for success.

Launching Girders: With pre- casting technologies dominating preferred in the confined spaces the construction industry, precast of congested cities as these can be segment erection has formed the scaled to erect spans ranging from backbone of infrastructure projects 19 m to 31 m with 128 m Radius of that are more equipment intensive Curvature and a lifting capacity of than labour driven. In this realm, the 450 MT to achieve cycle times of 6 Launching Girder (LG) has assumed days per span. “The Movable Winch prime importance. Huge precast LG was developed to address the segments were erected in challenging sharp curvatures of Hyderabad’s projects like the Hyderabad Metro roads,” elaborates T Vijayakumar, by purpose-made erection machines Head – CPMC, Heavy Civil, “that were called ‘1st Gen LGs.’ These 2-lane designed to erect spans of 31 m and 34 LGs are designed considering sharp m with a Radii of Curvature of 128.1 curvatures in the alignment, capable m and 150.2m respectively with a of achieving a cycle time of 3 days per rear segment feeding provision. The segment and a lifting capacity of 520 Hyderabad Metro project holds the MT. Other types of LGs deployed at record for the highest productivity the Hyderabad Metro project included in India in the erection of box girder the underslung, the movable winch superstructures (15 spans / LG month) and the hinged LGs, all improvements as published in www.ice.org.uk,” he on the 2-lane LG. Hinged LGs are mentions proudly, Launching girders at Mandovi Bridge Project

30 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 31 Form travellers: Designed for Larger pour, Lesser with two intermediate platforms cantilevered concrete girder positioned at 5 & 10 m levels to carry construction at the Lucknow Metro resources, Higher out the concreting and vibration works. project, each form traveller can cast productivity “Special mechanisms were designed 12 segments with an average cycle and used to lift and tilt the shutter time of 12 days per segment against The KKNPP–HTS Phase II project panels to either position them on the the industry norm of 16 days. “In fact, achieved a milestone in the raft or move them safely from one this special cantilever bridge holds Construction Industry by casting a 16 place to other,” explains Anup Kumar the record for the fastest balanced m high RCC wall concreting in a single Anupam, DGM, Formwork – KKNPP cantilever construction in India,” pour using a 16-meter tall Formwork HTS Phase II Project. Shutter panels enthuses Sanjay Singh Gangwar, Project System. Head – Formwork, Heavy Civil, were so designed that the alignment Roy George explains, “Our initiative to Manager, Lucknow Metro. and erection required minimum cast the full height of the wall from raft, manpower and less time with the Semi-Automated Short Line Moulds: top to bottom of the roof slab in a single shuttering crew engaged on both sides were used for the segment casting at the pour with the L&T formwork system of the walls to continuously monitor Barapullah Extradosed Bridge project. addressed the lack of skilled manpower and record the supports, tie rods and The hydraulically controlled operations and shortage of trade workers in maintain verticality of the shutters in an automated mould set a record in carpentry.” during concreting. The mechanical the casting schedule achieving 3.5 days crew were also vigilant to monitor per segment to match international Shutter panels weighing about 3.5 the displacement of embedded parts standards. “The compact, scalable, MT were handled using heavy duty during concreting. The initiative was and versatile system suits all blisters, tower cranes to cover the work area of the pump house. Adopting appreciated by the client, NPCIL, who eliminating human intervention and the tremie method, concreting was acknowledged it as a one-of-its-kind in hydraulics improves accuracy, quality planned to reach the bottom level their history. of segment profile and finish,” shares Shubendhu Bose, the Project Manager.

Semi automated mould, Barapullah Casting Gantry: was designed to cast I-Girders on a large scale that reduced The capability and productivity of ROB construction. ‘Weighing about the total time required for casting LGs were further enhanced in the 120 MT, a pair of BBs can erect straight I-Girders at the Ishwar Gupta Project rd from 836 man-hours to just 514 man- construction of Goa’s 3 Mandovi Bridge segments as well those with sharp VOICES FROM hours! “A moving frame to carry and with the design and development of the curvatures of up to 128 m radius,” guide the formwork during moulding Twin Box Launching Gantry to leverage explains TVK, “and with a lifting capacity and de-moulding operations was hydraulic power. Hydraulic circuit of 60 MT, we can achieve a cycle time of certainly a leap towards automation,” systems were developed and deployed to 2 days per segment.” First engineered says an excited Sandip De, Project improve operations, such as the remote for the Hyderabad Metro, BB set a “Our initiative to cast the full height of the wall from raft, Manager, Iswar Gupta Setu. operated segment positioning system, world record for the fastest segmental top to bottom of the roof slab semi-automated side shifting system, span erection at Mandovi Bridge and in a single pour with the L&T Marine construction: CMPC had the and the support shifting system with a an Indian record by constructing a formwork system addressed the opportunity to prove their mettle in lifting capacity of 1500 MT that helped 30 m span of the Malakpet ROB in lack of skilled manpower and marine constructions by designing a achieve cycle times of 6-10 days per span just 25 days. BBs have accelerated the shortage of trade workers in 5-span, continuous (9.6 m per span) compared to other launching girders progress of special bridge projects as carpentry.” Temporary Modular Access (TAB) and, as a competitor to international well like the 3rd Narmada Bridge, 3rd bridge at the Mumbai Trans Harbour brands. Roy George Mandovi Bridge, the Barapullah Extra Head – Formwork, Heavy Civil Link Project, Package-1 suitable Bridge Builders: Segments weighing Dosed Bridge, and the Durgam Cheruvu to march 150 MT capacity crawler up to 65 MT can now be erected using Bridge. “BBs have positively impacted cranes of 8 m width, floating batching winches for erection and hydraulic productivity, cost, delivery, safety, plants, material barges, storage barges jacks for movement with the specially quality and improved cycle times,” (aggregate, cement & reinforcement) designed, semi-automatic Bridge vouches V R Saravanakumar, Project etc., that has enabled round the clock Builders (BB) that have revolutionized Manager, HMRL. operations. 16-meter tall formwork system for Kudankulam Nuclear Power Plant

32 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 33 Vizag Vessels Project – a hot bed of innovations VOICES FROM While this naval project is veiled in secrecy due to obvious reasons, there are several interesting snippets that have emerged that reveal the agile, “With Electronic Document active, engineering minds working on Management System, we can this project. track activities real time starting with the procurement plan, Mating the parts to make a whole: updates of various procurement In vessel construction, mating packages, identify bottlenecks, two mammoth sections involves target dates, people responsible huge labour, time and cost and is and the like.” traditionally carried out by a trial and rectification method, entirely Prasanta Gupta Head – SCM, Heavy Civil IC dependent on the skill sets of the workmen involved, resources available, accuracy of inspections at every stage, etc. Towards operational In addition, several repeated activities efficiency in Supply adversely impact manpower productivity and resources. Erstwhile, Chain Management the process involved shifting the Creating a SOP for SCM was a sections to site, aligning them on the revolutionary first step taken by the saddle post, two sets of trials followed Girder erection at Hyderabad Metro Rail Project team that captures all the systems, by green trimming and WEP of the processes and digital initiatives being sections before final set up. The hazard levels, reduction of cycle time concerned anytime, anywhere, that our FTR (First Time Right) was below of them to lay maintaining stringent followed making it easy for even a attendant hazards were many: multiple from 21 to 9 days (!) along with huge helps the team keep track of progress, 60%,” laments Arun Kumar, “primarily quality norms without interfering novice to hit the board running. Big erection and removal of scaffolds, saving in time, cost and labour. closely monitor critical paths, detect because of improper tightening, with other adjacent elements like data and analytics are the new order working at heights, crane availability clashes, manage payments, avoid frequent opening and tightening pipes, internal structures, equipment, and the introduction of ‘Lattice’, a for repeated trials, movement of the 4D modelling using Synchro: Manual rework, evaluate different scenarios, of the hoses and lack of standard etc. module to manage data in the EDMS CMM (Coordinate Measuring Machine) project monitoring involves engineers derive insights and compare & contrast enabling items.” (Electronic Document Management while taking profile readings, multiple forced to spend lots of their precious “It was a tedious process as we had to alternative construction strategies. System) has been a huge step in the movements of sections via trolleys time to complete a host of non-value- To address these issues, the team keep referring back time and again to Certainly, a great asset for Raaj Kumar right direction. “We can track activities amongst others. adding activities which Raaj Kumar G introduced a Quick Release Coupling the drawings and spec sheets to match and team. real time,” shares Prasanta Gupta, (Senior Engineer, Vizag Vessel III) and that cut the time to make one them to the actual situation at site,” he “To reduce cycle time and increase Head – SCM, Heavy Civil IC, “starting team wanted to eliminate to improve Passing the hydro pressure and connection from 5 minutes to just 15 explains. “Chances of errors were high productivity, we brainstormed and with the procurement plan, updates productivity and quality of the project. leak tests with flying colours: M seconds, reduced wear and tear, the as every change conducted, big or small came up with a digital solution to of various procurement packages, Arun Kumar (Engineer – Mech, Vizag chances of thread misalignment and had to be captured.” introduce a FARO Laser Tracker,” “The answer lay in introducing 4D identify bottlenecks, target dates, people Vessel) and team, in normal course eliminated failures in the Go/No Go shares E Kranthi Kumar Reddy (Senior Modelling using the Synchro BIM 360 By replacing all 2D auto cad drawings responsible and the like. Monthly conduct hydro pressure tests (1.5 gauge tests. “Our FTR has jumped to Engineer, Vizag Vessel IV), “that software platform,” he shares, “that and spec sheets with a single 3D activity progress keeps us abreast of times of working pressure) on more 92%!” rejoices Arun Kumar. digitally captures profile readings, drastically reduced manual work, saved PDF, life has changed dramatically savings over ACE/ JCR/ baseline costing, than 10,000 spools and leak tests (1.25 superimposes the readings after taking time, made monitoring, tracking of the Moving from 2D to 3D to improve for Pritam. “It has improved our cycle time, vendor database, locators times of working pressure) on 25,000 a common reference point, analyses the entire project life cycle, material tracking productivity: Laying cables in productivity, we enjoy better and cost sheets are readily available to spools of detachable joints. During the data to arrive at the green trim line and and reconciliation simple and easy!” extremely confined spaces is one visualization, there is less rework, we refer saving us lots of time.” ‘Lattice’ has process, leaks occur invariably due to projects it onto both sections.” of the biggest challenges for teams are able to manage change better and, made everything paperless including 4D BIM includes project schedule, hoses and adaptors and the time spent working on vessels and Pritam Bose most importantly, it has improved our new vendor registrations, RFQs, offer The result was better than the team costing and with the data posted to check, detect and rectify these (Construction Manager, Vizag Vessel FTRC (First Time Right Clearance),” he documents, comparison statements, anticipated: significant reduction in on cloud, it can be accessed by all leaks, a drain on the project. “In fact, III) and team had only about 15,000 grins happily. scrap declarations and e-auctions.

34 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 35 Skill set mapping to specific tracking, smoothened work planning, categories: Based on spend trends over improved standards of house-keeping the past 3 years, 63 major categories and reduced cycle time of activities VOICES FROM have been identified and mapped for the Mumbai Metro UGC-07 project with the skill sets of team members to team. Value adding and non-value ensure that the right person is assigned adding activities have been identified the right procurement as category with efforts taken to eliminate non- “The Mumbai Metro project specialist. value adding tasks. The lean tools won the 1st Prize for Lean implemented are the last planner Implementation at the ‘Lean Creating healthy competition to system, work sampling, value stream Construction Training and improve performance: The PUGH mapping, 5S, BIM Big Room Meeting, Implementation Programme Matrix decision making tool is one WS, VSM and LBMS. 2018’ organized jointly by IIT-M, such idea that is handy when several IIT-B and ILCE (Institute for parameters are not at par and it has “The project won the 1st Prize Lean Construction Excellence) paid rich dividends for the organization for Lean Implementation at the after 9 months of continuous in the use of TBM at the Bengaluru ‘Lean Construction Training and evaluation.” Metro project. Implementation Programme 2018’ Jayarama H organized jointly by IIT-M, IIT-B and Project Director, MMRC UGC-07 Innovations at the ILCE (Institute for Lean Construction Excellence) after 9 months of front line Spider boom placer continuous evaluation,” shares a proud Operational Efficiency through Jayarama H, Project Director, MMRC (3 from L&T Construction and 5 from our main concern was the enormous other boom placers commercially Lean techniques: Lean Construction UGC-07. The award was won against other companies). amount of time taken and manpower available with OEMs that carry a tag of Methodology has sharpened day to day tough competition among 8 sites required to fix pipeline works apart approximately INR 40 Lakhs plus.” P&M Innovations: The P&M team of from the delay in clearing the concrete the MMRC UGC-01 project innovated a With the hard rock ground strata from the choked pipes,” points out ‘Spider Boom Placer,’ a smaller version at UGC-01 impeding excavation Avdhesh Kumar Mishra, P&M – MMRC of the boom placer with automatic productivity, the P&M team innovated UGC-01. “For a mere INR 4 lakhs, we boom extension and swinging two solutions to address the issue. Rock developed the Spider Boom Placer operation. “When using conventional Splitter: that works on the hydraulic that is smaller, more economical than concrete pumps in concreting works, principle and depending on the rock strength, applies 60-100 MT load on the wedge which when inserted into the pre-drilled hole of suitable diameter, splits the rock which is then easily removed by excavators. Rock Buster: is a compact and user-friendly hydraulic device in which the drilled holes in rock are expanded and pushed outwards towards free face by applying 70-150 MT load directly on the rock surface.

“Since the size of projects we execute are so huge, the challenges we face are just as huge that call for innovative and out-of-the-box thinking at almost every step,” says SVD. “In fact, our very survival depends on our ability to stay ahead of the curve and we are committed to do so,” he sums up confidently. Bridging the sea at the Mumbai Trans-Harbour Link project One of the underground tunnels for Mumbai Metro

36 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 37 n a cold and foggy night in New Delhi on January 26th, when the country was still awake to 4 HOURS TO BUILD A RAILWAY BRIDGE OVER welcome India’s 71st Republic Day, two L&T teams, one from the WDFCC CTP 15 C project of ONuclear & Special Bridges BU, Heavy Civil IC led by Project Manager, M Kannan and the Special Projects & Construction Methods (SPCM) team, attached to Divisional Corporate were in the last stages FOUR ‘LIVE’ RAILWAY LINES of preparations to launch one of the two steel girders weighing 160 MT across a 48.5 m span over four A milestone for L&T; a ‘first’ for the Indian Railways ‘live’ lines on the busy New Delhi-Mathura sector, at Asoati in Palwal near Faridabad.

38 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 39 “Normally, we would have used Preparing the ground Although only two cranes were used for the ‘push launch’ method for such the erection, another 3 were on standby. an erection,” points out V Kasiraja, for launch All the elements of the bridge were The complete launching activity General Manager, SPCM who was Preparation is key to the success of such first assembled on the ground that was executed in a best-of-class one of the prime movers of this an operation. “Tougher than the actual comprised of two Open Web Structural manner that is chiefly attributable operation. “We would have done it in erection was convincing the authorities Steel Girders of 48.5 m span with 7.0 m to the meticulous planning and stages with supports, a long-drawn at the Indian Railways that what we x 10.9 m cross sections weighing 160 coordination between DFCCIL, process that would have taken at were suggesting was feasible because MT each. After assembly, they were Indian Railways, PMC-2R and L&T. least a month, and when the work they had not seen anything like this torqued, painted and then with the was in progress, the trains would Anurag Sachan before,” shares Kasiraja. “In fact, our cranes and the super lift counterweights have to move slowly which was not Managing Director, DFCCIL approval sheet carries 30 signatures of ready, the team waited for the go acceptable to the Indian Railways.” various railway officials!” To address ahead from the railway authorities to That prompted the team to develop their reservations, a mock lift was commence operations. an innovative method to launch the arranged and executed post which the long span girders from one end of the teams were given the go ahead. RFO using crawler cranes in tandem. Get. Set. Push … “The bridges were handled below the crane marched the entire length of the Their first task was to literally prepare They received the green signal at 12.40 centre of gravity since the cross girder bridge, the front crane marched only till the ground for the launch. With paddy am and had a tight 4-hour window till of the bottom chord was stronger, the railway line barricading and since fields adjoining the tracks where the 4.40 am to complete the erection. It was the rigging gears were designed further movement was not possible, super heavy-duty crawler cranes had therefore all systems go. accordingly to ensure stability. For to be positioned, the project team had super lift counterweights of 250 MT us it was a normal erection but for to ‘borrow’ the land from the owners, The bridge was first lifted from the were added to enhance the capacity them,” chuckles Kasiraja, “Rapid prepare hard stands and lay steel mats assembly bed with two 600 MT capacity before lowering and reaching the other bridge construction.” on which the cranes were placed. Demag CC2800-1 cranes. While the rear end (radius of 40 m).

Mr. S N Subrahmanyan, CEO & Managing Director, L&T. “The complete launching activity was VOICES FROM VOICES FROM executed in a best-of-class manner that is chiefly attributable to the meticulous planning and coordination between DFCCIL, Indian Railways, “Tougher than the actual erection “Our method has now been PMC-2R and L&T,” he wrote, further was convincing the authorities adopted by the Indian Railways expressing his appreciation of the at the Indian Railways that as a standard operating team’s precautionary and emergency what we were suggesting was procedure for all such standby arrangements and for feasible because they had not erections!.” maintaining the highest levels of seen anything like this before. safety throughout the operation. Our approval sheet carries 30 M. Kannan Project Manager signatures of various railway Having perfected the act, the teams officials!” The erection was successfully launched the second girder on the night th V Kasiraja completed almost an hour before of January 28 with equal alacrity, General Manager, SPCM the cut off time to the delight of efficiency and success. For Kasiraja the railway officials in attendance, and team, the success is even more watching the entire exercise with satisfying because as Kannan remarks bated breath, that included Mr. with pride, “our method has now been Anurag Sachan, Managing Director, adopted by the Indian Railways as a DFCCIL, who was effusive in his standard operating procedure for all praise of the operation in a letter to such erections!”

40 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 41 6 lines, 176 kms long Riyadh Metro network is being built by some of the biggest names in the RIYADH METRO – global construction industry. 41 km of Line 3 is being constructed by L&T as a major partner in the ArRiyadh New Mobility consortium. Running from west to east, 25.7 km of the line is elevated, with underground sections in the middle and the remaining portion at grade. The line features 20 BUILDING VIADUCTS EFFICIENTLY! stations, 2 iconic stations and 2 depots at either end.

42 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 43 Shaping the Viaduct: The viaduct of spans, dimensions and weights. has been designed to optimally To use the same launching gantry, accommodate a double track and continuous spans were carried out in a maintenance/emergency steel two phases – first the mini cantilever walkway on both sides that also portions near the central piers and carry the cables trays throughout the then the infills and end spans. The route. The structural arrangement station segments were different, 17 is a 3 celled box girder with a sleek, m in width (wider because of the aerodynamic fish belly bottom. For innovative design), 3 m long and greater efficiency, the entire elevated weighing up to 130 tons. As the portion is precast, executed as precast station and continuous spans were segmental decks with match-cast designed with precast segments to segments. The deck is supported over be erected by the ULG, the erection a single pier located over the central of the viaduct and station spans / median for most of the stretches. continuous spans could continue There are over portals straddling the uninterrupted without dismantling road when the alignment is away and re-erecting the ULG near from the central median. stations. Standardisation is key: Though Challenges & there are varying requirements for changing the superstructure, the solutions profile is standardised to fit the basic There were challenges for fish belly shape to give a uniform superstructure erection pertaining band across the entire viaduct. to terrain, alignment and traffic To accommodate road crossings diversions but these were pre-empted of up to 50 m, 3-span continuous and considered when finalizing the hyperstatic superstructures have specifications for the ULG with respect been adopted with the same standard to loads and the design. profile. A similar continuous superstructure arrangement is used to deal with sharp curvatures of up Vital statistics of the ULG to 150 m and steep gradients of up to 5.5%. For larger road crossing spans the erection methodology of the Max. Span - 37 m span (maximum is 95 m), the central cell viaducts. To overcome this delay, Max. Span load - 600 Ton depth alone is increased gradually the team came up with a brilliant Max. Longitudinal Slope - 6 % from the centre to the supports, idea to integrate the viaduct with maintaining the end cell shape the platform and precast 17 m Min. Horizontal Radius - 150 m and the uniform band effect and wide structures and erected them Max. Winch Capacity - 145 Ton constructed using balanced cantilever continuously thus taking station Average cycle time - 2 days construction techniques. construction in their stride using the same launching girders. Best cycle time - 24 hours Station in the stride: Completing the stations was a huge bottle neck Enter the versatile Universal in the construction of the elevated Launching Girder (ULG): metro. At stations, in addition Considering the variety of the to the tracks, platforms need to construction involved – typical, be incorporated. Conventionally, continuous and stations spans – and the station spans are constructed the tight schedule, the team decided either in-situ or with a different to deploy 7 ULGs that were versatile erection technique which interrupts enough to handle the different size Riyadh Metro Tunnel

44 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 45 Speeding across an expressway: The ULG successfully launched a particularly challenging span with a VOICES FROM Client appreciation for Line-3 sharp curvature of 150 m radius and a Viaduct is a testimony of our team high gradient of 5.6% over the Jeddah efforts, and credit goes to the Road, one of the busiest expressways, entire team for their efforts to with only a small window of time leave a legacy viaduct structure “Literally, thinking on our open for erection. Not once but twice in Riyadh and build L&T’s brand feet, we devised a new plan across the expressway to accommodate image in the Kingdom of Saudi to advance the construction of a station across the other side of superstructure as a tie element Arabia. expressway. by integrating the inclined pier T. Srinivasan to provide a robust structural “Meticulous planning, precise Head Riyadh Metro connection by introducing a detailing of construction stages and closed frame action. The LG design enabling structures helped us was moved over the station in to deliver,” explains Design Head, 3 days and we achieved it with K. Senthilnathan (KSN). “There were detailed construction method downs.” Since the station platform planning, immense design about 58 stages (584 steps) required was not being erected by a launching support and perfect logistic to complete this complex erection girder, the original plan was to coordination between the 5 activity and each stage was analysed, dismantle and re-erect the LG at stakeholders involved.” and detailed drawings prepared. Our team from the technical office location that would interrupt work on G. Vinod monitored the stages at site to ensure the station. “Literally, thinking on our Head Elevated Section that the erection was safely carried feet, we devised a new plan to advance out across the expressway with heavy the construction of superstructure as a traffic running all the while below.” tie element by integrating the inclined pier to provide a robust structural For G. Vinod, Head Elevated Section, connection by introducing a closed Launching Girder this was the first major challenge to frame action,” recounts G Vinod. The prove the efficacy of the launching entire system was conceptualized and girders of handling erection over devised in-house by the technical a live expressway within a very department and the detailed design restricted four hour window per night. VOICES FROM verification was carried out by the “We had to move the elements and lift design consultant, without any major them,” he shares enthusiastically, “but modification to the available design this is a major milestone receiving and in very quick time. “Finally, the LG continuous accolades from both client was moved over the station in 3 days,” “Meticulous planning, precise and consultants.” says an extremely satisfied G. Vinod, detailing of construction stages “and we achieved it with detailed and design enabling structures Straddling the hurdle: MVS Rao, construction method planning, helped us to deliver. There Viaduct Head, recalls that a huge immense design support and perfect were about 58 stages (584 challenge for his team was to lift the logistic coordination between the 5 steps) required to complete this ULG above the architectural piers stakeholders involved.” complex erection activity and supporting the sprawling iconic each stage was analysed, and landmark station. KSN points out, “Client appreciation for Line-3 detailed drawings prepared.” “Designing these piers to support the Viaduct is a testimony of our team K. Senthilnathan launching girder was both costly and efforts,” T. Srinivasan, Head Riyadh Design Head risky as the height of the piers from Metro summarises, “and credit goes the station basement is approximately to the entire team for their efforts to 20 m plus there were the sharp 150 leave a legacy viaduct structure in m curvatures of the approach spans Riyadh and build L&T’s brand image to consider that required special tie- in the Kingdom of Saudi Arabia.”

46 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 47 SCALING NEW LEVELS OF S. RAJAVEL EFFICIENCY Senior, Vice President & Head, Water, Smart World & Communication Charting OPEX processes across WET IC

t WET, we have a two-pronged approach to operational efficiency with the initial focus to maximise project delivery and the other being seamless AO&M management, pivotal for most water infrastructure projects. Over the years, we have consolidated and enhanced these two approaches with resounding success.

Today, our OPEX initiatives are giving us a head start in all projects. Survey is no longer a time-consuming activity as a range of digital and geospatial tools help to firm up alignments even as the scale of our jobs is becoming larger and more complex. With sustainable water management becoming the need of the hour, it’s imperative that we prep up execution with the right kind of technology through smart engineering initiatives like micro tunnelling and Dusk to Dawn (D2D) construction that are now our signatures of excellence across the industry.

Taking a cue from BIM, we have established a dedicated BIM hub, ‘PratiBIMb’, equipped with advanced clash analysis software for virtual construction that has significantly improved productivity with better cost control and precision. Digital tools like e-Pragati and PEARL are redefining the way we review projects to keep projects on track with a 360-degree forward vision. With a computerized maintenance management system, we now have the advantage of predictive maintenance with in-depth information to streamline and automate processes that are benefiting the industry at large.

In all our excellence initiatives, people have been our prime movers and our larger vision is to nurture an innovative culture with employees as process owners in our quest towards outgrowing our potential.

48 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 49 BIM resolves project K. ASOK KUMAR clashes Executive Vice President & Head Water & Effluent Treatment The entry of Building Information Modelling (BIM) has made life easier for engineers with prompt clash detection, analysis and resolution. With BIM, the geometric interference ater & Effluent Treatment (WET) IC has been of elements can be immediately in the thick of the action, engineering a slew of identified and resolved at the mere world-class infrastructure projects for water and click of a button. A dedicated BIM W hub, ‘PratiBIMb’, is equipped with wastewater treatment across India and in select overseas geographies. The good work has enabled us to record a CAGR advanced clash analyses software for virtual construction that improves of more than 25% in the last 5 years, and most remarkable Design customization of the bioreactor at the productivity with better cost control, Coronation Pillar Project about this achievement is that our success has been largely quantifies accurately, dynamically attributable to our continuous focus on and commitment uploads construction documents towards OPEX initiatives. and enables WEB-ex training. “We importance with innovative have resolved over 15000 clashes, execution methods to accomplish reduced 4000 manhours and made both initial and long-term VOICES FROM substantial savings in cost,” milestones “To a large extent, we says Arun Venkatesh, Head BIM, have succeeded in eliminating WET IC. elaborate manual processes that had extremely long lead times,” A standout feature of BIM is its shares G.Balasubramanian, Head “To a large extent, we have capability to change project scenarios Corporate Center, “and likewise succeeded in eliminating as was the case at the Coronation enhance productivity and monitor elaborate manual processes Pillar site. “We addressed a last-minute n today’s water starved world, the future hinges on that had extremely long lead progress, all thanks to several in- client requirement to scale up the sustainability. In fact, all that glitters is not only gold but times.” house developed digital applications. size of the bioreactor after most of every drop of water. Though countries like Singapore the surrounding infrastructure was I With much of our work happening G. Balasubramanian are far advanced in the realm of water sustainability, India below ground, it is always a challenge Head Corporate Center, WET IC completed by proposing feasible has been making rapid strides by building new-age water to make headway as there are no options in a couple of days that would infrastructure and implementing sustainable technologies to records available of the existing have normally taken two months to meet the government’s promise to deliver piped water to all underground utilities. develop,” adds Arun. rural homes by 2024. Geospatial technologies have literally Lift Irrigation Schemes where an “Water & Effluent Treatment (WET) IC has been in the thick given us an x-ray vision to see what area of more than 4,500 sq. km was of the action, engineering a slew of world-class infrastructure lies beneath the surface before we surveyed within two months against projects for water and wastewater treatment across India and start work as was done in the case the normal time of 8 months using in select overseas geographies. The good work has enabled VOICES FROM of the integrated sewer and water helicopter-mounted Light Detection us to record a CAGR of more than 25% in the last 5 years,” distribution system in Pali, Rajasthan, and Ranging (LiDAR) technology. shares K. Asok Kumar (KAK), Executive Vice President & Head where GNSSbased surveys helped us The precise levels of the survey Water & Effluent Treatment, “and most remarkable about this immensely.”” provide scope for digital terrain and achievement is that our success has been largely attributable surface modelling, design of various “We have resolved over to our continuous focus on and commitment towards OPEX After the success at Pali, geospatial structures and pipeline routes, 15000 clashes, reduced initiatives.” technologies have been generously finalisation of locations of important 4000 manhours and made deployed across WET projects, to fast structures, right of way and the substantial savings in cost.” Giving wings to survey track execution. More innovation has number of trees to cut to clear Arun Venkatesh driven digital surveys even further forests. Close to 8000 t of steel scope As the scale of projects become larger, the need to Head BIM, WET IC Helicopter-mounted Light Detection and Ranging (LiDAR) survey at Parwati at the Parwati and Kalisindh Micro was avoided by optimizing the route. and Kalisindh micro lift irrigation projects add value to project execution has assumed greater

50 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 51 Design automation network construction after the evening peak hours to be completed by The construction of storage tanks and dawn. V Dakshinamurthy, In-charge VOICES FROM elevated reservoirs though largely Operations Support, shares how he repetitive yet important calls for a and his team started with a 100 m lot of detailing. An OPEX initiative stretch at Jhunjhunu in Rajasthan. “It has automated the design for such is a unique service as various digital work through visual basis/google and process improvement techniques “We opted for micro-tunnelling technology, deploying three earth and autolisp applications along are amalgamated including a remotely types of micro tunnelling with parametric modelling through operated time lapse camera for real machines depending on the size BIM based on multiple parameters time monitoring and laser level of the pipes and terrain.” that have improved efficiency and monitoring with a Geo-tag enabled GIS saved costs by a whopping 33% and App.” He recounts how they took up a K. Hariharan 30% respectively, the latter thanks to busy section of the road on 3rd October Cluster Head, WET IC GA drawing preparation instead of 2019 to try out the initiative for the first manual drafting. time. “We started the initiative at 8 pm and despite challenges, like a sudden It pays more to work rain that lashed for over 90 minutes projects and “and with every succeeding at night and undocumented buried utilities in project, our insights have got deeper,” our way, we still completed the task on adds Dakshinamurthy. “Eventually, A novel scheme developed by the time i.e., by 8 am, the next day, thanks we should be able to stretch pipelines Wastewater BU, the ‘Dusk to Dawn’ to our preparedness.” up to 200 m.” The plaudits from concept is a first-of-its-kind in the customers and the public have been construction industry according Having tasted success, the initiative overwhelming proving without doubt to which a specific portion of the then took flight and has been the runaway success of dusk-to-dawn alignment is earmarked for sewer implemented across 10 wastewater construction.

Winch and trolley system for shifting and laying MS pipes at Alirajpur MLIS Project

Tunnelling made more a pilot tube machine was deployed, 17,000 man-days for the Bommanhalli the pipes precisely aligned with a Wastewater project team, again efficient monitor installed inside the shaft with speeding up execution and maintaining A landmark project is being executed a theodolite. For larger cross overs, safety standards. Allu Screener is a by the Wastewater BU at Cuttack that the Akkerman slurry type machine new age machine for backfilling that is will be certainly the largest sewer was pressed into service. “Thanks to being extensively deployed especially network construction in India and micro tunnelling, we have successfully by the Surya WSS project team, who therefore, unsurprisingly, extremely fast-tracked execution, project are enjoying the benefits of completing challenging. A feasibility study of management has been quicker and backfilling of large trenches in double the predominately high-water table easier, and efficiencies have improved quick time. revealed that conventional trenching immeasurably.” Hariharan is a mighty was possible only in certain portions. pleased man. GIS progress monitoring “After deep analysis, we opted for A winch and trolley system devised by A GIS progress monitoring system, micro-tunnelling technology,” informs the project team at Alirajpur MLIS to implemented to lay pipes and keep K. Hariharan, Cluster Head, “deploying shift and lay MS pipes across hills has three types of micro tunnelling track of the pipeline network, picks up fast-tracked execution and ensured machines depending on the size of the visual images of the alignment with safety. The combined casting of conical pipes and terrain. For smaller dia pipes, differentiated colour coding that keeps a compact pit launcher was installed frames and integrating the SFRC frame the client abreast of progress. Gaps are in a manhole or a launch cradle to link portion within the precast segment highlighted and ROU availability linked the works.” For slightly larger pipes, across 110 villages saved close to with the activities.

52 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 53 Thirsting for success finishing. “This way, we achieved phase The project engineer must feed in daily Portal to measure works, generate wise finishing by putting close to 150 progress in terms of quantity of work subcontractor bills and calculate the The entire IC was keen to succeed at workmen per shift and completing the executed and manpower employed. budget on completion. the Jebel Ali STP project, the IC’s largest entire activity in just about 5 days with e-Pragati juxtaposes the actual progress international project and hence it utmost safety.” Process innovation was vis-à-vis plan to highlight variance (viz. Using a PEARL of merited a tailor-made OPEX plan that required for the 3-level tertiary filter lead or lag) based on which, it triggers wisdom combined a slew of initiatives such as beds too. “It was extremely risky at the an alert in case of lag to the appropriate the 5S method for productivity, last lower levels because of the confined hierarchy in the management to initiate Productivity Excellence, Analysis planer system for critical works, make- space,” Noor points out, “so we used a necessary action to bring projects back & Realization League (PEARL) is a ready meetings, bar coding systems thermocol block as a dead bed for the on track. gamification platform with weighted and a computerized maintenance base slab to align the sequence of works average scores (60% to productivity With progress and manpower management system. “We zoned the as per the schedule.” and 40% to baseline improvement) consumption data recorded on a entire project into 7 control areas assigned to each project site. The daily basis, the leads generated are by breaking down the construction e-Pragati keeps projects present productivity data (weighted helpful to perform big data analytics to activities to align each activity with by mandays) is compared with its on track ascertain productivity norms for major individual targets that were monitored historic productivity data and any execution activities; projects can also be daily through the Time Quality Report As the quantum of their jobs leapt, improvement in productivity fetches monitored on a regular basis to tap the (TQR),” shares Project Director, Syed the onus to plan, schedule, control points for baseline improvement. 1,47, 892 SECs involving 3478 users and Rajmohan, Head O&M explains its unlockable potential for productivity Abdul Noor. To construct complex and track projects increased and the Piloted across 7 projects, the initiative considerably brought down the severity advantages, “Our earlier practice improvement. structures like the anaerobic digesters, answer was an in-house developed, created substantial cost savings from frequency.” for pump over hauling was based on elapsed time but condition an automatic climbing scaffolding web-based, project management e-Pragati captures a project at its workforce productivity enhancement Computerized monitoring has helped us analyse system with three hanging platforms platform - ‘ePragati’ – for efficient lowest level thus enabling monitoring within 13 weeks that prompted PEARL the critical parameters and pump for the different layers of work was project progress monitoring. It typically of project progress with respect to to be rolled out across projects under Maintenance performance thereby postponing the deployed. While the topmost platform follows a quantity-based scheduling to its financials, as each level of work different leader boards where each Management System overhaul has resulted in substantial catered to the reinforcement work, facilitate effective planning of works is mapped with its corresponding league houses projects based on similar the middle focussed on continuous for extensive linear jobs spread across unit cost. It is integrated with several scope of work. On the safety front, Apps WET IC constructs defining water cost savings. Elsewhere, a timely alert concreting and the bottom bench on huge areas of 3000 sq. m, at an average. modules of the Enterprise Resource such as ‘SWADESH’ and ‘ViewEHS’ have infrastructure and are now being on the higher vibration of a motor brought in unprecedented transparency increasingly called to operate and avoided a costly breakdown. Today, in overall site EHS assessment,” shares maintain structures that led to the we have enhanced productivity with K.S. Sudeesh Kumar, Head, EHS. “We setting up of the O&M Department less manpower, possess the know- have already submitted 6,23,656 forms, in FY 17 to provide scientific how of predictive maintenance for management of the various water and quick breakdown resolutions while wastewater assets. However, achieving effectively scheduling tasks for contractual parameters in terms of 100% achievement of contractual quality, quantity and safety was a parameters.” VOICES FROM challenge due to the absence of an integrated maintenance management People are our system. To effectively bridge strategic excellence movers management and operational “We have enhanced layers, an in-house Computerized “All our processes and improvements productivity with less Maintenance Management System are driven by our people,” asserts manpower, possess the know- (CMMS) was developed that translates SRV, “and with more than 5000+ plus how of predictive maintenance goals into operational metrics while employees engaged across various for quick breakdown automating the hitherto fragmented phases of OPEX, the idea is to nurture resolutions while effectively maintenance information for an open and innovative culture across scheduling tasks for 100% better information processing and levels that is already reaping us rich achievement of contractual actionable insights. More than rewards and is sure to stand us in parameters.” 35 projects are presently being excellent stead as we explore new monitored through CMMS giving WET Rajmohan horizons and take up challenging Head O&M IC a sustainable competitive edge. projects.”

54 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 55 GAINING A DECISIVE EDGE T. MADHAVA DAS THROUGH COST LEADERSHIP Senior Vice President & Head, PT&D IC Driving process changes at PT&D t a recent meeting with a developer, their CEO shared a critical piece of their interesting strategy that they endeavour to discover the lowest possible cost for all their inputs, Airrespective of market pricing, by working out specific, best-fit, technically optimized solutions every time. Such a strategy has given them a success rate of two out of three tenders. Being an EPC contractor, we can truly add value to our customers not only by demanding lowest possible cost for our own inputs with our partners and giving technically optimized solutions but also by excelling in our operations.

Our predictive abilities make our plans robust that gives us an edge to manage risks better and achieve speed and scale. Thanks to our vast experience and spread, we are blessed with a huge amount of data and knowledge. We, at PT&D IC, are on a journey through a specific OPEX initiative to orchestrate the data captured by digital means and articulate organizational wisdom in a replicable manner.

We have reaped the benefits of modularization improvised to suit our own business needs, for instance, in the kitting of tower components or remote electrification items.

In our projects, the elimination of inefficiency starts early at the planning stage itself. For example, in the way we sequence our project tasks and assign work packages for our subcontractors. At our manufacturing set ups, our Industry 4.0 journey has gained momentum with marked improvement in the Overall Equipment Efficiency (OEE) of our equipment.

At the core of such initiatives is the centralized facilitator set up named PRAPTI – Planning, Reviewing and Assisting Projects to Improve – that equips the site team with the requisite tools and analytics to improve productivity. Productivity improvement reveals itself in project duration, like in the reduction of the number of days for our civil works to achieve clean room access in GIS projects. Be aware that timely completion is a panacea this will ultimately reflect in our profitability.

Finally, process simplification needs no emphasis. As Tiger Woods put it, “There is always stuff to work on. You’re never there.”

By getting better each day, we ensure a greater tomorrow for all of us!

56 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 57 or a business that operates across is always a challenge and to monitor multiple geographies and in remote locations where accessibility is Realtime monitoring through PRAPTI Fsome of the harshest terrains, an issue.” We have driven OPEX with the the Power Transmission & Distribution primary focus on Cost Leadership (PT&D) IC has always banked on In sync with across all operations, focused on robust processes to achieve excellence LAKSHYA goals Productivity Improvement, Cost across its operations both at sites and Optimization and Process Time production centres. In recent years, Aligned to the business goals and Reduction to gain a competitive the IC has successfully executed mega LAKSHYA 2021 plans, the OPEX advantage in the industry. power transmission and distribution initiatives are focused on Productivity projects within stringent timelines Improvement, Cost Optimization T. Madhava Das thanks largely to its Operational and Process Time Reduction to gain Senior Vice President & Head, PT&D IC Excellence (OPEX) initiatives. a competitive advantage in the industry, reveals TMD, “to achieve “We have driven OPEX with the which, we introduced various primary focus on Cost Leadership initiatives at the functional level across all operations,” declares T. driven directly by the BU heads Madhava Das (TMD), Senior Vice through specific OPEX coordinators and provide the necessary push to President & Head, PT&D IC. “Our and Cluster Operating heads to speed up implementation. success factor is attributable to the effectively implement across factories total commitment of our senior and sites. Each OPEX initiative Subsequently, as the initiatives management to continuously drive the is driven by an OPEX Champion, have gained momentum, we have change process, to evolve solutions best supported by a small team working institutionalized them across ime has always been critical for any infrastructure variation claims as delays not attributable to the contractor suited to cross-country/geographically in close coordination with the OPEX functional levels as Standard construction contract. However, understanding can be highlighted and made eligible for scope variation widespread projects where execution team at L&T Powai to monitor, review Operating Procedures.” Tdelays, determining critical tasks and forecasting with the client or get additional Extension of Time (EoT) completion dates have always been challenging, even and thereby avoid legal problems.”

765 kV GIS at Varanasi more so considering the span and tough terrains of PT&D The team of Siva Sankaran, Vijay and Sumit briefs the projects. editorial team on a gamut of information and about The need of the hour was a platform with the right insights the physical progress of a transmission line project to mitigate time variations and cost claims. A 4-member in Malaysia on an applications dashboard. Thanks to task force team worked with a stringent timeline of one the inbuilt virtual workspace feature, an impromptu year to develop and implement a first-of-its-kind digital meeting is called with the stakeholders of the site tool in the construction industry for Planning, Reviewing team. Impressed by the insight, we quiz them about and Assisting Projects to Improve. “Called ‘PRAPTI’, we the software dynamics and are briefed that project developed this digital intervention,” shares Jerome Johnson, management solutions such as EIP Execution Plan, one of the digital champions, “to integrate a real time Primavera P6, Nadhi (ALIGN), Building Information decision support system that uses a detailed integrated plan, Modelling (BIM) and Geospatial technologies have by involving all the disciplines (Engineering, Procurement been integrated into PRAPTI. & Construction) in a single schedule to subsequently, with A Central Planning Cell (CPC) streamlines the plan of the the help of analytics models, indicate the department or respective stakeholders and establishes a consolidated base discipline that is delaying a project.” to schedule resource allocation, enable lean construction, “PRAPTI is extremely useful during the closing stages of integrate procurement and track material with all activities a project too,” adds Jerome, “when we are dealing with tagged to specific project coordinates.

Strategizing execution enhancing production capabilities, digitalization, engineering standardization, time saving and sustainable growth, To transit seamlessly from strategy to execution, PT&D that have ultimately led to customer satisfaction,” shares has adopted a fundamentally strong, workable approach. Deepak Nayak, Head Corporate Centre. About 26 major “Our core initiatives are focused on improving execution OPEX initiatives have given the IC comprehensive benefits methodologies, introducing process improvements, across its various business.

58 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 59 REVIEWING PROJECT strung on 4880 steel tubular poles. 65 distribution transformers with ratings Technique for Order of Preference by Similarity to Ideal Solution SCHEDULING of 25 kVA, 63 kVA & 100 kVA had to be VOICES FROM VOICES FROM installed too. When a project to electrify 96 villages The chosen across an area of more than 47, 800 km Based on initial linear scheduling, alternative should across 9 Districts in Western Odisha was work commenced but soon the project have the shortest undertaken within a stringent timeline, team encountered various issues like “Our core initiatives are focused on geometric distance “We iterated the TOPSIS approach the stakes were high for PT&D’s Utility changing customer priorities, Right improving execution methodologies, from the positive thrice i.e. in March, June & Power Distribution Business. Especially, of Way issues, third party delays in introducing process improvements, ideal solution September 2018, assigning with a ton of challenges to be mitigated approval and the like that required enhancing production capabilities, (PIS) and the different weightages to various that included negotiating the elephant continuous rescheduling of order of digitalization, engineering longest geometric criteria.” corridors of Sundergarh, hilly terrains preference of villages and reallocation standardization, time saving distance from the and sustainable growth, that G Karthik of Deogarh, mines of Jharsuguda, of resources. After carefully analyzing negative ideal Project Manager have ultimately led to customer submerged areas of Sambalpur, all the factors affecting the deployment solution (NIS) DDUGJY satisfaction.” cultivation lands of Bargarh, tribal of resources, the core project team habitats of Nuapada, Maoist regions realized that four major factors held Deepak Nayak of Kalahandi and the searing heat of the key to determine the project Head Corporate Centre Best Alternative : Positive Ideal Solution (PIS) Bolangir. A detailed survey revealed schedule – Order of Preference of Worst Alternative : Negative Ideal Solution (NIS) that 36 out of the total 96 villages were Villages/Works, Customer & Political in the vicinity of dense forests where priorities, Contractor & Work Front the scope involved electrifying 1392 Availability, Complexity in Materials Aligning with the with 16 villages in April as originally criterion of ‘Customer or Political households ranging from 4 to 208 with and Accessibility. Based on this success, planned, the team started with a Priority’ was given more weightage an average of 36 households per village. this approach was implemented across TOPSIS approach different set of 9 villages in April and during March 18 and reduced in the Power had to be transmitted through DDUGY and IPDS works covering 1381 another 9 in May as per the revised subsequent months. As accessibility For the core team of Karthik, Sandeep, 192 km of aerial bunched cables villages. schedule; the execution of 10 villages to several of the villages reduced Karthikeyan, Ravitej and Sahil Kumar, was brought forward to start in the 1st with the onset of monsoon during it was time to shift gears, and they quarter that were originally scheduled July - September, the ‘Accessibility’ opted for a novel scheme - Technique TOPSIS APPROACH IMPLEMENTED ON A LARGER SCALE for the 2nd and 3rd quarters. criterion was given preference while for Order of Preference by Similarity the ‘Complexity in Material’ criterion to Ideal Solution (TOPSIS), a multi- DDUGJY & IPDS Works gained precedence during March criteria decision analysis method Keeping tabs on & September due to the limitations based on the concept that the chosen influencing factors in procurement of the specialized 33kV New Lines 11kV Aug. Lines alternative should have the shortest structures used specifically for the UE 213 ckt km 1188 ckt km geometric (Euclidian) distance from With the schedule spread over nine execution works. the Positive Ideal Solution (PIS) and months, quarterly revisions to the weightages were made considering the farthest geometric (Euclidian) The gains for the project team 11kV New Lines DTR Aug. the dynamic nature of the influencing distance from the Negative Ideal by adopting the project schedule 1086 ckt km 570 Nos factors. “We iterated the TOPSIS Solution (NIS). For instance, PIS based on the TOPSIS approach were approach thrice i.e. in March, June & maximizes benefit and minimizes cost, manifold: reduction in average cycle September 2018, assigning different whereas the NIS maximizes cost and time to electrify villages, reduction DTR New LT Aug. Lines weightages to various criteria,” says minimizes benefit assuming that each of schedule overruns, reduction 776 Nos 210 ckt km Karthik, with each succeeding iteration criterion needs to be either maximized in supervision costs, improved or minimized. A simple and useful excluding the villages that were started monitoring and implementation of technique, TOPSIS ranks multiple earlier. During the initial phase of the 9 Districts LT New Lines 33/11kV New SS quality and safety resulting in lesser possible alternatives according to project, i.e. March to June, there was 490 ckt km 9 Nos working capital requirements that 30 Towns closeness to the ideal solution. “After a compulsion to start and complete thrilled the stake holders. After the working out the mathematical those villages under the SAGY scheme successful implementation of the Villages 1381 33kV Aug. Lines 33/11kV Aug. SS functionality, the decision matrix and directly monitored by the local pilot project in 36 UE villages in the was derived and then the order of Members of Parliament. With the Sambalpur District, the scheduling 47800 Sq. km 593 ckt km 43 Nos preference arrived at,” elaborates customer having his own list of villages approach has been applied for the Karthik. Therefore, instead of starting to be taken up on priority basis, the entire works.

60 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 61 SURVEYING MADE SIMPLE Pre-task Plans

Tower erection and stringing call for comprehensive safety and quality guidelines in transmission line projects. Though secure methods were in place, the risk of a tower collapse had to be completely removed for which a Pre-task Plan (PTP) was initiated that involved implementing motorized double-capstan winches for tower erection and aluminium final sagging bridges for final sagging activities for control and safety of workmen.

Through a centralized approach, the process at each location was defined highlighting the potential hazards that included stringing across different stretches to prevent tower collapse. Conductor drum scheduling further minimized wastages. To enhance the process, workmen gangs were oriented with activity training programmes and procedures for using winches and sag bridges safely. There were instances especially in UPD Dileep take us through the paces. The projects where for a 24-month project, surveyor at site has only to upload At the 500 kV DC TL stringing activities surveying alone used to take close to 4 the data from the catalyst device in Malaysia that had close to 160 plus months. Hence there was a dire need to following which automatic BOM towers with an average height of 60 make surveys more efficient especially generation location wise and auto meters running for most part of the for long span projects. A 4-member survey drawings are generated with alignment, the sag bridge played task force team at UPD’s HQ office was conductor/cable lengths finalized. a pivotal role to ensure safety and A safe platform on sag bridges for transmission tower erections mandated to design and develop a GIS ‘LMNoP+Dhruv’ has enhanced productivity. “Introduced in West based solution to reduce survey time productivity and improved workflow Malaysia, the sag bridge was placed height,” informs T.R. Ravichandran, Project Manager. Sag The success of sag bridges is translating into numbers: 15% and improve data collection at sites that ensures faster delivery of the final parallel with the rough sag of the bridges can be customized as per the tower specifications increase in tower erection, 26.86% reduction in tools and tackles during survey and execution stages. survey outputs and less chances of any conductor as a platform for fitters to as was the case in this project where a 20 m sag bridge was inventory, reduction of manpower by 35% during the final cost escalation. Across UPD projects, carry out the final works completely used to accommodate 5 m platforms in 4 parts with all tools sagging activities and an overall reduction in the incident and Within a year’s time, the team came the average cycle time for conducting eliminating the hazards of working at required for final sagging placed on the bridge. fatality rates to 9.87% and 8.56% respectively during 2018-19. up with ‘LMNoP+Dhruv’, a unique surveys has reduced from 4 months to digital solution that combines mobile just 2.5 months! application to collect and map all equipment at field level and the web Similar digital surveys have now application to review and finalize become the order of the day at other field data to submit to client. The projects too. At the 400 kV Chimuara application works through a Trimble -Nacala Transmission Line project catalyst device which is a lightweight in Mozambique, LiDAR was used to antenna that plugs directly into an complete the 370 km topographical Android phone or a tablet's USB port survey, where close to 100 km of the to take measurements. alignment passed through dense forests. Apart from time and cost Elaborating on the simplification of savings, the crew’s safety was ensured. the process, the development team The site team is also using drones to comprising Charan, Ajay, Kaustav and capture data from various locations. Tagging of transmission tower members Workmen orientation Workmen on lifelines to raise the steely tower members Stringing over a railway line

62 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 63 EXPERTLY MOVING ENHANCING DELIVERY MOUNTAINS COMMITMENTS Across PT&D’s factories in Pithampur and Puducherry, the process of production is driven through an internally developed, customized ‘PDSS 4.0 TL Tower Factory ERP’ software that monitors a range of tasks like BOM preparation, material requirement planning, cutting optimization, production planning, vendor planning, process control, QC checks, panel wise bundling and despatch. At the shop floor, the Theory of Constraint (TOC) approach is implemented to identify bottlenecks in the supply chain to streamline production processes. Considerable improvements have been made across various lines including galvanizing, beam production, fabrication of tower parts with reduced delivery lead times. Wastages in zine and binding wire consumption have also reduced. With tower wise despatches to sites, on-field teams have lead time, and cost and time are saved as there is no need for any segregation at site.

The demoulding time to produce precast poles in power distribution jobs has been brought down from 72 to 24 hours by changing the M40 mix design of concrete through admixtures that has also increased productivity and sales of poles.

Another process innovation at the 500 kV Chom-Bung Bang-Saphan 2 site in Malaysia has been a three-check point QR code that tracks elements from the factory, to the store and thence to the site through which likely shortages are immediately addressed, can be accessed any time and one can compare scope verses actually supplied tower elements. Safely moving hulking transformers to Wangtoo and Sarawak Substations

ransporting huge, heavy-duty transformers, veritably a project within a project, have been successfully accomplished at Wangtoo in Himachal Pradesh and Sarawak in Malaysia that involved a cross-section of on-field VOICES FROM T tasks. At Wangtoo, the Special Projects and Construction Methods team stepped in to expertly move 9 of these hulking monsters across the Solding Khad and Jaypee Bailey bridges, that were the only link to the districts of Kinnaur and Lahal Spiti that are critical for army movement to the border areas. After a thorough analysis “The transportation system was of the bridges, a customized solution was developed by reducing the self-weight of reconfigured with variable load the system (without puller and trailers) and ‘skidding’ the transformers across. “To distribution and simulated to meet the bridge design requirements, the lattice girder system configuration was reciprocate with the IRC Standard devised as an easy assembly and dismantlable pin connection,” shares Sivakumar, of the vehicle to transport without the Planning Engineer. “The transportation system was reconfigured with variable either strengthening or modifying load distribution and simulated to reciprocate with the IRC Standard of the vehicle the existing bridge.” to transport without either strengthening or modifying the existing bridge.” Sivakumar Planning Engineer At Sarawak, two 240 MVA Auto transformers with a freight weight of 143 tonnes, comprising mainly of a tank that was 9.5 meters long, 4 meters wide and 4.5 meters tall, had to be supplied to the Marudi Junction 275/132 kV substation project. It was a two-day journey from the Bintulu port to the site, the cargo moving at speeds of 5 to 20 kmph accompanied by escort vehicles. At site, the issue was to position the transformer to its plinth area along the live substation without a crane due to space constraints. “We introduced the hydraulic jacking and skidding technique for the first time in this region for the installation,” informs Mohana Dayalan, the Project Manager, and it took just 2 hours to position the transformer from the road to the plinth, perhaps the fastest and most effective skidding/Jacking method executed in this region. TLT factory Puducherry

64 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 65 One of India’s largest floating solar plants, Tirupati Ready for Commissioning Cell VOICES FROM Functioning as a nodal agency, an exclusive Ready for Commissioning (ROC) cell has been empowered to act and take decisions outside of the “The L&T SAHBT tracker is project team regarding any critical designed with higher structural evaluation that calls for updates before stability and is easy to handle, issues are raised by the customer. Since assemble and maintain while its this is an upfront evaluation before the automatic, remotely controllable client evaluates, the down time due to and unmanned operation makes it a punch points have dropped drastically safe solar installation.” by 20%. Shaji John Head - Business Development & PATENTING Proposals axis monofacial tracker,” mentions TECHNOLOGY Shaji John, Head Solar BU. “The L&T Several technological innovations SAHBT tracker is designed with higher have seen light of day in solar tracker structural stability and is easy to and battery energy storage systems. handle, assemble and maintain while One of the biggest by the Solar BU has its automatic, remotely controllable and been the indigenous development of unmanned operation makes it a safe the Automatic Single Axis Horizontal solar installation.” Bifacial Tracker with Specular Since backend service is just as Reflective Elements. “This is a high important in product development, the energy yielding platform with 18% Solar BU has developed an automatic more output than the horizontal single module cleaning system that reduces water and manpower requirement by a whopping 70 to 80% while increasing energy generation by 2 to 5% in comparison to conventional methods. With the technology patents to be formalised shortly, these products will be a shot in the arm and a decisive competitive edge for the Solar BU when tapping global markets. Championing OPEX

The future is all about how the OPEX initiatives are championed by bringing technology to the fore and automating processes to ultimately give customers greater value and timely delivery. “As the ‘Columbus’ of L&T and as we make inroads into newer geographies, scaling up OPEX initiatives is the way forward to achieve operational excellence,” Single axis tracker block and single row tracker variants Solar automatic cleaning system rounds off TMD.

66 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 67 LAYING TRACKS OF GROWTH … RAJEEV JYOTI EFFICIENTLY! Chief Executive, Railways SBG The Railway SBG story …

ailway Projects are unique in many ways. Our focus on improving operational efficiency involves a multi-faceted approach that involves a combination of strategic Rinitiatives, expert project planning, and innovative methods to execute speedily and cost-effectively.

Some of the these aspects include :

• Large scale deployment of mechanized construction techniques for rapid progress of both Trackwork and OHE projects and monitoring of turnaround time of all P&M through GPS based digital technologies. This includes New Track Construction (NTC) machines for trackwork along with a multitude of other track finishing machines. On the OHE front, besides mechanized OHE wiring, multiple mechanized methods are followed for Cylindrical Auger foundations and OHE mast erection as well.

• Our pioneering venture to implement Linear Project Management tools like ‘TILOS’ is to effectively visualize and plan mega linear projects across domains.

• We are harnessing Digital technology for Supply Chain Management by developing various apps that drive ‘Store to Site’ planning in OHE and S&T works.

• Leveraging strengths on the Design and Engineering fronts across multiple domains like track alignment, traction power simulations, interface design, ballastless track works, signaling design through state-of-the-art design software and BIM.

• Strong focus on safe work practices leveraged through digital technologies viz; Virtual Reality based training for workmen to emphasize the criticality of working along ‘live’ tracks.

• Nurturing an innovative culture for Operational Efficiency through institution of awards - Digital implementation, Energy Optimization, Large Scale Reuse of / Waste, Time Reduction, Advancements (DELTA Awards)

68 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 69 major bridges. These require location design and construction activities that Besides wiring, multiple mechanized must be visualized and conceptualized methods are followed for Cylindrical VOICES FROM in planning to optimally utilize Auger foundations based on site resources and movement of heavy conditions that includes Auger on track equipment like the NTC machines Crawler based RRV and tractor/trolley and tamping and ballast regulating mounted Auger. A similar multi- “We need to optimize the machines. In response, the SBG was pronged approach is followed for mast movement of the NTC machine amongst the first to introduce Linear erection as well. as it spreads the sleepers and Project Management tools like ‘TILOS’ lays tracks at the rate of some – to effectively visualize and plan mega Self Sufficiency in 2 km a day. Through TILOS we linear projects across domains. Driven are able to visualize the overall by a dedicated ‘Track Planning Cell’, this OHE structures project in a snapshot and plan critical activities like NTC strategic initiative facilitates centralized “Our association with the Railways has machine movement planning of not only civil & track leapt from about 7,500 tkm of OHE a months ahead.” projects but mega OHE projects as well. decade ago to over 16,000 tkm now with the advent of the DFC and other S. Ramkumar Excellence in logistics large EPC projects from the Indian VP & Head Mainline BU and P&M turnaround Railways mainline,” points out Rajeev that has, at the same time, increased time his requirement for OHE structures The NTC machine is truly a workhorse including 13 m high rise masts for double stack containers. Managing the “Apart from a paradigm shift in our for DFC projects. This ‘over a km long he Railways business is unique existing vendor base and insulating the execution, our focus has been to machine train’ carries about 2,000 pre- and railway projects are unique business from price spikes are critical improve our operational efficiency cast sleepers and 250 m long welded in many ways. A case in point considerations for Rajeev that has led Apart from a paradigm shift T rail panels to lay 1.5 tkm. “We need to is a major project in the Western through a combination of strategic in our execution, our focus to the establishment of a new OHE Ghats that requires OHE installations initiatives, expert project planning, optimize the movement of the NTC has been to improve our in 70+ tunnels and 125 bridges over innovative methods to execute speedily machine as it spreads the sleepers operational efficiency through and cost-effectively,” shares Rajeev and lays tracks at the rate of some 2 a combination of strategic a stretch of 428 km, 90% of which is km a day,” says S.Ramkumar – VP & initiatives, expert project single line. A project of this complexity Jyoti, Chief Executive, Railways SBG, Head Mainline BU, “of course there planning, innovative methods throws up a welter of challenges: of “but what has really helped us is a are issues to be solved,” he adds, “RoW to execute speedily and cost- working amidst highly restrictive culture of efficiency that we have effectively, but what has ‘block sections’ involving significant created and perpetuated within our and incomplete sections can seriously really helped us is a culture of material handling and extraordinary business.” impact productivity but through TILOS erection methodologies. Unique we are able to visualize the overall efficiency that we have created The Dedicated Freight Corridor (DFC) and perpetuated within our challenges require unique solutions, project in a snapshot and plan critical projects have radically changed the way business. like in this case, installing OHE using activities like NTC machine movement the Indian Railways approach projects gantry structures without impeding months ahead.” Timely refurbishment and, at the same time, as rail systems Rajeev Jyoti normal train movements, with of rakes carrying sleepers and rails integrators, the Railways business has Chief Executive, Railways SBG minimal dependence on ‘traffic block’, is yet another logistic challenge the continuously morphed itself to meet developing ‘quick transfer containers’ team faces to ensure that the NTC new and more exacting demands. to shift OHE foundation material to machine functions optimally. Besides, difficult locations and such like. This Stretching efficiency a large battery of Ballast hoppers is ability to think on their feet and evolve digitally monitored to optimize ‘Hopper clever strategies, has transformed the over hundreds of kms Turnaround’ time. Railway business from a simple EPC player into a large-scale Rail Systems DFC projects are primarily mega civil & On the OHE front, simultaneous Integrator. Proof of pudding is an order track works involving multiple linear stringing of contact wire and catenaries book that has grown 5 times along with activities spread across hundreds of under tension reduce both operational km featuring numerous minor and costs and execution time. revenues and profits. Riyadh metro track work

70 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 71 fabrication and galvanizing facility at Head EDRC Railway SBG , ‘and we are TL factory, Pithampura with a capacity moving towards simultaneous linking of 36,000 MT/annum. “Our sense of of track ESP (Engineering Scale Plan) The business is extremely urgency is reflected in the fact that the with LoP and SIP leading to BIM.” challenging and very often fabrication facility was set up and fully we are treading challenging functional in double quick time,” smiles Harnessing the benefits terrains, but I guess that is Ramkumar of digitalization across the thrill of meeting these domains challenges head on and driving Driving efficiency along the business forward to new several tracks “Safety is a critical consideration and frontiers. more so in linear railway projects,” Rajeev Jyoti A first-of-its-kind GPS-based ‘Central says Alok Sharma – Head Safety, “for Chief Executive, Railways SBG Command Centre’ was deployed by which we have been leveraging digital the WDFC project team to monitor technologies viz; Virtual Reality based and track a multitude of high value training for workmen to emphasize the and specialized track and OHE criticality of working along ‘live’ tracks.” construction machines, provide track linking completion status updates, The implementation of PROCUBE Centre in Kanchipuram, one of the trigger collision warning alerts to both across all railway projects has given finest and first amongst Indian private the driver and LC gate operator when top management comprehensive companies to train manpower in the approaching LC gates. daily overview snapshots of projects, railway domain, with the requisite supported by periodic drone-based theoretical and practical on-the-job ‘eM Track’ drives ‘Store to Site’ planning video capture. SPEED is another training to address Track and OHE and is specific to OHE and S&T works. initiative to improve Site Productivity requirements. With numerous components involved, Efficiency and Excellence through the non-availability of even one Digital means while ‘Asset Insight’ Nurturing an innovative component can throw productivity tracks and efficiently monitors P&M. culture for Operational off the rails. By promoting inter store “We have developed and implemented New track construction machine and store-site interaction, ‘eM Track’ Efficiency a QR Code system at site for effective significantly reduces working capital control of drawings,” adds Shiv Gupta. At the end of the day, for Rajeev and requirements without compromising An app-based solution to raise, his senior management team to drive project progress and since railway approve and monitor RFIs (Request for productivity, it is imperative to create activities are linear, most of these Inspection) too. and nurture an innovative culture VOICES FROM applications are mobile based. and one step in that direction has RACE initiatives have been adopted been the institution of the DELTA to benchmark cost and a structured Making the engine Awards - Digital implementation, process to benchmark suppliers on room more efficient Energy Optimization, Large Scale multiple parameters has already “Safety is a critical Reuse of / Waste, Time Reduction, On the engineering and design fronts, resulted in significant savings on consideration and more so Advancements (Innovation) the business has assimilated in big-ticket system vendors. RACE in linear railway projects, for Awards that attracted as many as 89 house talent across multiple railway has ushered in a greater degree of which we have been leveraging implemented entries from across the domains like track alignment, traction understanding that has triggered the digital technologies viz; Virtual Railway SBG. Reality based training for power simulations, interface design, creation of a significant database and workmen to emphasize the ballastless track works, signalling increased partnership with specific “The business is extremely criticality of working along design and much more. “For Track stake holders both locally and globally. challenging and very often we are ‘live’ tracks.” and OHE designs, we use advanced treading challenging terrains,” says design software like Bentley; STAAD Enhancing skilled Rajeev with a serious and piercing Alok Sharma Head Safety Pro to generate Alignment Designs, manpower base look, “but I guess that is the thrill of Engineering Scale Plans, Layout Plans meeting these challenges head on and (LoP), and Signal Interlock Plans (SIP) More ‘Front Line Supervisors’ are driving the business forward to new coming through the Competency OHE fabrication and galvanizing facility at TL factory, Pithampur to name a few,” informs Shiv Gupta – frontiers.”

72 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 73 DIGGING DEEP TO MINE S. KANAPPAN GREATER VALUE Chief Executive, L&T GeoStructure Driving operational efficiencies at L&T GeoStructure

eing a specialized business, operational efficiency for us at L&T GeoStructure has a lot to do with smart customer relationship Bmanagement. First and foremost, it is imperative to have 360-degree data about our key stakeholders. For this, we draw up a list of all our current and past projects, understand our clients/customers, identify their key decision makers, analyse our own bid strategy, identify the key marine P&M owners/ hirers, specialist sub-contractors and competent partners/associates. We prepare ourselves with a database of emerging or forthcoming projects for various customers so that we can provide techno-commercial and robust conceptual designs at the drawing board itself to partner them throughout the life cycle of the project.

To improve our strike rate, we appreciate the importance of educating and enlightening our customers about our specialized offerings and the advantages of EPC solutions to create innovative designs and engineer cost-effective execution strategies by leveraging our strong in-house design and engineering team to reduce competition and increase our hit rate. Even after either a win or loss, we conduct a threadbare post bid analysis to arrive at appropriate counter strategies vis-à-vis that of our competitors.

Last, but not the least, success in our field has a lot to do with retaining our customers by constantly staying in touch with the key decision makers, proffering help to resolve operational or contractual conflicts to sustain and nurture relationships and thereby win repeat orders.

74 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 75 “To have an operationally consistent the perspective of constructability that “We always seek to value-add to client and sustainable business, it is saves time, rework, redesign and helps proposals by following a process of imperative to have an inclusive procure timely approvals. For concrete consultative selling,” shares SK, “and strategy,” declares S Kanappan (SK), structures, the choice of precast and/or it is a win-win situation in which Chief Executive, L&T GeoStructure, cast in situ construction methodologies the client enjoys a more efficient “whereby inputs are gathered, are decided at the design stage that process and we gain with additional discussions conducted, strategies improves efficiency and flexibility in scope of work.” A case in point is the evolved, decisions taken and initiatives material allocation and manpower Uppur Project, where the advantages adopted with the buy-in of everyone planning. “We are able to speedily of the Cathodic Protection Systems involved.” During the execution of were recommended to the owner resolve issues at site or promptly address a project, it pays to involve all the to increase the durability of marine customer or consultant queries by departments to consider innovative structures that were readily accepted deputing designers to site,” explains ideas and options, discuss and decide and are now acknowledged as Amit Mishra, Head – Planning. “Issues on them only after carrying out best industry practices. Faced with are resolved quicker with face-to-face due diligence. “We adopt a holistic certain execution issues for curved technical discussions and by being approach, studying the different rectangular precast girders in the at the centre of action, they are able components and provisions of the BHEL Project at Ennore, the team to continuously interact with onsite project as a whole, analysing both the recommended straight, smaller, engineering and commercial aspects personnel to modify methods or even rectangular girders fixed on a chord before taking a final call.” experiment to enhance efficiencies that to achieve the curve. The client are immediately communicated with the accepted the recommendations Inclusive strategy PMC or client to highlight the resultant and the girders were executed with translated into action change in scope vis-a-vis the tender and only a modification to the pier cap the accruing cost benefits.” dimensions. In the IndusInd Project Multi modal terminal at Sahibganj, Jharkhand The earlier the involvement, better the cohesion and results, which is why too, a ‘D-Wall’ was proposed instead general arrangement drawings are of sheet pile excavation that even the regularly updated and shared with the client recognized as a more viable, Construction Methodology and Planning feasible and modern solution. Cell (CMPC) and Formwork teams at the planning and design stage itself, to Recognizing the key take on board valid suggestions from roles of CMPC & formwork teams The role of the CMPC and formwork We always seek to value-add to teams is vital from day one of a client proposals by following a project especially in the choice of the process of consultative selling, construction methodology, its planning, A case in point is the Uppur testing and constant improvisation Project, where the advantages with the available material to speed of the Cathodic Protection up execution. “We analyse various Systems were recommended equipment positions in the process,” to the owner to increase the shares E. Sathish Kumar, Head – durability of marine structures CMPC, L&T GeoStructure, “prepare that were readily accepted and are now acknowledged as best and share sequenced drawings with industry practices. the site for easier comprehension.” Geotechnical test setups and schemes S Kanappan are recommended based on experience, Chief Executive, L&T GeoStructure ease of execution and site safety like 3D models for formwork and shuttering Coal terminal at Paradip, Odisha that were prepared for the BHEL and

76 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 77 the 250 MT crane. “The process called for high precision,” says M. Kumaran – Head - Engineering, “because as the VOICES FROM raker piles go below the soil stratum, the possibility of clashes is huge but as we had modelled the whole piling sequence and arrangement in BIM by “The process called for high calculating the exact coordinates, we precision, because as the raker were able to execute flawlessly.” At the piles go below the soil stratum, IWT Sahibganj project, gantry piling the possibility of clashes is huge that is easy to assemble, operate, detach but as we had modelled the whole and reuse, was efficiently deployed. piling sequence and arrangement Project Manager, Samir Sarkar, shares in BIM by calculating the exact coordinates, we were able to that they were equipped with and execute flawlessly.” guided by all the necessary calculations and sequence drawings for every Diaphragm wall works for a project in Chennai M. Kumaran movement of the gantry. “What’s more, Head - Engineering we could operate the gantry smoothly and safely even in bad weather.” Runj Projects or the piling sequence modelling for clash detection developed Enjoying the fruits of for the IOLPL Project. collaborative working

Making 3D models at In most projects, the selection of home near the sea construction methodologies is based on a multi-disciplinary analysis; the more In marine works, the most common realistic and reliable the analysis, the equipment for pile driving offshore better the choice of methodologies and work is a jack-up barge (also known excavation techniques. Six basements as a self-elevating platform) with 400 were planned at the IndusInd Project, MT payload capacity equipped with a diaphragm wall with four level struts a driving setup of two cranes and and a waler system (excavation shoring material handling barges to shift piles system) to demolish the existing Innovative movement of consignment through water way Trench cutter in action and precast members. A 250 MT crane structure. The team resorted to the is positioned over the jack-up barge to Plaxis 2D software to model the soil Government’s Sagarmala Project to before 26 February 2019,” points out drive the raker and vertical steel piles structure interaction, using a finite Using quality to drive improve waterways along the river Balaji Sree Ranganatharao P, Head while a 300 MT crane handles the piles element method for a 2-dimensional efficiency Ganges. The project warranted the VOICES FROM – Logistics, “and to plan this time- and other precast elements in both the analysis of deformation and stability deployment of a mobile harbor crane bound exercise we had to consider travel barges. A hydraulic pile guide that optimized the design solution for “Our Quality Management System that had to be transported from a number of aspects like custom system mounted on the jack-up barge excavation and ensured stability during is in line with the requirements the Kolkata Port to the project site clearance, material handling, lashing, guides the pile at the required angle. construction. The Plaxis 2D software of ISO 9001:2015,” says S.N. Rajan, – a tall order considering that the choking, river transit, Farakka Lock was used similarly by the Uppur Project “Our Quality Management System is Head – QMS, L&T GeoStructure, “and The process involves a Vibro hammer consignment comprised 34 packages, Gate permission and a lot more.” They team to successfully construct an in line with the requirements of ISO we believe that the capability of an pile-driving to the required penetration weighing all of 244 MT. Transit of managed them all and against an offshore intake well. 9001:2015, and we believe that the organization is directly related to the based on the soil condition, ensuring such a huge consignment 472 km capability of an organization is directly estimated transit time of 21 days, the capabilities of the people employed: that the pile centre does not shift by Achieving operational by road to a remote, not-too-well- related to the capabilities of the people consignment was delivered right on obviously better the people, better more than D/10 (where D indicates connected site was a non-starter. employed: obviously better the people, schedule in 8 days. “The last package the productivity. Therefore, training the diameter of the pile) from the excellence at the Instead, the team decided to transport better the productivity. Therefore, was unloaded bang on dot on 26 and development are the focus areas training and development are the focus drawing coordinate and the deviation it on a barge via the NW 1 Inland February,” exults Balaji, “and in the for us in QMS.” Strategic planning Sahibganj Project areas for us in QMS.” in verticality does not exceed 1.5%. Waterway to be unloaded directly process we managed to save 10% in and risk management are two On attaining the desired depth, the The IWAI-IWT Project at Sahibganj at the IWT Sahibganj terminal. “We S.N. Rajan costs and 13-man days!” other areas under QMS. Under risk hydraulic impact hammer is lifted by in Jharkhand is part of the Indian had a deadline to deliver the cargo Head – QMS, L&T GeoStructure

78 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 79 For SK, better quality management evaluated on their previous safety and sustain a positive EHS culture analysis and expertise mapping have results in delighted customers who performance prior to engagement and one of KPRn’s mandates is to see helped us fill various key positions open the door for future business. at our projects,” he says, “and their that leadership is visibly driving EHS in Engineering Design,” says Bino. “In VOICES FROM VOICES FROM “While customer feedback is a valuable EHS performance is continuously at sites. terms of operational efficiency, this input for improvement, continual assessed. We use the carrot and stick has helped us leverage the available self-driven improvement is just as approach,” he grins, “support them The right person for the talent pool from a short- and long- important,” he stresses. when required, but reprimand when right job term strategic perspective.” “17 out of our total 18 sites necessary, with the threat of dire “We achieved operational efficiency Planning was identified for skill performed without LTIs. The National EHS – an important consequences if they do not follow by tapping the right talent at the For Bino Mathew Jose, Head – HR, Safety Council of India recognized required time, with substantial development for which the HR team our EHS requirements.” Involvement L&T GeoStructure and team, talent our efforts at the IWT Sahibganj site determinant of savings on cost of talent acquisition. initiated the Planning Engineers and demonstration of EHS by the acquisition is all about hiring special and two of our clients – VIH Stone We tapped 85% of our candidates Programme, an 8-month long efficiency leadership goes a long way to create talent for extremely niche areas Column Work, Vizag and Nabinagar through a strong external and exercise, to train and develop a like building marine structures, Super Thermal Power Plant awarded On K P Ravinath’s (KPRn), Head – internal network domain.” bunch of strong planning engineers. the EHSOs for their sterling construction of dams, barrages, EHS, L&T GeoStructure shoulders, rest Recognized as the Best Skill performances.” Bino Mathew Jose diaphragm walls, lift irrigation the responsibility of ensuring that a Development Programme, the Head – HR, L&T GeoStructure projects, piling, ground improvement positive safety culture prevails. “17 Our theme of 3G3 is to grow initiative won the Golden Category K P Ravinath works, Reverse Circulation Head – EHS, L&T GeoStructure out of our total 18 sites performed 3 times in 3 years, and to achieve HR Award presented by Tata Institute Drilling (RCD) and the like. “We without LTIs,” he shares with a this ambitious target, we must of Social Sciences & LeapVault CLO achieved operational efficiency sense of achievement. “The National keep raising the operational (Chief Learning Officers) in 2019 by tapping the right talent at the Safety Council of India recognized efficiency bar, which we while L&T GeoStructure had won the management, potential risks and required time,” he points out, “with our efforts at the IWT Sahibganj site are sure to. Golden Category HR Award for Best possible variabilities from anticipated substantial savings on cost of talent and two of our clients – VIH Stone On-the-job Training in 2018. conditions are analyzed and captured. S Kanappan acquisition. We tapped 85% of our Column Work, Vizag and Nabinagar Allowance for these risks during the Chief Executive, L&T GeoStructure candidates through a strong external Super Thermal Power Plant “Our theme of 3G3 is to grow 3 times pre-tender and operational stages and internal network domain.” awarded the EHSOs for their sterling in 3 years,” affirms SK, “and to achieve avoids delays or cost variations. “Our Understanding the available skillsets performances.” Apart from employee this ambitious target, we must keep Quality Assurance Plan for specific is an imperative to leverage human engagement, rewards and recognition, raising the operational efficiency bar, activities defines work method capital and fill gaps. “Skill gap sub-contractor management is which we are sure to,” he signs off statements, inspection test plans another focus area for KPRn. confidently! and checklists,” adds Rajan. Routine, “Sub-contractors are assessed and periodical checks and inspections of processes, materials and products improve the quality of construction and, at the same time, substantially reduce the chances of potential liability and rework.

Sea water intake and outfall structure at Uppur, Tamil Nadu

80 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 81 A BEST-IN-CLASS HOT STRIP MILL ANUPAM KUMAR HAS TAKEN SHAPE! Vice President & Head (Metallurgical & Material Handling - SBG) At SAIL, Rourkela

he ever-growing demand in EPC projects is for speed and scale, which calls for enhanced operational efficiency to deliver quality products Tat right time and right value. The expectations of stakeholders can be addressed by embracing digital advancements and quickly adopting to new and faster techniques, duly complemented by advanced mechanization. At MMH, operational efficiency is close interaction right from inception stage, i.e. design and detail engineering wherein the issues related to constructability are debated and duly incorporated for faster and smoother execution. The procurement process is fully digitized and synchronized with the project requirements to enable selection of the right product, undertake inhouse manufacturing and onboarding the right vendor. In execution, MMH has institutionalized several processes with the sole purpose of transforming the site activities into a safer and more productive environment thus adding value to the product being delivered.

We always endeavour improved performance across departments at micro-level, robust interface & resolution management. Coupled with this internal process efficiency, the focused efforts for external stakeholder management, involving a multitude of customers, consultants, vendors, subcontractors and workmen at various levels and locations in these challenging times is the driving factor to execute process intensive complex projects in time. The operational excellence at MMH is driven through People, Processes and the Organization. Automation of Design and Mechanization of Construction will be the growth drivers for MMH completely changing the competitive dynamics which we are facing today to enable us to grow globally.

MMH is focussing on ‘Business Excellence’ where the ‘Leadership’ is driving focused ‘Strategy’ through its ‘People’, ‘Process’ and ‘Partnerships’ with a ‘Result’ oriented approach that will create multi-fold value to all its stakeholders.

82 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 83 he Consortium of L&T’s furnace oil, firefighting system. 4000 Metallurgical & Material MT of refractory work, 4.2 km & 8.8 Handling (MMH) SBG and km 220kV double circuit transmission T VOICES FROM Mitsubishi Corporation, Japan, were line from Tarkera grid to MSDS VII contracted by Steel Authority of and NSPCL grid to MSDS VII of HSM India Limited to build a 3 MPTA Hot respectively, 1.8km EHV cable laying, Strip Mill (HSM) along with a 0.4 2 km of railway track laying, 2,200 MPTA sheet shearing line on turnkey km of power/control/communication “We had to negotiate and deal basis at Rourkela, with technology cables, HT/LT electrical panels with as many as 550 equipment from Primetals and Hitachi of Japan. including 220kV & 33kV GIS and 90 suppliers and another 145 Spread over an area of 86.56 acres, transformers. The HSM certainly took a specialized vendors for the electrical and automation works, the scope of this EPC project, a lot of doing. but we managed them well.” first for MMH, was huge: design & Other challenges were that it was being engineering, civil engineering work, R. Suresh Kumar constructed on a solidified slag filled fabrication & supply of steel structures, Head – Operations, Minerals and area in which structures had to go 23 Metals BU manufacture & supply of plant and m underground, with the perennial equipment, manufacture & supply riverbed of the river Brahmani and a of refractories, intermediate storage, high water table in close proximity. insurance & handling, erection, Project. With an adrenaline rush, he “I’m proud to have lead the team to testing, pre-commissioning, start-up adds, “Now, we are concentrating on execute this project that faced several & commissioning and demonstration fully commissioning the project for 66% & establishment of performance of the guaranteed production capacity guarantee parameters of the facilities. as per the terms of the contract.” Roughing mill Critical equipment like roller tables, shearing lines, chock extractors, transfer Improving efficiencies After manufacturing 390 distinct the scales and then put through a and pallet cars were manufactured at pieces of equipment, buying out 3,979 roughing mill stand to reduce their Perfect coordination: To execute L&T’s Kansbahal works in sync with the distinct items procured from 155 local thickness and correct their edges for a project of such complexity and ‘Make in India’ theme. and overseas suppliers, 200+ customer further processing downstream. In a scale, perfect co-ordination between inspections and some 40,000 inspection crop shear, their heads and tails are Engineering, Procurement and documents, the mill, one of the largest squared, divided into 7 numbers that in Construction and across all disciplines of its kind in India, was commissioned a finishing mill are converted into strips like civil & structural, mechanical, in January, 2020 and rolled out its with precise 1.2 mm thickness and 25 electrical and automation was an first HR coil within two days of the mm flatness and then cooled to recover imperative. “The good news is that all VOICES FROM commencement of hot trials. It is already their steel mechanical properties. our teams worked in tandem,” shares being recognized as best-in-class and Finally, the strips are formed into two T. Kumaresan, Head – Minerals and will roll out Carbon Structural Steel, down coilers, paint marked, strapped Metals BU, “information was readily HSLA, High Carbon Steel, LPG Cylinder online and transported to the coil shared and we seamlessly coordinated “We had to overcome several Steel, Low Alloy Steel, API (up to X100) yard via a pellet conveyor. The sheet during the design and execution stages challenges before successfully Pipe Steel and Auto-grade steel, to cater shearing line cuts these strips into the which is primarily why we were able to rolling out the first coil, to high-end market segments. desired lengths. The annual capacity deliver the project against an extremely within two days of the start of the shearing line is 400,000 tons aggressive time line.” Dealing with of hot commissioning. Now, Demystifying an HSM capable of shearing strips of thickness vendors and suppliers is normally we are concentrating on fully ranging from 5 to 25 mm and widths a tall order but at this project it was commissioning the project for Hot slab being passed through the roughing mill Quite simply, a hot strip mill produces even taller. “We had to negotiate and 66% of the guaranteed production ranging from 1000 to 2150 mm. The hot rolled coils from steel slabs that deal with as many as 550 equipment capacity as per the terms of the sheet bundles vary in length from 4 to & erection of 24000 MT structures, challenges since inception, but due are in turn produced through a contract.” 13 m and weigh up to 10 tons. installation of 26,000 MT mechanical to the combined efforts of the entire suppliers and another 145 specialized continuous casting route of charging in equipment, 10 lakh inch-meter of team, we were able to overcome them vendors for the electrical and a reheating furnace to temperatures of R Umasathiyan It took a lot of doing piping comprising of mixed gas, to successful roll out the first coil automation works,” shares R. Suresh Project Manager up to 1,2500C. Thereafter, the reheated water, nitrogen, steam, hydraulics & within two days from the start of hot Kumar, Head – Operations, Minerals slabs are sprayed with high pressure 6000 piles, 15 lakh cum of earthwork, lubrication, compressed/instrument/ commissioning,” says R Umasathiyan, and Metals BU, “but we managed them water in a descaling unit to remove 2.3 lakh cum of concreting, fabrication dry air, oxygen, steam, fuel oil, LPG, Project Manager, New Hot Strip Mill well!” His smile tells a tale of success.

84 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 85 our human productivity quotient.” structures in modular form improved Supply materials were tracked through resource productivity. By applying the SLIM (Smart and Liver Inventory ceramic back strap with adhesive tape VOICES FROM Every project is a fresh experience. Management) application while inside the buffer tank and two 112 m It was no different with this one concrete pour cards generated using tall steel chimneys before welding joints and it is kudos to our team for the Conquer app hastened clearances cut both cost and time.” The chimneys having pulled off such a wonderful to speed up execution. All vehicles were assembled with 500 MT Demag project though the bigger concern “The good news is that all at site were tracked while the stores cranes on ground with refractories and for me was to live up to the our teams worked in tandem. were always under the lens of CCTV erected after which the refractory lining expectations and trust reposed in Information was readily shared surveillance cameras. was done with specialized platforms and we had seamless coordination us by SAIL, a long time customer and hoists designed by CMPC. during the design and execution Mechanisation: Compensating of L&T, and I am delighted that we stages which is primarily why we the limited availability of skilled Exclusivity: “For the first time in have delighted them. were able to deliver the project manpower, the project team MMH, we installed and commissioned Anupam Kumar against an extremely aggressive implemented several mechanisation 220 kV and 33 kV Gas Insulated Head – MMH time line.” initiatives. “With great learnings Substations and 12 Mbps network T. Kumaresan through cross cultural interaction speed for profibus network,” informs Head – Minerals and Metals BU with foreign experts from Japan and a delighted N Jothi Ramalingam, Europe, we were able to explore various Incharge – Electrical, Instrumentation plant such as the mill bay, coil storage Going digital: “With Procube, our innovative approaches like the usage and Automation. “In fact, the 33 kV GIS bay, roll shop, reheating furnace, water project progress monitoring was spot of a skidding arrangement to install is India’s 2nd largest single board GIS treatment plant, MSDS VII, etc.” on,” shares Anton Jayanth, Digital heavy equipment like Mill Housing with one Sectionaliser, 2 bus couplers Officer – MMH. “Our Safety app was weighing 165 MT each, 9.5 MW Motors and 37 bays. The 12Mbps network line Auxiliaries: The Hot Strip Mill the reason we were able to clock 38.4 and levellers. This eliminated the is exclusively used for communication features vast utility systems and the Finishing mill million safe man hours thus far but involvement of high capacity cranes of heavy-duty mill motors (IGBT water system handles 25,554 cum/ the real digital success was the RFID for multiple handling,” says Suman drives). The plant is fully automated hr of cooling water by three water for 3 months with placement in 26 system monitoring our 1,500-strong Mukherjee, Project Coordinator with complete Fibre Optics backbone circuits: an indirect cooling water multiple locations with exacting work force that significantly improved and Mechanical In charge “Erecting catering to different sections of the system, a direct cooling water system quality requirements meeting the VOICES FROM and a laminar cooling system for precise tolerance limits under stringent control of metallurgical process as environment conditions across varying well as dissipation of unutilized heat. elevation from (-)23 m depth to 48 m To conserve precious fresh water, height ”, says C V Nagaraju , Incharge – water re-circulation systems recycle “With Procube, our project progress Civil works. and reuse discharges from the mill monitoring was spot on and the For Anupam Kumar, Head – MMH, the equipment with the help of a filtration Safety app was the reason why we have been able to clock 38.4 million Rourkela HSM has been yet another plant, thickener and filter press. These safe man hours thus far but our real opportunity to prove the SBG’s mettle systems are also used to collect and digital success was the RFID system to execute large scale EPC projects convey scales, for drinking, sanitation, that monitored the 1,500-strong across metallurgical units. “Every firefighting, condenser cooling of work force that significantly project is a fresh experience. This one chiller units and other miscellaneous improved our human productivity was no different and kudos to our team purposes. quotient.” for having pulled off such a wonderful Enormity: The project team built Anton Jayanth project though the bigger concern for 7 major substations and 100 small Digital Officer – MMH me was to live up to the expectations buildings with all finishing works, MEP and trust reposed in us by SAIL, a and 2.5 lakh inch-meter embedded long-time customer of L&T, and I am conduits. The foundations had to be team. The plant is connected by 8 km delighted that we have delighted them,” precise to cater to critical tolerance of RCC pavements; it has a 16 km long he concludes with a grin and a thumbs levels required for mill equipment. drainage system too. “A reflection of up, relishing the pride of L&T being the All major external plastering works our commitment to faster execution is sole EPC company to have executed were carried out with plaster spraying that we poured more than 10,000 cum the majority of hot strip mills in the First coil produced at the down coiler machines by a specially trained CSTI of concrete per month consecutively country.

86 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 87 A TALE OF TWO EFFICIENT R. SRINIVASAN SMART PROJECTS Executive Vice President & Head, Smart World & Communication

ur Smart World business, since inception has been operating, in most cases, in unchartered territories with no precedence or pre-set benchmarks both domestically and Internationally to fall back on. OThe business solutions include use cases to enable and ultimately improve the quality of life of citizens. The whole business involves citizen centric solutions in crowded urban environments with very limited timeframes. These compulsions make operational excellence a prerogative part of all our projects.

In some of our projects, the eco system we address involves several initiatives to build broad consensus with citizens and corporations for effective understanding and delivery, which is usually not part of our regular EPC projects. Each of our project solution is unique and customised to meet the distinct challenge faced, including several innovative and customised solutions, most cost-effectively.

Being first-of-their-kind solutions in many projects, bringing the right software and integrating them on a single interface has always been an amazing challenge, and our Technology team, carved out with talent from across the world, has always raised to the occasion to deliver.

We have delivered in our short journey of 4 years, the country’s largest surveillance network in Mumbai, smart solutions to monitor crowds of over 25 Crore people, at the world’s largest religious gathering for the Kumbh Mela in Prayagraj, an automated system to usher in a cop less culture in Hyderabad, an Early Warning Dissemination System (EWDS) in Odisha to have practically zero incident during cyclones, digitally connected 6000 schools across Tamil Nadu including managing content, digitized smart meters in 17 districts in the states of Uttar Pradesh, Haryana and New Delhi, and have in the process successfully emerged as a Master System Integrator with multiple domain expertise as a first mover.

Several of our projects are like an open-heart surgery, working in the midst of bustling cities, where creating work fronts have always been a challenge with the added pressure of a limited time window. We have had to work pro-actively with utmost safety and quality procedures and in several cases, work only at nights, to achieve our targets.

At our Technology Innovation Centre (TIC) at Chennai, all the project solutions are first tested in our own campus, which is another unique way of achieving operational excellence. In Smart Cities, proactive positioning is critical for success and through our TIC, we can identify various solutions to problems of cities and showcase them to our stakeholders how quality of life can improve through digital interventions. This positions us better than most other System Integrators.

We have implemented various digital solutions internally and the solution - SWIFT stands out, with which the entire procurement process end-to- end has become online and approvals are happening at 25% better time efficiency.

I am also happy to share that L&T Fusion, a smart solution platform, under development by our in-house team, was recently utilized in Telangana for crowd management of 1.5 Crore people at the Medram Jatara as a POC. L&T Fusion will take us a long way to develop better and smart solutions and create value propositions.

As we move forward, we will continue our journey of Customer First Approach with innovation, advanced solutions, pro-active planning and remain focused to deliver by continuously re-writing the rules of the game.

88 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 89 Setting up the Prayagraj data centre were made operational or a business that has been a trailblazer in setting up smart infrastructure across the country, L&T’s Smart World & to cater to the needs of the Kumbh Command & Control Authority, City Govt. Authorities Communication (SWC) has been raising the bar and defining the way with first-of-its-kind projects in India. “An An operation excellence charter and the police.” While the L&T-SCAD operation excellence charter gives us insights but largely smart projects have a lot of on-field customization which gives us insights but largely smart Centre F strategy gave the much-needed edge, we have been successful in achieving, all thanks to our domain expertise as a Master System Integrator,” highlights R. projects have a lot of on-field As Prayagraj Smart City combined the the project team initiated a series of Srinivasan, Executive Vice President & Head, Smart World & Communication. customization which we have been Kumbh Mela operations along with process enhancements to fast track successful in achieving, all thanks In recent times, Phase 1 of two mega projects were delivered by the business within a short period of time: one that smart city infrastructure development to our domain expertise as a execution across fronts. “We Identified safely managed the world’s largest gathering of people for the Kumbh Mela while the other involved the installation works, one of the first priorities for Master System Integrator. and trained operators during project and digitalization of smart meters in 54 cities across Uttar Pradesh, Haryana and New Delhi. In terms of scale and the project team was to establish a execution to document the process execution, both projects were unique and called for some innovative operational strategies to achieve various challenging R. Srinivasan state-of-the-art command & control with help of multi-agency coordination, milestones. Executive Vice President & Head, centre to monitor the massive leveraged reusable and proven smart Smart World & Communication gatherings. However, the task was a city solution architecture and detailed race against time having to roll out in design to avoid last minute integration just 5.5 months against the normal challenges, streamlined approvals for MAKING PRAYAGRAJ KUMBH READY time frame of 6 to 9 months. The resource mobilization, organized daily challenges involved multi-agency and weekly stake holder consultation to Value additions make coordination, substantial work on the resolve minor and major issues, formed the vital difference streets especially in conjunction with a dedicated task force team to accelerate other development tasks, establishing and customize material procurement How do you go about a project connectivity and finally sensor for just-in-time delivery of materials.” the sole objective of which was to integration to the command centre. effectively manage more than 25 Understanding the crore people at the world’s largest “Successful convergence of cyber- spiritual congregation? You need physical infrastructure is important dynamics for all smart city projects, here the ideas and plans, lots of them, to figure As working out the infrastructure case more pressing considering the out out-of-the-box approaches. That’s around the Kumbh area was unique, timelines. We adopted our proprietary what the SWC team at Prayagraj to evolve practical solutions especially Smart City Agile Development achieved. While a lot has already for activities that included power setup Methodology, L&T-SCAD, for parallel been spoken about the Prayagraj and other associated works, the team execution of digital and physical smart infrastructure project, Jigesh roped in local past masters who were solutions,” highlights Jignesh. “Within Dubey, Project Manager and his team well aware of the nitty gritty. And, a record-time of 3 months, one large proudly share some hard-core L&T it was quite a number, even if for a command & control centre and a project management techniques that temporary set up as it included some went a long way to deliver the tough 450 poles and an equal number of UPS, project. fibre cable laying and installing 20 variable message displays, lining up all “At the Kumbh Mela, our mandate VOICES FROM these elements even in the fastest mode was to implement the project in three would have normally taken around 4 stages involving first, the setting up months. Team SWC however achieved of smart infrastructure for the Kumbh the setup in just a month’s time. area, taking up remaining works after “At the Kumbh Mela, our the mega event and finally ensuring mandate was to implement Ploy for poles smart governance of Prayagraj,” the project in three stages shares Jignesh. The overall project A strategy to source the CCTV poles was involving first, the setting up timeline was approximately 5 months of smart infrastructure for critical as the OEM had a minimum but with the client finalizing the the Kumbh area, taking up delivery timeline of 2 months which locations for Kumbh area only after remaining works after the the project couldn’t afford. A dedicated the monsoon, the timeline for the first mega event and finally ensuring team was deputed to directly oversee milestone was crashed to 3 months. smart governance.” the production and quality at the OEM’s “It was like a project within a project,” factory that conveyed the urgency; Jigesh Dubey exclaims Jignesh. parallelly some quantities were drawn Project Manager

90 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 91 MAKING 5 MILLION HOUSEHOLDS ENERGY EFFICIENT Engineering Advanced Metering Infrastructure

Advanced Metering Infrastructure (AMI), an offshoot of Smart Grid infrastructure, is all set to transform the management of the electricity ecosystem across the country with the Ministry of Power fast-tracking the installation of smart meters. L&T’s SWC business was entrusted the task of installing more than 5 million smart meters in 54 cities across Uttar Pradesh, Haryana and New Delhi. Crowd density estimation at strategic locations Strategizing solutions from the orders of other projects. “This of such events and took the help of a proposal for a dark fibre set up and for India’s largest smart was more of an internal understanding professors from the Motilal Nehru convinced the client to opt for it.” and it worked well as the momentum National Institute of Technology who Though it was at an additional effort, meter roll-out was critical for the Kumbh event.” were already doing research on crowd Jignesh affirms that it was well worth Being a first-time implementation of modeling to enable us deliver the in terms of catching up with the critical the AMI solution on such a massive Precast lifting tackle solution as per customer requirement.” timelines as they were able to create the scale in the country, challenges were None of us at L&T had any idea about backbone for the smart infrastructure inevitable to meet the speed of smart Almost every project site across L&T has the outcome of such an event, exclaims across the Kumbh area. meter installation and devise scalable a precast success story and Prayagraj is the Planning Engineer. “The first and reliable solutions for the load no different. “The CCTV poles weighed th congregation on 15 January 2019 was Banking on inherent envisaged. Since chosen domain close to 4 to 5 tonnes with an average an experience to see around 2 crore strengths height of 2.5 m,” informs Jignesh. people gather,” he adds. “Our AI was Capex resources were extensively “Definitely not an easy piece to shift 75% tuned and from the insights gained used to achieve the various milestones along the banks where the wind speed it gradually evolved as a comprehensive was a major factor. We came up with a with in-house teams addressing the platform.” Further, for every team VOICES FROM commissioning of the command and timely precast lifting tackle innovation member, the congregations were control centres to bring substantial that ensured that the job was done testing times as it ensured a 36-hour savings. “Wherever possible, other with utmost safety with considerable monitoring shift with 12 different teams smart city project team members savings in time and cost.” By precasting, zoning across various locations. applications were not pre-tested for this Management, Connectivity Provider removing them after the Kumbh event were sourced temporarily, including “With the help of our scale especially in multi-meter vendor and Cloud provider. SW&C onboarded Technology Innovation Centre was a whole lot easier. CSTI trainees, and we had a separate environment and concurrency, arriving LTI to leverage their global expertise Shifting gears in Chennai, we carried out PoCs O&M team for service level agreement at the right solution was vital to meet in Oracle utility products and domain for faster solution roll out as Gaining insights with A whopping 90 km of underground management while the local team was the tall requirement. expertise in Meter Data Management. the system was expected to be cabling to be completed in just 3 deployed for field O&M activities.” With crowd management live right from the first meter months was a tough ask, mentions a zero-incident record, team SW&C has To overcome the challenges, the team We initiated a series of measures roll out.” Arriving at a world-class AI-driven Jignesh. “The only way we could gain not only delivered a project of huge did multiple Proof of Concepts (PoCs) for this massive roll out shares, solution for crowd management needed ground was through overhead cabling stature but, in the course, enhanced M.S. Krishna Kumar to choose the best fit global technology M.S. Krishna Kumar, DGM - Security a lot of study, remarks Jignesh. “We which was not the norm but typical of its inherent strengths with every team DGM - Security Solutions solutions and partners which included Solutions Initiatives, “With the help Initiatives went through pre-recorded videos L&T’s innovative thinking, we initiated member gaining invaluable insights. Head End System, Meter Data of our Technology Innovation Centre

92 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 93 Multisite management “We based our study on the Ishiwakawa uninterrupted communication is the with information at fingertips to track or fishbone approach that outlined key. The team faced initial challenges in and control energy usage. The earlier Considering the volume of 5 million the various delay elements across meter and SIM IP mapping, however, a cumulative bill cycle of around 30 days VOICES FROM VOICES FROM households and multiple DISCOMS/ constant factors covering machines, quick decision was taken to fix the SIMs was brought down to 10 days while the cities, meter installation in coordination methods and material on one side of at the vendors’ factory. A dedicated days spent in the process of advising with local DISCOMS and households the scale compared with environment, team was stationed at the meter meters was reduced from 26 days to was the biggest challenge and called measurement and workmen on the manufacturer factory for installation, just 6 days.” A radical shift in the meter “We based our study on for a proactive approach across various other side,” highlights Shashikant “We had a humongous task of communication testing and mapping. registration process in the Head End the Ishiwakawa or fishbone phases. Planning comprised setting Agarwal, Project Director. “The results developing a mobile app which tracks The SIMs are QR coded to capture System was achieved with installation approach that outlined the up of zonal leads followed by city and exposed the poor productivity among movement of 10 million meters, the SIM number automatically and productivity improving to 7 meters per various delay elements across collecting data on the field, stores it in division leads with clearly defined some sub-contractors with less than 5 mapped with meter numbers. For day along with a billing efficiency of constant factors covering cloud, presents real-time dashboards targets and schedule. A common meters per manday that also contributed issues related to SIM, a centralised SIM more than 90%. machines, methods and material to all stakeholders, facilitates multiple SOP for consumer indexing, meter to below 60% billing efficiency.” and communication management on one side of the scale access points across mobile replacement and management was compared with environment, and desktop.” portal was created to monitor the status Forging bonds of trust measurement and workmen on followed with multiple teams deployed Driving automation of communication and SIM on-field With Operations & Maintenance being other side of the scale.” across the states to complete the U. Udhaya Kumar activation “On the whole, we eliminated various milestones. As the project was spread across 54 Senior Manager, Digital manual activities and rework as the an integral part of SW&C projects, Shashikant Agarwal cities in 3 states, implementation was track of which meter belonged to which mapping data was accessed through nurturing a healthy relationship with Project Director Digital interventions included monitored online real time. A dedicated consumer and subsequently handing ‘L&T Consumer Indexing / Meter the client is critical especially for inductions and video-based trainings team led by U. Udhaya Kumar, Senior over to the DISCOMS would have been Installation’ portal,” highlights Udhaya additional leads, mentions Dharmapal to workmen, a work WhatsApp group in Chennai, we carried out PoCs for Manager, Digital, was quickly put even more complex. “Hence a system Kumar. Sahadeo Wankhede, Head O&M. to address common multisite issues faster solution roll out as the system together to develop a unique project was evolved wherein the old meters “Add-on sales is one such lead and at and facilitate communication. Further, was expected to be live right from the monitoring application. “With just were barcoded (randomly generated), SW&C, projects like Mumbai CCTV the local subcontractors and workmen Shrinking timelines first meter roll out, stitched solutions about 36 months in hand, we had a that was captured in the mobile app are testimony to this, while there registration processes were centralised for scaling infrastructure incrementally humongous task of developing a mobile and linked to the consumers. When The AMI App comes with a range are also projects where a model is to track their performance. A dedicated for every 5 lakh meters so as to keep app which tracks movement of 10 placing the new meters, the old meter of benefits for the client as well as shared to improve profitability of a helpdesk was integrated with the the cost within control while meeting million meters, collecting data on the barcode was entered to track the the end user, shares Pratik, Senior single service partner when working existing system to address grievances business objectives. We opted for field, stores it in cloud, presents real- consumer location before installing Engineer, Digital. “For the first time, on multiple jobs for the same client along with ticketing and a SLA loosely coupled architecture for time dashboards to all stakeholders, the new meter to simplify the process,” people were empowered to efficiently which is again value addition. From monitoring system. independent rollouts, enabled proactive facilitates multiple access points across highlights Krishna Kumar. manage power as the user-friendly the execution point of view, the O&M coordination to receive customer load mobile and desktop.” Overall, this was application ensured higher reliability Department has centralized some Further, the data from DISCOMS was profiles and customization and set up Inside out approach a comprehensive solutions architecture of the significant initiatives such scattered that increased the complexity dedicated UAT teams to coordinate where the application was structured as integrated operation for project The smart meter team went through the in execution. To streamline the process, and accomplish UAT by EESL and with the data flow. As there is a central management, centralized technical workings of the existing billing system to a common area wise identity was DISCOMS.” repository of data that everyone could expert cell for taking up data centres find out the root cause for inefficiencies. created with specific allocations with VOICES FROM access, there was no duplication/ and network operation works by consumers in their respective areas that corruption/ loss of information. It was a creating an expert talent pool across AMI System Architecture was available to all the field engineers reliable system where every bit of data projects to work in virtual NOC in that area. The engineers were given stored was authentic, valid and safe. concept so that the dependency on a colour tag which had to be placed in “The O&M Department has OEM is reduced,” he adds. “We identified the operational gaps consumer locations to indicate that a centralized some of the and fixed them one by one such as the consumer had been attended and data significant initiatives such as Partnering excellence bar code-based tracking of old meters. verified. This was done in addition to integrated operation for project The old meters had to be handed over the updation in the mobile application management, centralized By delivering a premium solutions to DISCOMS on a periodic basis,” that avoided duplication and enabled technical expert cell for taking architecture for the smart meter elaborates Udhaya Kumar. The project complete utilization of field forces up data centres and network project, team SW&C has upped the involved handling 10 million meters, thereby improving productivity and operation works by creating ante, making it a win-win situation new and old, inventorying them and reducing unnecessary travel. an expert talent pool across both for client and L&T while projects to work in virtual NOC identifying the installed ones later for reinforcing the fact that operational concept.” maintenance. When a field engineer SIM-Meter mapping excellence is all about successful removed old meters from across For seamless integration of Dharmapal Sahadeo Wankhede project management and achieving locations, there would have been no meter with the HES & MDMS, Head O&M customer satisfaction.

94 ECC CONCORD, July - December 2019 ECC CONCORD, July - December 2019 95 It’s the Largest. It’s the Latest.

It was game on at the world’s largest cricket stadium at Motera that opened its gates to host one lakh plus spectators to witness the ‘Namaste Trump’ event on February 24th, 2020. At the end of the huge event, as one L&T engineer quipped, “full load tested!”

Edited by Mr. Vinod Jacob Chacko for L&T Construction from L&T Construction Headquarters, Manapakkam, Chennai - 600 089. The views expressed in this magazine are not necessarily those of the Management. The contents of this magazine may not be reproduced without the written permission of the Editor. Not for sale. Only for free circulation among employees of L&T Construction and their customers.